In-role Performance Research Articles

A review of research on the impact of employee mindfulness on in-role performance

With the booming development of economy, the increasingly fierce market competition, Chinese enterprises into a period of rapid development, "996", "007" become the working mode of many employees, investigate its fundamental, extend working hours can not effectively improve work efficiency, therefore, how to ensure that employees to complete their performance, break the "996", "007" work dilemma become an urgent need to solve the problem.Mindfulness is an important topic for long-term research in the field of psychology. In recent years, more and more scholars have begun to pay attention to the influence of mindfulness in the field of management. Empirical studies have found that mindfulness has a positive impact on workplace employees' happiness, work performance, and leadership level.This paper systematically sorts out the performance related literature of employees, deeply explores the influence mechanism, summarizes the existing research ideas, and puts forward corresponding suggestions and directions for future research.

Health Care Personnel in Nigeria: Do Hexaco Attributes Influence In-Role Performance?

The impact of HEXACO traits on in-role performance of health workers in Nigerian is investigated in this study. The study focused on seven types of healthcare workers in a few public health facilities in Lagos, Nigeria. Data was collected from 526 health workers in Nigerian public health facilities using a descriptive design. Structured tools were used to assess HEXACO traits (honesty-humility, emotionality, extraversion, agreeableness, conscientiousness, and openness to experience), as well as in-role performance. Pearson correlation and stepwise regression were used to examine the study's data. The findings revealed that performance is significantly and positively linked with four HEXACO factors: honesty-humility, emotionality, extraversion, and agreeableness, but not significantly with conscientiousness and openness to experience. It also show that physicians are more extraverted and conscientious than other health professionals, while radiographers and physiotherapists are more open and agreeable. However, the best performers include pharmacists, physiotherapists, and medical records officers. The study provides new insight into the association between personality traits and in-role performance among health professionals, particularly in public health contexts. Workplace personality traits (particularly emotionality and extraversion) should be developed by employers to improve employee performance.

Family incivility, emotional exhaustion, and hotel employees’ outcomes: a moderated mediation model

Purpose This study aims to analyze the impact of family incivility (FI) on in-role performance (IRP) and proactive customer service performance (PCSP) via the mediating effect of emotional exhaustion (EE) and the moderating roles of emotional intelligence (EI) and mindfulness. Design/methodology/approach Hypotheses were verified using multisource and multiwave data collected from 337 valid hotel employee–supervisor dyads in Kuala Lumpur, Malaysia. Data were analyzed using SPSS 24.0, AMOS 24.0 and PROCESS (version 3.4). Findings FI intensified frontline employees’ (FLEs) EE, which subsequently impeded their IRP and PCSP. EI and mindfulness moderated the direct influence of FI on EE, IRP and PCSP and moderated the indirect influence of FI on the two aforementioned outcomes through EE. Practical implications Managers should observe FLEs’ indicators of FI and deter its emergence by implementing care programs for FLEs suffering from FI. In addition, human resource managers should preferentially recruit employees with high EI through related tests. Hotels can invite reputable psychologists to provide psychotherapy interventions for FLEs, such as mindfulness-based psychological lectures and therapy. Originality/value The hospitality literature lacks an understanding of the underlying process through which FI affects FLEs’ job outcomes. This study incorporates EE as a mediator of the FI’s impact on IRP and PCSP, and to the best of the authors’ knowledge, this study is the first to assess whether EI and mindfulness moderate the direct impact of FI on IRP and PCSP and the indirect impact of FI on two aforementioned outcomes via EE.

Employee's performance and Kaizen events' success: does supervisor behaviour play a moderating role?

PurposeThe study's goal was to identify the factors contributing to the practical completion of Kaizen events (KEs). The effect of the work-study man's characteristics, the supervisor's conduct and the autonomy of the Kaizen team are analysed in this study.Design/methodology/approachData were collected from 249 respondents working in the manufacturing sector in India, mainly those who had been involved in Kaizen projects. Three-step procedures, namely, exploratory factor analysis, confirmatory factor analysis and partial least squares, have been applied to test the research hypotheses through structural equational modelling.FindingsThe exploratory factor analysis extracted in-role performance, creative performance and human aspect as latent variables explaining work-study man's performance (eigenvalue = 1). The study's findings indicate that the performance of work-study man (in-role, creative and human) and supervisors' conduct is directly related to the success of KEs. It was shown that supervisors might influence the outcomes of KEs only by moderating the human aspects. Additionally, the degree of autonomy of the Kaizen team was found having a significant positive relationship with the success of KEs.Practical implicationsThe current study suggests that in-role and creative performance are prime assets of a work-study man. At the same time, the human aspect is a delicate issue that can affect the supervisor's behaviour. Therefore, the study implies that work-study men have the tactics and abilities to work with other co-workers to make a Kaizen project successful.Originality/valueAlthough the significance of Kaizen projects has been widely emphasised, past research has failed to establish what factors contribute to the success of Kaizen efforts. Similarly, the supervisor's critical role has been highlighted several times. However, it is unclear how their conduct influences the relationship between work-study man's performance and the effectiveness of Kaizen projects. This study contributes significantly to organisational culture and human resource management by answering these questions.

Facilitating transition from maternity leave to work for working mothers: A self-efficacy intervention study.

The return from maternity leave to work is a critical career transition period for working mothers. To help their readaptation to work, we developed and examined a training program for cultivating their work-family balance self-efficacy in a pretest-posttest design and investigated the time-lagged effect of the boosted self-efficacy on their employment attitude and in-role performance after they returned to work. Data were collected from 100 maternity leave takers from 16 companies in Japan before the training (Time 1), immediately after it (Time 2) and 6months after returning to work (Time 3), and from their supervisors at Time 3. We found that maternity leave takers displayed an increase in work-life balance self-efficacy after the training. We also found that work-life balance self-efficacy after the training (Time 2) predicted the participants' in-role performance (Time 3) reported by their supervisors, but not employment attitude reported by the participants (Time 3). Our study thus offers preliminary evidence supporting the effectiveness of the training program in helping maternity leave takers' readaptation to work, potentially supplementing existing family-friendly policies.

Leader Mindfulness and Employee Performance, and Wellbeing in Pakistani Firms: The Role of Interpersonal Justice, and Employee Stress, and LMX Quality

Purpose: Right mindfulness entails a focus on present-moment events and actions that are directed by ethical principles. How this mindfulness works in an organization to affect employees’ performance in Pakistani corporate environment is still an open question. In this study, we examine the impact of leader mindfulness and employee performance and wellbeing with the mediating role of interpersonal justice, employee stress, and LMX (Leader-member exchange) quality. Employee performance is further measured as in role and extra-role performance. For this, we modified Reb et. al. (2019) framework, to include wellbeing and apply to firms working in the corporate sector of Pakistan. Design/Methodology/Approach: Data was collected using a close-ended questionnaire from 100 departments/ units working in different businesses, and analyzed using factor analysis, structured equation modeling in Smart PLS. Findings: The findings of the study show that there is no significant impact of the leader mindfulness on employee in-role, extra-role performance, and employee wellbeing (dependent variables) with interpersonal justice, employee stress, and LMX quality as mediators. But so far as the impact of variables is individually concerned, it’s been observed that employee stress does not have a significant impact on employee in-role performance, extra-role performance and employee wellbeing but employee stress has a significant impact on LMX quality. LMX quality has a significant impact on employee extra-role performance and employee wellbeing but no significant impact of LMX quality on employee in-role performance has been observed. Leader mindfulness doesn’t have any significant impact on employee in-role or extra-role performance, employee wellbeing, employee stress, LMX quality, and interpersonal justice whereas interpersonal justice has a significant impact on employee extra-role performance, employee wellbeing, and LMX quality but not on employee in-role performance. Practical implications: The findings suggest that since employee stress has an impact on LMX quality, so a leader must lead its team in such a way that they do not feel burdened and stressful for it is going to have a negative impact on the way leader and member communications and ultimately on employee extra-role performance and wellbeing which will hence lower down the productivity of the organization. Interpersonal justice also has a significant impact on employee wellbeing and extra-role performance, so it must be made sure that employees are treated in a fair way, so they will feel satisfied and work effectively and efficiently. Originality/Value: This is the first study that measured the effect of leader mindfulness on employee performance in Pakistan.

The influence of differential leadership and proactive personality on employee in-role performance: An integrated model.

Differential leadership does not necessarily bring only negative effects, as it may also become an incentive management strategy. This study explores whether outsiders can actively become insiders through proactive personality traits, or whether they can actively approach resource controllers to remove obstacles at work and enhance their performance in a Chinese cultural setting. A stratified random sampling method was used. The sample objects were medical staff from hospitals in the six urban districts of Beijing. In 2021, a total of 900 online questionnaires were distributed. 524 valid questionnaires were recovered. The results show that differential leadership, defined as favoritism towards insiders and prejudice against outsiders, can cause changes in employees' sense of organizational justice and in-role performance. Meanwhile, by introducing 'proactive personality' as an independent variable that also acts as a moderator, our study confirms that, under differential leadership, employees with a proactive personality can actively improve situational barriers and have better work performance. Our research offers managers the following advice: First, it is better to look not only at relationships, but also to understand an employee's personality characteristics, whether it has a superficial or deep role at work, in order to reduce the turnover rate and to raise productivity. Second, it is important to teach employees to serve customers with a sincere appreciation of their point of view, rather than focusing on presenting an outward appearance of friendliness. This paper contributes to the theory of proactive personality, emotional labor, and differential leadership. Contrary to previous studies, our research has used 'proactive personality' as both a distractor and a predictor at the same time. Also, insiders favored by leaders are not found to perform better at work.

Job crafting and critical work-related performance outcomes among cabin attendants: Sequential mediation impacts of calling orientation and work engagement

Our paper investigates whether calling orientation and work engagement (WNG) mediate the link between job crafting and cabin attendants' critical work-related performance outcomes serially. These outcomes are service recovery performance (SP), in-role performance (IRP), extra-role performance (ERP), and creative performance (CP). Data were gathered from 296 cabin attendants through a Web-based survey in Korea. The results revealed that calling orientation and WNG fully and sequentially mediated the aforementioned relationships. Specifically, job crafting gives rise to higher calling orientation, which boosts WNG. These cabin attendants in turn exhibit SP, IRP, ERP, and CP at elevated levels. Implications of the roles of calling orientation and WNG as the serial multiple mediators are discussed to add to the current understanding through which job crafting is linked to SP, IRP, ERP, and CP.

Reconciling general transformational leadership and safety-specific transformational leadership: A paradox perspective

Introduction: Research exploring the relationship between transformational leadership and safety has used transformational leadership in context-free (e.g., “general transformational leadership,” or GTL) and context-specific forms (e.g., “safety-specific transformational leadership,” or SSTL), assuming these constructs are theoretically and empirically equivalent. In this paper, a paradox theory is drawn on (Schad, Lewis, Raisch, & Smith, 2016; Smith & Lewis, 2011) to reconcile the relationship between these two forms of transformational leadership and safety. Method: This is done by: (a) investigating whether GTL and SSTL are empirically distinguishable; (b) testing the relative importance of GTL and SSTL in explaining variance in context-free work outcomes (i.e., in-role performance, organizational citizenship behaviors) and context-specific (i.e., safety compliance, safety participation); and (c) examining the extent to which perceived safety concern in the work environment renders GTL and SSTL distinguishable. Results: Two studies (one cross-sectional, one short-term longitudinal) show that GTL and SSTL are psychometrically distinct albeit highly correlated. Furthermore, SSTL explained statistically more variance than GTL in both safety participation and organizational citizenship behaviors, whereas GTL explained more variance in in-role performance than did SSTL. However, GTL and SSTL were only distinguishable in low-concern contexts but not high-concern contexts. Conclusions and Practical Applications: These findings challenge the “either-or” (vs “both-and”) approach to considering safety and performance, cautioning researchers to consider nuanced differences in context-free and context-specific forms of leadership and to avoid further proliferation of often redundant context-specific operationalizations of leadership.

The effects of Transformational Leadership on In-role Performance: The Mediating Role of Meaningfulness at Work

The effects of Transformational Leadership on In-role Performance: The Mediating Role of Meaningfulness at Work

권위적 리더십과 변혁적 리더십이 역할내 성과에 미치는 영향

Focusing on recent trends in leadership research, this study tries to identify the effectiveness of authoritarian leadership by comparing effects of authoritarian with transformational leadership on in-role performance. Furthermore, this study investigates the conditions that limit effectiveness of two leadership styles positing power distance orientation and time-with-leader as moderating variables. In particular, although the time-with-leader is not widely known as a critical variable in leadership research, it needs to be discussed in leadership studies considering the reality of less face-to-face contact with leaders due to the telecommuting (eg. working at home). Based on the responses of 224 office workers in China, this study revealed that authoritarian and transformational leadership are positively related to in-role performance. Also, both power distance orientation and time-with-leader have significant positive moderating effects on the relationship between authoritarian leadership and in-role performance. On the contrary, in the case of transformational leadership, both moderating effects have been rejected. This study has a significance in that there are few studies comparing authoritarian and transformational leadership despite advances in leadership research. In addition, it also has a significance in introducing a variable, time-with-leader, which has not been considered as a major variable in leadership research.

Compulsory unethical pro-organisational behaviour and employees’ in-role performance: a moderated mediation analysis

This study aimed to identify the influences of compulsory unethical pro-organisational behaviour (CUPB) on employees’ in-role performance and the potential mechanisms between them. Based on the multilevel data from 612 salespeople in China (female = 55.4%; managers = 47.8%; 23–30 years = 55.2%), we found that CUPB was associated with lower employees’ in-role performance. Guilty emotion partially mediated the relationship between CUPB and employees’ in-role performance. Further, we found that the strength between CUPB and guilty emotion was moderated by moral identity. Specially, the regression analysis results showed that the CUPB–moral identity interaction effect significantly predicted feeling guilty. However, the moderated mediation effect of moral identity was not significant. Our results suggest a need for businesses not to force employees too much, to avoid employees engaging in compulsory UPB, and to carefully evaluate both the positive and negative effects of UPB.

Challenge or Hindrance? The Dual Path Effect of Perceived Task Demand on In-Role Performance and Work Fatigue.

The evidence for the existence of perceived task demand is paradoxical. The purpose of the present study is to explore whether perceived task demand is a challenge or a hindrance stressor. To achieve this research purpose, based on conservation of resources theory, a conceptual model is developed that utilizes both a resource acquisition path and a resource depletion path. Using the experience-sampling method, over five consecutive days, 370 matched data were collected via mobile phone from 74 full-time employees in mainland China. The results show that perceived task demand has the characteristics of both challenge and hindrance stressors. On the one hand, perceived task demand enhances employees' cognitive engagement, thereby facilitating task performance (resource acquisition path). On the other hand, perceived task demand boosts employees' cognitive strain, thereby increasing work fatigue and decreasing in-role performance (resource depletion path). This research offers a comprehensive understanding of perceived task demand and provides strategies for task demand management.

Organizational justice and employee in-role performance nexus: a dual theory perspective

Organizational justice and employee in-role performance nexus: a dual theory perspective

Decent work and employee performance: a conservation of resources perspective

PurposeDrawing on conservation of resources theory, this study explores the relationships of decent work (DW) with in-role performance (IRP) and organizational citizenship behavior toward the organization (OCBO) by focusing on the mediating role of career satisfaction (CS) and the moderating role of supervisor ostracism (SO).Design/methodology/approachHypotheses were tested using latent moderated structural equations method with two-wave data from 376 employees in a South China industrial park.FindingsDW is positively associated both directly and indirectly, via the mediation of CS, with IRP and OCBO; the positive relationship between DW and CS is negatively moderated by SO.Practical implicationsThe findings show that employee performance can be improved by implementing discernible DW activities that foster CS, but that this effect can be weakened by SO. It is, therefore, critical to create a DW environment for employees and lessen the incidence of SO in the organization.Originality/valueThis research enriches the literature by addressing the previously unexplored relationship between DW and employee performance by focusing on the mediating role of CS and the moderating role of SO.

Employee burnout: the dark side of performance-driven work climates

PurposeThe purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role performance and work engagement as moderators between high-performance climates and burnout.Design/methodology/approachA snowball sample of 214 full-time working adults from the United States participated via an online survey. Data were analyzed using SmartPLS and conditional process analysis.FindingsResults from conditional process analyses suggest (1) performance-driven climates are positively related to burnout, (2) overtime norms mediate the relationship between performance-driven climates and burnout, and (3) in-role performance and work engagement moderate that relationship such that highly competent and engaged employees are less prone to stress and burnout.Practical implicationsThese results highlight the dangers of performance-driven work climates on employee well-being. Trends toward extended work hours which can be exacerbated by technological advancements inevitably come at a cost. Managers and organizations should be careful not to prioritize work life over non-work life.Originality/valueThis study contributes to the literature by identifying overtime norms as a mediator in the performance-driven work climate–burnout relationship. This study also identifies in-role performance and work engagement as resources that can reduce burnout.

The relationships of psychological capital and influence regulation with job satisfaction and job performance.

Background and aimsThe individual difference predictors of positive work attitudes and behaviors have been widely investigated in the field of positive organizational scholarship. However, to date, integrating studies linking positive psychological resources, such as Psychological Capital and influence regulation, with positive organizational outcomes are still scarce. Thus, the main aim of the present study was to examine the relationships of Psychological Capital and influence regulation with job satisfaction and job performance both at the individual and team levels.MethodsWithin the cross-sectional multi-source research involving both team leaders and team members from 34 different teams, we examined the relationships of Psychological Capital and influence regulation with job satisfaction and job performance. The relationships of the study variables were based on the positive organizational behavior and the broaden-and-build theory of positive emotions, which suggest the positive relationships of distinct positive psychological resources with positive work outcomes. Accordingly, in addition to the widely accepted concept of Psychological Capital (PsyCap), we employed and analyzed the complimentary construct of influence regulation (i.e., the ability to intentionally share social influence with others in the workplace) both at the individual and group levels.ResultsThe results of hierarchical linear modeling with 304 individuals from 34 teams from a diverse sample of Polish employees indicated that team members’ PsyCap was positively linked to individual-level job satisfaction and two facets of job performance, i.e. creative performance and in-role performance. In contrast, no relationship was found between influence regulation and job satisfaction or job performance at both levels of analysis.ConclusionWith regard to positive interpersonal resources, the findings highlight the role of PsyCap in predicting job satisfaction and job performance and broaden the understanding of positivity in the workplace by introducing the construct of influence regulation. Also, based on the study results, managerial implications are discussed.

How Subordinates Evaluate and Respond to the Legitimacy of Leader-Member Exchange Differentiation

Drawing on legitimacy framework and equity theory, this paper examines subordinates’ evaluating process of leader-member exchange differentiation (LMXD) legitimacy and their subsequent responses. Specifically, we use LMXD deservingness (i.e., subordinates’ perception that those who develop high-quality relationships with leaders make high contributions to their group) to capture subordinates’ legitimacy judgments of LMXD. And we propose that LMXD deservingness will mediate the relationships of LMXD with subordinates’ in-role performance and interpersonal helping. Furthermore, we expect that the cross-level effects of LMXD will be moderated by the characteristic of team context, that is, perceived team competition. Using surveys from 207 leaders and 1163 subordinates, we found support that LMXD deservingness mediated the effect of LMXD on subordinates’ in-role performance but not on subordinates’ interpersonal helping. In addition, LMXD’s direct impact on LMXD deservingness and indirect impact on subordinates’ in-role performance via LMXD deservingness were more negative when perceived team competition is high rather than low. Theoretical implications and future research directions are discussed.

Perceived Organizational Support and Transformational Leadership on Empowerment and Outcomes

Drawing on the resource theory of social exchange, this study aims to provide a better understanding of the interactive effects of perceived organizational support and transformational leadership on employees’ psychological empowerment and their subsequent job performance and commitment to the organization. More specifically, we examine the influences of perceived organizational support on employees’ in-role performance and organizational commitment through the mediating role of psychological empowerment. We also examine the moderating role of unit-level transformational leadership on these mediated effects, arguing that transformational leadership can help strengthen the positive effects of perceived organizational support on employees’ psychological empowerment and their subsequent affective and behavioral outcomes. Results based on multi-source and multi-level data obtained from 217 employees and 41 direct supervisors working in a large public construction company in Thailand provide support for our proposed multilevel moderated mediation model. Based on these findings, we discuss how our theoretical model expands research on the role of perceived organizational support as an antecedent of employees’ psychological empowerment and organizational outcomes. This research also highlights several practical implications pertaining to positive treatments by the organization and the importance of leadership.

Crafting Your Way Out of Paradoxes: How and Why Paradoxical Tensions Influence Job Crafting

Individuals constantly live in contradictory yet competing roles, values, and demands at work. Tensions arise and accompany individuals’ everyday work practice, sparking destructive or constructive responses. While previous studies have offered some insights on how individuals experiencing paradoxical tensions perform their job, the empirical evidence is rare and limited to in-role performance and creativity. How individuals take ownership and exert agency to shape, mold, and redefine the paradoxes within their work boundaries remains uncovered and urges exploration. In a three-wave study of 256 employees, we followed the job demands-resources approach of job crafting to examine why and how employees’ experience with organizational paradoxes influences their avoidance and approach crafting behavior. Results showed that employees’ experiencing tensions has positive effects on both avoidance resource crafting and approach resource crafting, showing a double-edged sword effect. Furthermore, ego depletion and proactive motivation mediated employees’ experiencing tensions on avoidance resource crafting and approach resource crafting respectively. We also found that paradox mindset (i.e., individuals’ general propensity to be comfortable and embrace the paradoxes) negatively moderated the tensions-ego depletion-avoidance crafting path, so that the mediated relationship is mitigated among employees with a high paradox mindset.