Organizational Employee Performance Research Articles

A Study on Impact of Job Satisfaction on Employee Performance in Organisation

A Study on Impact of Job Satisfaction on Employee Performance in Organisation

An Exploratory Examination of Interactions between Leadership Behavior and Person-Organization Value Fit on Employee Performance

Many studies have shown that person-organization value fit effect on employee commitment, job satisfaction, involvement, communication, cooperation, and profit gains in organizations. Leader behavior is another important factor effects on employee performance in organizations. However research investigated on interaction effect of leader behavior and person-organization value fit on employee performance is mostly absent in literature. This study examined the effect of leader behavior, person-organization value fit and their interactions on employee commitment, participation for group decision making and trust in their leaders in Sri Lankan organizations. A questionnaire survey was undertaken to evaluate employees’ ratings on these variables. Hypotheses testing were done by using Analysis of Covariates. Results revealed that both leader behavior and person-organization value fit are powerful predictors for employee performance. Theoretical and practical implications of these results and directions for future research are discussed.

Human Resource Management, Employee Engagement and Employee Performance in Nigerian Public Sector: A Proposed Model

Numerous factors have been considered as the factors influencing employee performance in organization. Some of these factors includes, organizational culture, job satisfaction, employee commitment, emotional intelligence, personality, organizational citizenship behavior among others. While some studies considered human resource management practices (HRM practices). However, some of these studies used individual practice while others used group practices. Despite these studies, however, studies attempted to consider the influence of HRM practices and employee performance have reported mixed findings; therefore, a moderating variable is suggested. This paper proposes employee engagement as potential moderator to stimulate the relationship between HRM practices and employee performance.

Improvement of Warehouse Operations Management by Considering Competencies of Human Resources

Clients generally require logistics services package from organizations engaged in the provision of warehouse logistics services. Successful performance of employees in organizations depend on their ability to adapt to changing environment, where personal competence is an essential factor. The article examines peculiarities of human resources impacts and its employment as a tool to develop organizations providing warehouse logistics services and ensure the quality of such services. The conducted qualitative research enabled to identify problem aspects of human resources, i.e. warehouse employees and managers, and competencies in logistics organizations

Exploring the potential for and promise of incorporating distributive and procedural justices into post-secondary assessment of student learning

ABSTRACTThis paper explores the potential of incorporating constructs of distributive justice and procedural justice into summative assessment of student learning in higher education. I systematically compare the process used by managers to evaluate employee performance in organizations – performance appraisal (PA) – with processes used by professors to assess student learning in academe. These procedures are remarkably similar in terms of objectives to facilitate and measure performance/learning, criteria for defining desired performance/learning, the procedures used by raters to evaluate performance/learning, and the procedure used by employees and students to assess fairness of their PA/grades. I then summarize empirical research regarding distributive justice (DJ) and procedural justice (PJ) in organizations. Finally, I posit how positive attitudes and behaviors associated with DJ and PJ in organizations might transfer to benefit students, professors, administrators, and universities in academe.

“The Effect of Training and Development on Employee Performance in a Private Tertiary Institution in Ghana” (Case Study: Pentecost University College (Puc) - Ghana)

Training and development is one of the key factors in improving employee performance in most organisations today. Evidence derived from research showed that there is now a broad discussions amongst commentators that skills training and career development improve employee performance in the organization. The study focused on the effect of training and development on employee performance in a private tertiary institution in Ghana; a case study of Pentecost University College. The study used the simple random sampling technique to select staff from all levels of management. A high response rate of ninety-six percent was obtained using the personal method of data collection, based on which the analysis was made using the frequency tables and charts. The study found out that employees are aware of the purpose of training in the organisation, the training objectives are clear to them before the training as well as the selection criteria. The study also found out that employees are motivated through training; and training and development results into higher performance. The study recommended that training and development of all staff should be vigorously pursued and made compulsory.

Examining the link between HRM Practices and Employees’ performance in Nigerian public sector

Improving employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance in organizations. However, studies that comprehensively measured all the dimensions of employee performance that enhance organizational effectiveness are limited. This paper explored the influence of HRM practices on the employee performance in the Nigerian public sector. Using cross sectional method on 265 participants from local government areas, the findings revealed that HRM practices such as job rotation, job autonomy and career planning had a significant and positive influence on all the three dimensions of employee performance (task, contextual and adaptive performance).

Training and development as a tool for improving basic service delivery; the case of a selected municipality

Municipal employees have come under fire for poor performance and conduct in their work as some engage in corruption and others are not qualified enough to discharge their duties to the required levels. Employee training and development has become one of the key aspects in improving employee performance in organisations, thus leading to improved organizational performance and growth. The study investigated the relationship between the quality of employee training and development on service delivery in a selected municipality with data collected from 150 employees. The results indicated the need for effective employee training and development systems and processes to achieve improved employee performance thus improved provision of basic services to the communities.

PENGARUH GAYA KEPEMIMPINAN , IKLIM ORGANISASI DAN KOMPETENSI TERHADAP KINERJA KARYAWAN DALAM ORGANISASI PADA RSIA YADIKA KEBAYORAN LAMA

Optimal performance can be obtained if the spirit and passionate employees to do the job and be able to achieve the set targets . Improved performance of the employees can not be separated from some of the factors that can affect the performance of the employee , among other leadership, organizational climate , and competence. So the purpose of this study was to determine the effect of Leadership , Organizational Climate , and competence on Employee Performance in Organization In Yadika RSIA Kebayoran Lama . Design research is quantitative associative , while the data collection method is a survey using a questionnaire . The analysis of data using multiple linear regression , and the result is that the style of leadership , organizational climate , and the competence of either jointly or partially positive effect on the performance of employees in RSIA Yadika Kebayoran Lama.

Role of Mentoring Programs on the Employee Performance in Organisations: A Survey of Public Universities in Nyeri County, Kenya

The literature on workplace training highlights that the mentoring program is an important employee development method practiced in successful organizations. The ability of mentors either informally or formally to implement the mentoring program activities may lead to higher individuals’ psychosocial support and career development, and hence their overall work productivity. The nature of this relationship is interesting, but the role of the mentoring program as a predicting variable of individuals’ advancement and productivity has been given less attention in mentoring program models especially in the Kenyan organizational context. Therefore, this study was conducted to examine the role of mentoring programs on the performance and productivity of employees at Dedan Kimathi University of Technology and Karatina University. The research provides new insights regarding the benefits and reasons for undertaking the mentoring programs in organizations. A conceptual framework aided the researcher to develop a focus on the key variables and subvariables that were measured. The research adopted a survey research design where the selected Universities were considered. The target population consisted of top university management, middle management, academic and non-academic staff. Stratified random sampling was used to select the subjects included in the sample. The data was analyzed qualitatively and quantitatively by use of descriptive and inferential statistics administered to measure the formulated objectives so as to establish the relationship between the independent and dependent variables. The study established that mentorship programs play an important role in employee performance and are enhanced through knowledge transfer, career development guidance and skills enhancement in mentoring.

Job satisfaction theories: Traceability to employee performance in organizations

Job satisfaction and employee performance has been a topic of research for decades. Whether job satisfaction influences employee satisfaction in organizations remains a crucial issue to managers and psychologists. That is where the problem lies. Therefore, the objective of this paper is to trace the relationship between job satisfaction and employee performance in organizations with particular reference to Nigeria. Related literature on the some theories of job satisfaction such as affective events, two-factor, equity and job characteristics was reviewed and findings from these theories indicate that a number of factors like achievement, recognition, responsibility, pay, work conditions and so on, have positive influence on employee performance in organizations. The paper adds to the theoretical debate on whether job satisfaction impacts positively on employee performance. It concludes that though the concept of job satisfaction is complex, using appropriate variables and mechanisms can go a long way in enhancing employee performance. It recommends that managers should use those factors that impact employee performance to make them happy, better their well being and the environment. It further specifies appropriate mechanisms using a theoretical approach to support empirical approaches which often lack clarity as to why the variables are related.

Role of Supportive Leadership as a Moderator between Job Stress and Job Performance

Stress is a major problem faced by employees in the working environment that affects performance. This problem can be resolved if employees receive support from their leaders. This study was conducted to examine the moderating effect of supportive leadership on the relationship between job stress and job performance. Supportive leadership is an important factor enhancing employee performance in organizations. In this research, 200 employees were considered from 4 educational institutions. Data was collected using a well-developed questionnaire. The empirical results reveal that supportive leadership has a negative effect on job stress and directly impacts job performance. The study also revealed that Supportive Leadership moderates the relationship between these constructs. The paper concludes with recommendations for further research.

Improving employee performance using Innovative L&D Interventions

This study aims to present innovative practices in Learning and development which can help to improve employee performance in organizations leading to enhanced employee commitment and retention. As we all know, retention of valuable employees is a global challenge today. Organizations are constantly dueling with the task of retaining employees, and substantial evidence suggest that retention of skilled employees has become a serious concern to managers as they face ever increasing high rate of employee turnover (Arthur, 1994; Budhwar & Mellahi, 2007). Scholars have clearly established the direct linkage between job satisfaction and organizational commitment on employee retention. (Budhwar & Mellahi, 2007, Dole & Schroeder, 2001). Various studies have proved that among other factors training and development opportunities can significantly enhance the organizational commitment and satisfaction of employees (Meyer & Smith, 2000). It has been clearly found that if employees are given training and development opportunities, they will be more likely to remain in the environment. (Huselid, 1995). Lisa Holden Rovers, CHRP in her study published in the e-Source for the Human Resources Institute of Alberta in May 2007 states that in-house learning strategies have a positive effect on engagement and retention. In house initiatives which are based on cost effective innovative ideas are identified to be valuable for businesses as they are seeking to embrace training and development opportunities in cost conscious manners. The author states that by engaging employees to share their knowledge, organizations can expect to increase the knowledge base of employees, control costs and retain talent. Susan M Heathfield in her article in http://humanresources.about.com in 2007 cites opportunities for growth as a key factor in employee motivation and retention. This author states that apart from traditional classroom or blended learning approaches the following in house initiatives will enhance development. • Involve employees in establishing goals, standards, priorities, and measurements. • Assign employees to lead projects and teams. • Assign employees to train other employees • Provide learning materials on the Intranet, an internal company website. Karen Shelton in her study titled THE EFFECTS OF EMPLOYEE DEVELOPMENT PROGRAMS ON JOB SATISFACTION AND EMPLOYEE RETENTION conducted at the University of Wisconsin-Stout in May 2001 asserts that Employee development programs clearly leads to employee satisfaction, which in turn leads to employee retention. People, who receive relevant and useful training, are generally happier in their jobs. When training is carried to the next level and becomes overall development, employees tend to feel even more valued by their employers. Organizations that provide employee development programs enjoy increased employee satisfaction and lower turnovers than those that do not. Since it is imperative that employees are developed and grown, Organizations have to ensure that their Learning and Development initiatives are aligned with their Performance management methods. L&Dinterventions must lead to performance improvements that can be measured and tracked by the Performance improvement systems. Otherwise there will be a disconnect between what is provided and what is expected. This will defeat the whole purpose and will lead to L&D interventions having no effect on performance improvements, rewards and recognitions, growth and thereby commitment, satisfaction and retention. As an L&D specialist, the researcherhas seen such disconnects in many organizations that he has studied. Performance management systems have Competencies as their core. Many of the competency modelsadopted are very generic and doesn't reflect the specific requirements of the job to be performed. Moreover the interventions offered by L&D doesn't relate directly to these competencies. Hence theinterventions don't lead to improvements in areas that can be measured by performance management systems. This study aims to provide solutions to this crucial problem. Based on the study of various organizations it proposes 6 innovative interventions that can bridge this gap between L&D offerings and Performance improvements as measured by Performance Management systems. The adoption of these interventions can lead to making L&D offerings more effective. They can provide a better linkagebetween interventions, development, growth, commitment and thereby retention.

Changing Trends in Performance Assessment: a Case of Jubilant Organosys

Trends in assessing employee performance in organizations has witnessed a change. A good performance management system has become sine qua non for business organizations in the present competitive business world. Performance appraisal has been expected to achieve various objectives. Organizations are using a combination of different appraisal methods to appraise their employees. The process of appraisal has many stages and involves multiple activities to be undertaken by an organization. Various aspects of appraisal are being reinvented and redsigned. In the present paper, performance appraisal system in Jubilant Organosys has been discussed. A critical analysis of the appraisal system has been done.

Impact of Employee Family-friendly Supportiveness on Work Performance of Employees in Organization

The Study investigated impact of Employee Family – friendly supportiveness on work performance of Employees in organizations.860 participants drawn from services, manufacturing and distributive organizations made up sample for the study. Instruments used to collect data from the study included the Family-friendly Support Inventory (FFSI) and Work Performance Rating Scale1 and 2 (WPRS 1 and WPRS 2) One way ANOVA was used to analyze data at 0.05 level of significance. Findings revealed that there is no significant difference between the work performance of single and married workers who benefited from family-friendly support services (F(1,842) = .01, p>.05). Findings further revealed that there is no significant difference between work performance of married workers having long or short years working experience who benefited from FFSS (F(1,796) = 3.4; p>.05). IFE PsychologIA Vol. 16 (1) 2007: pp. 103-119