Individual Employee Performance Research Articles

The effects of managerial turnover on employee performance

Introduction
 Managers are a crucial ingredient of a well-functioning team. Thus, managerial turnover is critical for teams worldwide and of all sizes. Moreover, the teams themselves are becoming increasingly diverse and international, which poses a major challenge for managers. Managing a team becomes even more challenging when new managers take over a team they do not yet know. This article examines the effects of managerial turnover on employee performance by considering the tradeoff that originates from these two managers’ responsibilities. The tradeoff exists between the employees’ work quality, depending on the task allocation, and the employees’ exerted work, depending on employee motivation. We measure performance not on a team but on an individual employee level. To overcome the obstacles in measuring the individual employee’s performance, we focus on the sports industry, in which the performance of employees is highly measurable and comparable. On the one hand, to measure how efficiently managers allocate tasks, we look at pass accuracy. On the other hand, to measure how effectively managers motivate their employees, we look at distance covered, runs, and sprints performed.
 Methods
 To explore how managerial turnover affects individual employee performance, we built a unique 7-year panel dataset consisting of performance, game, and contextual data of 1,284 players playing across 2,141 German first soccer division (Bundesliga) games covering the seasons 2011/2012 to 2017/2018. The final sample contains 29,962 player-game observations for a total of 929 players. Using four fixed effects instrumental variable regression models, we uncover the causal relationship between managerial turnover on the one hand and employee performance on the other hand.
 Results
 The results demonstrate that managerial turnover negatively affects work quality because new managers allocate tasks less efficiently. Moreover, the results demonstrate that managerial turnover positively affects employees’ efforts because new managers motivate more effectively. By combining arguments of the human capital theory, the social capital theory, and the principal-agent theory, we can theoretically explain these opposing effects and the inconclusive past results.
 Discussion/Conclusion
 The contributions of this article to the existing body of literature on the effects of managerial turnover are twofold. First, this article is the first to examine the effects of managerial turnover on the individual level rather than overall team performance. Second, we split the individual employee performance into work quality and effort and connect these performance categories with two prominent managers’ responsibilities allowing a better understanding of the relationship between managerial turnover and employee performance and explaining previous theoretical and empirical research’s inconclusive findings. The results have important implications for human resource management.

The Influence Of Organizational Citizenship Behavior (Ocb) And Work Motivation On Employee Performance In Seluma Regency Regional Financial Board

The success of an organization is strongly affected by the performance of thecompany or individual employees. Every organization is always trying to improve employee performance to achieve the goals set. Performance is still a problem that is always faced by management, so management needs to know the factors that affect the performance of these employees. This study aims to determine the effect of Organizational Citizenship Behavior (OCB) and work motivation on employee performance in the Regional Financial Agency of Seluma Regency. The samples in this study were 30 employees the Regional Financial Agency of Seluma Regency who had become State Civil Apparatuses (ASN). Data collection using a questionnaire and the method of analysis used is multiple linear regression, determination test and hypothesis testing. Organizational Citizenship Behavior (OCB) has a significant influence on employee performance in the Regional Financial Agency of Seluma Regency. This illustrates that the increasing Organizational Citizenship Behavior (OCB) style of the head of the Regional Financial Agency of Seluma Regency, the employee's performance will also increase. Motivation has a significant influence on employee performance at the in the Regional Financial Agency of Seluma Regency. This illustrates that the increasing work of employees, the performance of employees of in the Regional Financial Agency of Seluma Regency will also increase. Simultaneously the Organizational Citizenship Behavior (OCB) variables and motivation have a joint influence on employee performance in the Regional Financial Agency of Seluma Regency.

The effect of digitalization, work-family conflict, and organizational factors on employee performance during the COVID-19 pandemic

The COVID-19 pandemic and technological development lead to a shift in economic, educational, and social behavior, subsequently influencing human life patterns and new realities through digital literacy. Education sector development and quality depend on how the employees are adapted to the current condition. Therefore, this study is directed to investigate whether and how organizational factors, including IT training, digital infrastructure, management support, and work-family conflict, affect employees who work in Indonesia’s universities. It also examines how the mediators influence employee performance. 596 employees were recruited for a survey study. Structural equation modeling (SEM) was used to test the research hypotheses. The results show that IT training, digital infrastructure, and work-family conflict positively and significantly affect employees’ digital literacy. Meanwhile, management support plays a more minor role in influencing employees’ digital literacy. Furthermore, as a mediator variable, digital literacy strongly moderates the relationship between organizational and individual factors influencing employee performance. This study’s findings provide stakeholders with information about the relationship between individual and organizational factors and employee performance. The organization’s sustainability should not only attract the required market segmentation but also enhance, strengthen, and engage the employees’ sense of belonging and commitment.

Pengaruh Sistem Informasi Akuntansi dan Penggunaan Teknologi Informasi Terhadap Kinerja Individu Karyawan Pada PT Fajar Abadi Mahameru

PT Fajar Abadi Mahameru, which is located at Jalan Kadaka No. 7A, Jatimulyo, Lowokwaru, Malang City, is a company engaged in the manufacturing sector. The phenomenon that occurs at PT Fajar Abadi Mahameru is that company assignments carried out by employees have not provided maximum performance for the company. The purpose of this research is to examine and analyze the influence of Accounting Information Systems and Information Technology Use on the performance of individual employees at PT Fajar Abadi either partially or simultaneously. This type of research is quantitative with data collection techniques using questionnaires distributed to 40 employees according to the research criteria. Based on the findings of the analysis, it can be concluded that the accounting information system and the use of information technology partially have a positive but not significant effect on the performance of individual employees. While the accounting information system and the use of information technology simultaneously (together) affect the performance of individual employees.

Uticaj obuke na performanse zaposlenih u preduzetničkom okruženju u Srbiji - empirijski i statistički nalazi

The efforts of organizations to improve their business processes, establish market competitiveness, achieve goals more efficiently and increase profitability are mainly made through an attempt to upgrade the performance of employees. Increasing the employees' work performance is directly correlated with the improvement of individual skills, as well as the level of ability to effectively transform new knowledge according to daily work obligations. In this process, synergies should be established between employees, on the one hand, who should be adequately motivated, committed, and focused on the acquisition of new knowledge, and on the other hand, organizations that should provide resources, support, and conditions for effective knowledge transfer from educational process to visible improvement indicators of different employees' performance levels. The purpose of this paper is to investigate the impact of training on increasing the individual and organizational performance of employees in entrepreneurial organizations in Serbia. Additionally, the correlation between the two groups of respondents, managers and non-managerial staff, will be tested, to determine more closely whether there is a distinction in relation to the position held by the respondent, for defined issues.

Career Management of R&D Employees on Organizational Competence: A Perspective from Chinese High-Tech Manufacturing Enterprises

Past studies have shown that employee career management in Chinese high-tech manufacturing companies can affect the individual performance of employees, and then affect the overall performance of the company; Qualification management is an important means for corporate human resources to intervene in employee career management and has a certain impact on employee variable career; And employee variable career has certain influence on organizational competence. This purpose of this study is to further explore the influencing factors of the organizational competence of Chinese high-tech manufacturing enterprises in the field of talent capability management. This study used the quantitative design and selects more than 60 high-tech manufacturing enterprises in Shenzhen, Guangzhou, Chongqing, Suzhou, Jiangsu, and Xi’an, Shaanxi, and collects survey questionnaires through the Internet platform, and uses factor analysis to analyze the influencing factors in organizational competence, qualification management , employee career management and variable career , seek the internal relationship among different variables ; Put forward dimensions for reference in terms of employee capability management and organizational competence of Chinese high-tech manufacturing enterprises. The results of this study have certain theoretical and practical implications and significance for Chinese high-tech manufacturing enterprises to reduce the turnover rate of knowledge-based employees in the R&D system and continuously improve organizational competence in the era of knowledge economy. At the same time, it concluded and provides an innovative perspective for theorists who study the relationship between employee capability management and organizational ability.

MODERN METHODS OF EVALUATING WORK EFFICIENCY OF FITNESS CLUBS STAFF

Introduction. The article examines modern methods of evaluating the performance of fitness club employees and analyzes approaches to evaluating the work of staff in leading international companies. The advantages and disadvantages of using separate methods for evaluating the fitness clubs’ staff are determined. The purpose of the work is to determine approaches to evaluating the work of staff in leading international companies and to analyze modern methods of evaluating the performance of employees of fitness clubs. Results. The study shows the peculiarities of using quantitative methods in the fitness industry to evaluate the work of staff: the method of return of investment (ROI), the method of determining key performance indicators (KPI), benchmarking. It has been established that the ROI method is suitable for evaluating the work of employees related to the provision of services, working with clients (fitness coaches). Most of the KPI indicators are of strategic importance specifically for the fitness sector, because with the help of KPI it is possible to create a system for evaluating the performance of individual employees, departments, and the fitness club in general. The benchmarking method in the field of fitness is used to adopt the experience of world fitness clubs and introduce new training programs or new training formats. The vectors of the application of qualitative methods have been determined: the "360 degrees" method - for preliminary formation of the personnel reserve of fitness personnel, identification of the need for training, assessment of its results, creation of individual development plans for each employee of the fitness club; psychological methods - complement the picture of leadership qualities and skills of an employee. The use of combined methods (the DISC INSURANCE method, the HOGAN method) allows you to optimize work in the fitness club team, choose the optimal position for the employee to maximize the realization of professional qualities and potential, and improve the psychological climate in the team.

The Influence of Leadership Democracy, Work Discipline and Work Environment on Individual Employee Performance in PT. Indosino Agrochemical

The Influence of Leadership Democracy, Work Discipline and Work Environment on Individual Employee Performance in PT. Indosino Agrochemical

Job demands-resources theory in times of crises: New propositions

This theoretical paper presents an extended Job Demands–Resources (JD–R) theory aimed at understanding how organizations and their employees can best deal with COVID-19 and other crises in the workplace. The crisis showed that job characteristics alone are insufficient to explain employee health and motivation, i.e., the two focal outcomes of the JD-R theory. Rather, demands and resources of the individual, the family, the job and the organization interact with each other to predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. This was possible by integrating the crisis management literature in JD-R theory. Viewing the crisis from a job design perspective helped us to introduce several new and testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.

An empirical study on individual performance and turnover intention among university employees: a multiple mediation model

PurposeThe purpose of this study is to investigate the behavior of individual employee's performance concerning their organizational citizenship and turnover intention in the higher education sector. This study attempts to examine the effects of two potential sequential mediators – job satisfaction and employee engagement – on employees' job embeddedness, organizational citizenship behavior, and turnover intention.Design/methodology/approachThis study is based on a survey conducted among the employees of major universities in the Republic of Korea. A total of 213 valid responses are used to analyze the hypotheses.FindingsThe results suggest that the relationship between job embeddedness and organizational citizenship behavior is significantly mediated by job satisfaction. However, the mediating role of job satisfaction on the link between job embeddedness and employees' intention to leave is not significant. Relatedly, employee engagement has a significant mediating effect on job embeddedness and organizational citizenship behavior but no demonstrable mediating effect between job embeddedness and employees' turnover intentions.Practical implicationsThe results provide guidance that can assist organizations in increasing their employees' organizational citizenship behavior and lowering their intentions to leave, particularly in the education sector.Originality/valueThis study contributes to existing knowledge regarding the roles that job satisfaction and employee engagement play as two potential sequential mediators in the relation between job embeddedness and organizational citizenship behavior.

A Study On Grading System Followed on Measuring the Employee Performance In Zcodia Technologies-

Globally the success of any organization is increasingly depending upon the sustained results it can deliver on continuous basis. Human Resources Management is driving all resources towards achieving this effort and to satisfy all stake holders of the organizations. Performance management is seen as a strategic approach in delivering sustained organizational success by managing and improving the individual employee and team performance. Globalization has brought in pierce competition on the quality of products /services the companies have to deliver. Developing economies like Brazil, Russia, India and China (BRIC countries) are creating opportunities galore in the growth of new business sectors. The fast pace of development during the last decade has lead to dearth of employable people, more so in Banking, Insurance, IT and ITES sectors. The crucial challenge for the organizations is how to manage employee current performance and also to improve their future performance.

KNOWLEDGE CREATION PRACTICES AND EMPLOYEE PERFORMANCE IN SELECTED PUBLIC TECHNICAL VOCATIONAL EDUCATION AND TRAINING INSTITUTIONS IN KENYA

<p>Employee performance in technical vocational education and training institutions has been found to be poor. Poor performance among employees is exhibited through a high level of incompetence and lack of innovativeness among Technical Vocational Education and Training Institutions (TVET) graduates. This culminates in problems of graduate employability owing to a lack of required skills required by employers. This poor performance may be ascribed in part to deterioration in individual employee performance as a consequence of ineffective skills amongst employees and inadequate knowledge management practices inside the institutions. Globally, despite the fact that there exist many knowledge management practices in higher educational institutions in many countries, there is strong agreement amongst academics and researchers that knowledge imparted through higher institutions of learning falls short in providing youth with the appropriate and relevant skills needed to succeed in the labour market. Higher education institutions as ‘knowledge intensive’ organizations thrive on the creation and dissemination of knowledge and therefore rely heavily on the performance of its employees to facilitate and continually generate and disseminate knowledge. The study sought to investigate the influence of Knowledge Creation Practices on Employee Performance in public technical vocational education and training institutions in Kenya. The study was anchored on Unified Model of Dynamic Knowledge Creation propounded by Nonaka, Toyama & Konno in the year 2000. The study used a positivism philosophy and a descriptive survey research design. The target population comprised of 11 national polytechnics in Kenya. The unit of inquiry comprised of 265 administrators comprised of both academic and non-academic heads of department. Primary data was collected using structured self-administered questionnaires. The reliability of the research instrument was ascertained using Cronbach Alpha. Validity was established using content and construct validity. Quantitative data were analysed using descriptive and inferential statistics with aid of SPSS 26. Descriptive analysis used includes; frequencies, mean, standard deviation and percentages while inferential analysis involved correlation analysis and multiple linear regression analysis to test the hypothesis at a significance level of 0.05. Regression analysis indicated that knowledge creation (P=0.000) has a significant influence on employee performance. The study concluded that knowledge creation practices significantly influence employee performance in TVETs. The study recommends that managers should create a better atmosphere in their institutions that encourage their employees to express new ideas. They also should apply effective ways to manage knowledge workers better by creating policies that inculcate new knowledge which consequently should go a long way in continously improving employee performance.<strong></strong></p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0558/a.php" alt="Hit counter" /></p>

The Role of Strategic Leadership in Managing Conflict and Resistance to Change at APIPSU Medan Private High School

The purpose of this study is to explain the effect of conflict management strategies on teamwork performance. Conflict can happen to anyone and anywhere regardless of status, income and position. Someone who is not able to manage conflict will boomerang on his own performance and ultimately affect the company's performance. Thus, a conflict management strategy is needed as an effort to create good performance for individual employee performance and team performance. The results of the study prove that the hypothesis which states that conflict management strategies have a positive and significant effect on teamwork performance is accepted. This explains that conflict management strategies can contribute to teamwork performance through the ability of employees to accommodate ideas from co-workers, the ability to avoid differences of opinion by maintaining feelings and maintaining communication relationships, and collaborating on work methods. Suggestions for this research should be to improve conflict management strategies such as competing strategies at work by providing opportunities for other colleagues to use their expertise in making decisions and finding solutions to work completion.

The effect of working life quality of hotel employees on individual creativity performance

This study determined how the working life quality of hotel employees affects their individual creativity performance. Survey data were collected in June-July 2018 from 310 hotel employees working in five-star hotels in Bodrum district, Muğla province, Turkey. Correlation analysis indicated positive, moderate and weak relationships between working life quality and individual creativity. A regression analysis was then performed to test the research hypotheses. This showed that career opportunities and work safety significantly affected individual creativity. However, working conditions and wages and earnings had no significant effect on individual creativity. The results of this research have great importance because it is the first research that investigates the effect of the quality of working life on individual creativity performance of employees working in hospitality businesses in Turkey.

INDIVIDUAL WORK PERFORMANCE SUCCESS FACTORS: REVISITING THE HUMAN PERFORMANCE SYSTEM MODEL

The work performance of individual employees plays an important role in increasing the labour productivity of a nation in the long term. Past studies have revealed models of work performance factors. However, the human performance system model offers a relatively more detailed and comprehensive range of determinants of individual work performance which is seemingly absent from past studies. The model’s six work performance determinants are performance specification, task support, consequences, feedback, skills/knowledge and individual capacity. A questionnaire was designed to identify research variables from each work performance determinant in the model. A pilot study was conducted to finalise it. The seven factors in our study are: competency, self-efficacy, career awareness and interests, resources and support, incentives and rewards, performance targets, and performance feedback. Data were obtained based on stratified random sampling of 4,000 employees from different job levels in the Information Technology and Network Division of a telecommunication company which yielded 3,529 final responses. The results show that out of these seven factors, performance feedback was not significant and that only the incentives and rewards factor is negatively significant with work performance. Thus, it is important for the organisation to focus on competency, self-efficacy, career awareness and interests, resources and support, and performance targets to increase labour productivity; and at the same time, carefully look into the dimensions of incentives and rewards for the benefit of a nation.

The Effect of Position Promotion and Competency on Employee Performance in The Secretariat of West Sulawesi Province

Every organization needs to manage human resources well because the key to success is the superiority of tools and technology. In addition, the human factor is a significant resource. Work discipline is a management activity to carry out organizational standards. Employees must know their work discipline because each individual better understands their work. The approach used in this study is qualitative. The type of research used by the researcher is a qualitative descriptive type which studies the existing problems and the applicable working procedures. Qualitative descriptive research aims to obtain information about the existing situation. Data collection techniques are a method that is independent of the analysis method and or even becomes the primary tool of data analysis methods and techniques. There are three stages of activity in analyzing qualitative data: data reduction, data presentation, and drawing conclusions. Employee performance is the results employees achieve in specific functions and tasks to meet job requirements. Parts of a process or activity that are done by employees affect how well they do their jobs. The result is the level at which the employee finishes the work based on the conditions that were given. Many factors can affect the performance of individual employees, namely their abilities, motivation, support received, the work they do, and their relationship with the organization. Employee performance is the result of the synergy of several factors.

Leadership Styles, High-Involvement Human Resource Management Practices, and Individual Employee Performance in Small and Medium Enterprises in the Digital Era

This research investigates the positive relationship between leadership styles, high-involvement human resource management practices, and individual employee performance. In this study, we adopt servant, shared, and empowering leadership to explain leadership styles in the digital era. We propose four hypotheses and design a research framework to be analyzed. We develop a self-report questionnaire and distribute it online to three hundred targeted respondents, and collect two hundred and seventy-six complete responses from November 2021 to January 2022. This research applies a quantitative method, using structural equation modeling run by SPSS and AMOS. The results reveal well-distributed data, and all the indicators of the three variables are valid and reliable. The use of CFA confirms the indicators’ validity and reliability. The GoF analysis ensures that the research model is feasible for SMEs. The hypothesis analysis shows the acceptance of H1 and H3, but the rejection of H2 and H4. Leadership styles positively affect individual employee performance and high-involvement human resource management practices in SMEs operating in Lubuklinggau. High-involvement human resource management is not a mediator of the relationship between leadership styles and individual employee performance.

Moderating Effect of Job Satisfaction on the Relationships between Leadership Skill, Job Stress and Job Performance among Female Managers in China

Employee performance in human resources management research is an evergreen subject and is relevant for further review. Employers should consider what constitutes to work performance since knowing variables that can affect the performance of workers can also help the organizations in the long run because after all, the performance of individual employees will also determine organizational performance as a whole.The method for this study is using questioannires survey. The questionnaires were distributed to 489 female managers in China from manufacturing industry (new energy, food manufacturing, textiles, computer manufacturing and communications manufacturing). The data was analyzed by using SPSS 20 for descriptive statistics and PLS 3 for inferential analysis.The result found that leadership skills and job satisfaction have a positive and significant relationship with job performance among female managers in China. Meanwhile, job stress has a negative and significant relationship with job performance among female managers in China. Additionally, this study found that job satisfaction moderates the relationships between leadership skills, job stress, and job performance. The findings of this study can assist both employees and employers to better understand the factors that could influence female managers’ job performance. The paper concludes with implications for both theory and practice. Keywords: Job satisfaction, leadership skill, job stress, employee performance, female managers, China

How do managers evaluate individual contributions to team production? A theory and empirical test

AbstractResearch SummaryOrganizations rely on subjective evaluations to reward employees for team‐based performance. However, it is unclear how supervisors determine individuals' contributions to collective output. We theorize that supervisors rely on the covariance between employees' presence and their teams' productivity. If teams are more productive when an employee is present, the supervisor may infer a greater contribution from the employee. Using data from a manufacturing firm, we find that covariation between an employee's presence and her team's output has a positive effect on her evaluation. This relationship is stronger when supervisors have more opportunities to observe an employee across various teams and when the employee has more authority to direct team production, supporting counterfactual information as an important component of evaluations for individuals engaged in team production.Managerial SummaryIt is notoriously difficult to evaluate the individual performance of employees when the only available metric is team‐based output. We suggest that supervisors help solve this problem by observing how team output correlates with changes in team membership. We construct a measure of the covariance between an employee's presence in a team and the team's productivity, and find a positive relationship between this measure and the employee's annual subjective performance evaluation. Our results indicate that subjective evaluations reflect individual contributions to team production fairly well for employees who (a) have sufficient authority to direct team production and (b) are frequently rotated beyond a single team. We discuss what kinds of organizations might benefit from this measure as an input to their performance evaluation processes.

PERAN MODAL PSIKOLOGIS SEBAGAI MEDIATOR PADA HUBUNGAN PERSEPSI DUKUNGAN ORGANISASI TERHADAP KINERJA INDIVIDUAL KARYAWAN

This study discusses about individual work performance of employees who have an above average IWP score, experienced organizational change. The purposes of this study was examined the mediating effect of psychological capital in relation of perceived organizational support and individual work performance. A total of 334 employees with a minimum one year experience of work participated in this study. The study was using adapted form of IWPQ-46, POSS-36, and PCQ-24 questionnaires. Measurement being done with Structural Equation Modeling (SEM) method and measurement model using Confirmatory Factor Analysis (CFA) with Lisrel 10.0. Structural model testing showed that perceived organizational support significantly correlated with individual work performance (SFL=+0,13, t-values = +3,43), and significant mediating effect of psychological capital was found. Only support from optimism mediated the perceived organizational support and individual work performance of employees (SFL=+0,76, t-values = +12,16), and neither support from sef-efficacy, hope and resiliency show any significant correlations as mediating variables. As conclusion, hypotheses was tested and confirmed. The findings shows perceived organizational support positively correlated with individual work performance, and support from optimism can help buffer the impact of less perceived organizational support condition on employees’ performance. The other dimensions of psychological capital show no significant correlations.