Types Of Job Performance Research Articles

The Moderating Effect of Organisational Culture on the Relationship Between Workplace Learning and Employees’ Performances in the United Arab Emirates

The purpose of the current study was to elaborate the moderating effect of culture on workplace learning and employees’ performances in the United Arab Emirates. The study had a purpose to contribute new knowledge to the existing literature available on the workplace learning and job performances. It also highlighted the contemporary literature on the topic specifically formal and information learning, as well as, performance related to tasks and contextual. The research explained and highlighted the role of training and development on employees’ performances to improve the quality of task process. An empirical study was conducted and data was collected through questionnaire to obtain the results. The present study aimed to contribute to new knowledge to the existing literature on workplace learning and job performance. Particularly, the study analysed contemporary literature on workplace learning and job performances, specifically formal and informal learning as well as employee task performance and contextual performance. The study hypothesized that informal, incidental and formal workplace learning had direct positive significant relationships with employee task and contextual performance. Findings of the study developed that adopting effective techniques of workplace learning, and techniques can improve employees’ performances. The study, further, showed that the Informal, formal and incidental workplace learning had direct and positive impact on employee task and contextual performance. The study showed that there is a significant positive relationship between workplace learning including formal, informal and incidental learning, and job performance including task performance, contextual performance and counterproductive work behaviour. It was also found that there was a positive relationship between result-oriented cultures with two types of job performance but there was a significant relationship between team orient culture and task performance. Furthermore, the moderating effect of innovation, communication and people-oriented culture on the relationship between incidental workplace learning and contextual performance was significant.

How workplace incivility influences job performance: the role of image outcome expectations

This study aimed to investigate whether workplace incivility has negative influences on two types of job performance (i.e. in‐role job performance and innovative job performance), as well as the moderating role of image outcome expectations in the context of healthcare organizations. We tested the research hypotheses using data collected from 727 employees in three Chinese hospitals. The results reveal that workplace incivility has negative influences on both in‐role job performance and innovative job performance. In addition, the negative influence of workplace incivility on in‐role job performance is alleviated by expected image risks, while the negative influence of workplace incivility on innovative job performance is buffered by both expected image gains and risks. Managers are expected to establish informal norms of desired behaviors at work and encourage employees to adopt a future‐oriented perspective. This study provides novel insights for workplace incivility literature and practice.

Psychological capital: Buffering the longitudinal curvilinear effects of job insecurity on performance

Job insecurity is a psychosocial risk that can present significant problems for organizational performance and employees’ health and well-being. The purpose of the current research was to investigate the curvilinear relationship between employee job insecurity and three types of job performance: in-role task performance, organizational citizenship behaviors directed to the organization (OCB-O), and organizational citizenship behaviors directed toward individuals (OCB-I). Additionally, we tested whether a higher order construct, Psychological Capital, consisting of hope, self-efficacy, resilience, and optimism would moderate the relationships between job insecurity and performance. Using a 3-wave design, anonymous survey data were collected online from a sample of 300 employees via Amazon Mechanical Turk. Time 1 job insecurity was curvilinearly related to Time 2 and Time 3 measures of job performance. In addition, these curvilinear relationships were largely attenuated among employees with higher levels of PsyCap. These results are discussed in light of rising job insecurity and the need for psychosocial interventions to attenuate its adverse effects.

Does longer job tenure help or hinder job performance?

There are two competing theoretical perspectives on how job tenure might affect job performance. Human capital theory suggests that as knowledge and skill increase with greater tenure, job performance will improve as well. In contrast, the literature on job design suggests that as job tenure increases, employees are likely to become more bored and less motivated at work. Consequently, the gains from human capital acquisition might be offset by losses of motivation. To examine these competing perspectives, we conducted meta-analyses on the relationships of job tenure with four types of job performance: core task performance, citizenship behavior, creativity and innovative behavior, and counterproductive work behavior. The results support the second perspective, as both the linear and curvilinear relationships of job tenure with the four types of job performance are weak. Further, the results do not change in strength across type of research design, job industry, age, or gender.

Effect of Rater Nationality on the Relationships among Ratee Task, Contextual, and Counterproductive Behaviors and Salary Estimates

This study examined the moderating effect of rater nationality on the relationships among ratee task, contextual, and counterproductive behaviors, and rater salary estimates gauging the dollar value of overall job performance. As hypothesized, rater nationality had a significant moderating effect, such that the Lebanese sample showed stronger relationships between each of the three types of job performance and their dollar value estimates than did the American sample. In other words, results indicated that Lebanese participants made stronger salary differentiations among the different levels of task, contextual, and counterproductive performance. These results seem to suggest that Lebanese participants provided salary estimates using more of an equity approach, whereas American participants provided salary estimates using more of an equality approach. Results contribute to the growing evidence that national culture is important in evaluating job performance.