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Expanding the Criterion Domain to Include Elements of Contextual Performance
... The inclusion of behavioral factors in performance appraisal systems has long been recognized as essential for improving the fairness and comprehensiveness of employee evaluations. Several studies emphasize that traditional performance appraisal methods, which largely focus on objective performance metrics, fail to capture the full spectrum of an employee's contributions (Borman & Motowidlo, 1993;O'Leary & McAllister, 2016). In recent years, the importance of incorporating behavioral aspects such as interpersonal skills, adaptability, and emotional intelligence has been gaining traction. ...
... One major challenge is the difficulty in defining and standardizing the behavioral factors that should be assessed. Previous studies have highlighted that behavioral factors such as teamwork, leadership, and communication are often difficult to quantify and subject to interpretation (Borman & Motowidlo, 1993;Vance & Paik, 2000). These challenges are exacerbated when incorporating technology into the appraisal process, as the technology may not capture the nuanced human behaviors that are essential for accurate evaluations (Brown et al., 2005). ...
... Finally, the successful implementation of these The utilization of IT in performance appraisal systems has shown a transformative effect on both the efficiency and accuracy of performance evaluations, though it also presents challenges that must be addressed for optimal effectiveness. Numerous studies highlight that IT systems can streamline the appraisal process by automating data collection, reducing human error, and ensuring more consistent evaluations (Borman & Motowidlo, 1993;Sullivan, 2013). This impact is especially evident in large organizations where traditional manual evaluations can be time-consuming and prone to bias. ...
In the rapidly evolving digital landscape, the integration of behavioral accounting principles into IT-enhanced performance appraisal systems presents a promising avenue for optimizing human resource management practices. This multidisciplinary approach bridges accounting, psychology, and information technology to address limitations in traditional appraisal systems, such as bias and inefficiency. By leveraging behavioral accounting, organizations can gain deeper insights into employee performance through data-driven analysis while fostering fairness and transparency. This study provides a comprehensive literature review, synthesizing existing research on the intersection of these domains. Key themes include the role of IT in enhancing data collection, the psychological impact of appraisal mechanisms on employee behavior, and the alignment of accounting metrics with organizational goals. Findings reveal significant gaps in current practices, particularly in integrating behavioral nuances with advanced IT systems. This paper contributes to the academic discourse by highlighting theoretical implications and offering a roadmap for future research. The insights derived can assist organizations in developing more equitable and efficient appraisal frameworks. Ultimately, this study underscores the transformative potential of merging behavioral accounting with technology to elevate HRM strategies in the era of digital transformation.
... Additionally, self-efficacy has been found to positively mediate employees' job performance in the presence of empowering leadership (Ahmed et al., 2022). Borman (1993) was among the first to broaden the measurement of work performance into three primary areas: task performance, contextual work performance, and counterproductive work behaviour. They defined task performance as the behaviours necessary to carry out job responsibilities, such as managing events, completing projects, or handling administrative duties, noting that these behaviours cannot be fully measured in isolation. ...
... They defined task performance as the behaviours necessary to carry out job responsibilities, such as managing events, completing projects, or handling administrative duties, noting that these behaviours cannot be fully measured in isolation. Consequently, they argued that work performance assessments must also account for contextual performance, which encompasses behaviours that extend beyond specific job duties and are often referred to as organisational citizenship behaviour (Borman, 1993). Over the years, researchers have increasingly focused on task performance. ...
... Task performance, the first dimension, refers to the proficiency with which individuals execute the core technical tasks central to their job (Koopmans et al., 2014). The second dimension, contextual performance, extends beyond core job duties and encompasses behaviours that support the organisational, social, and psychological environment in which the technical core must function (Borman, 1993;Koopmans et al., 2014). Lastly, counterproductive work behaviour represents actions that harm the organisation. ...
In Pakistan, the number of female police constables is significantly lower than that of their male counterparts, resulting in increased discrimination that often negatively impacts their self-efficacy. This conceptual paper examines the influence of self-efficacy on the individual work performance of female police constables in Pakistan. Various theories were explored to identify the factors affecting work performance. One such theory, individual work performance theory, defines different dimensions of work performance, including task performance, counterproductive work behaviour, and contextual performance. Another key theory, the social cognitive theory of self-efficacy, analyses the relationship between self-efficacy and work performance, emphasising the mediating dimensions of work performance. This theory posits that individuals can effectively plan and execute actions to achieve specific goals through targeted behaviours. Building on these theoretical foundations, this paper proposes a conceptual framework illustrating the direct relationship between self-efficacy and work performance, along with the mediation of various performance dimensions and the influence of the workplace environment.
... Akademik literatürün gözden geçirilmesi sonucunda, performansı tanımlayan iki boyutlu bir teori öne sürülmüştür (Borman & Motowidlo 1993;Goodman & Svyantek, 1999). Çalışanların iş tanımlarıyla doğrudan ilişkili olan görev (task) performansı, belirli işlerin ücret karşılığında gerçekleştirildiği eylemleri ifade ederken; bağlamsal (contextual) performans, resmi olarak belirli bir işin bir parçası olmayan, gönüllü yardımlaşma, organizasyon kurallarına uyma, organizasyonel hedeflere destek verme ve görevlerini başarılı bir şekilde yerine getirmek için fazladan çaba sarf etme gibi davranışları içermektedir (Borman & Motowidlo, 1993). ...
... Akademik literatürün gözden geçirilmesi sonucunda, performansı tanımlayan iki boyutlu bir teori öne sürülmüştür (Borman & Motowidlo 1993;Goodman & Svyantek, 1999). Çalışanların iş tanımlarıyla doğrudan ilişkili olan görev (task) performansı, belirli işlerin ücret karşılığında gerçekleştirildiği eylemleri ifade ederken; bağlamsal (contextual) performans, resmi olarak belirli bir işin bir parçası olmayan, gönüllü yardımlaşma, organizasyon kurallarına uyma, organizasyonel hedeflere destek verme ve görevlerini başarılı bir şekilde yerine getirmek için fazladan çaba sarf etme gibi davranışları içermektedir (Borman & Motowidlo, 1993). Görev performansı, teknik-yönetsel görev performansı ile liderlik görev performansı olmak üzere iki ana kategoriye ayrılmaktadır. ...
... Belirli bir işle ilişkilendirilen görev ve sorumlulukların başarı derecesi olarak tanımlanan (Murphy, 1989), tipik bir iş tanımında bulunan pek çok görevi kapsayan ve organizasyonun temel faaliyetlerinin etkili bir şekilde yürütülmesinde önemli bir rol oynayan (Robbins & Judge, 2015, s. 565) görev performansı ile bağlamsal performansı birbirinden ayıran bazı önemli farklılıklar bulunmaktadır. Görev performansı, çalışanların organizasyonun temel teknik süreçlerine katkıda bulunmalarını, doğrudan teknolojik işlemleri gerçekleştirmelerini veya dolaylı olarak gerekli malzeme veya hizmetleri temin ederek gösterdikleri etkinlik düzeyini ifade eder (Borman & Motowidlo, 1993). Öte yandan bağlamsal performans, çalışanların iş yerindeki sosyal etkileşimler, takım çalışması, örgütsel vatandaşlık davranışları gibi organizasyonel bağlamlarda sergiledikleri performansı kapsamaktadır (Borman & Motowidlo, 1993;Van-Scotter & Motowidlo, 1996). ...
... The job performance scale was initially developed by Borman (42) and later translated and validated by Yu (43), resulting in the Chinese version of the scale. This version comprises two dimensions and a total of 11 items: task performance and relationship performance, with 5 items pertaining to task performance and 6 items related to relationship performance. ...
... This version comprises two dimensions and a total of 11 items: task performance and relationship performance, with 5 items pertaining to task performance and 6 items related to relationship performance. Task performance evaluates work efficiency, work quality, and other factors directly associated with the job, while relationship performance assesses employees' proactive assistance to colleagues in problem-solving and their management of interpersonal relationships (42). In this study, the items were evaluated using a 5-point Likert scale, with responses ranging from 1 (strongly disagree) to 5 (strongly agree). ...
... Furthermore, both task performance and relationship performance are critical for improving nurses' job performance. Task performance not only reflects the abilities exhibited by nurses in their work but is also directly linked to their work efficiency, serving as a comprehensive indicator of their professional skill proficiency (42). Enhanced task performance signifies an elevation in the overall nursing service level within the hospital and can lead to significant improvements in the hospital's economic outcomes. ...
Background
Ethical leadership is crucial in nursing management, and self-compassion is increasingly recognized as a significant factor influencing nurses’ job performance. Although the link between ethical leadership and nurse job performance has been established, the specific mechanisms that underlie this relationship remain unclear. Additionally, there is a paucity of research examining the potential role of self-compassion in this context. This study aims to investigate the relationship between self-compassion, ethical leadership, and nurses’ job performance while also validating the mediating role of self-compassion.
Methods
This study employed a convenience sampling method to conduct a cross-sectional online survey involving 968 nurses from four tertiary-level hospitals in Xi’an, China, conducted between April and May 2024. Participants completed self-report questionnaires that included the Ethical Leadership Scale, Self-Compassion Scale, and Job Performance Scale. Data analysis was performed using descriptive statistics, the Mann–Whitney U test, the Kruskal-Wallis H rank sum test, Spearman correlation analysis, and the PROCESS tool within SPSS.
Results
The analysis revealed a significant positive correlation between ethical leadership and self-compassion (r = 0.631, p < 0.01), as well as between ethical leadership and job performance (r = 0.688, p < 0.01). Additionally, a positive correlation was found between self-compassion and job performance (r = 0.564, p < 0.01). Mediation analysis indicated that self-compassion partially mediated the relationship between ethical leadership and job performance. The overall impact of ethical leadership on job performance (β = 0.680) comprised a direct effect (β = 0.499) and an indirect effect mediated by self-compassion (β = 0.181). The mediating effect accounted for 26.62% of the total effect.
Conclusion
The results of this study indicate that ethical leadership not only directly predicts nurses’ job performance but also indirectly influences it by enhancing their levels of self-compassion. Consequently, nursing managers should prioritize the cultivation and reinforcement of ethical leadership styles while fostering a supportive environment that promotes effective self-compassion practices. Implementing these strategies is essential for improving nurses’ job performance and well-being, ultimately contributing to a higher quality of care and greater stability within the nursing team.
... Performance is a multi-layered concept, and employee's selfreported actual behavioral engagement in their organizational tasks rather than their behavior's expected outcomes (Borman & Motowidlo, 1993;Campbell 1990;Roe, 1999) has been investigated and measured in this study. Task performance comprises job-explicit behaviors, which include fundamental job responsibilities assigned as a part of the job description. ...
... Task performance requires cognitive ability and is primarily facilitated through task knowledge, skills, and habits (Conway, 1999). Borman and Motowidlo (1993) defined job performance in the context of task performance as "effectiveness with which job occupants execute their assigned tasks that realizes the fulfillment of organization's vision while rewarding organization and individual proportionately." Koopmans et al. (2014) and others expanded the definition of employees' job performance to include task performance, contextual performance, and counterproductive work behaviors. ...
... Identifying the key components of job performance has been a significant focus of research and inquiry (Borman and Motowidlo, 1993). A crucial dimension within job performance is in-role behavior or task performance (Whiting et al., 2008). ...
... A crucial dimension within job performance is in-role behavior or task performance (Whiting et al., 2008). This category includes behaviors essential for completing duties crucial to the organization's technical operations (Borman and Motowidlo, 1993), aligning with the prescribed responsibilities outlined in formal job descriptions (Williams and Anderson, 1991). Consequently, it is unsurprising that employees' task performance significantly impacts their overall evaluation. ...
Purpose
This study aims to investigate the influence of supervisor knowledge sharing on the task performance and the overall evaluation of employees in the context of supervisor-subordinate relationships, a prevalent yet underexplored mode of knowledge transfer.
Design/methodology/approach
Drawing on the social exchange perspective, we propose a framework integrating supervisors’ self-sacrificial leadership and employees’ supervisor-directed organizational citizenship behavior (OCB-S) as critical drivers of efficient knowledge transfer. By bridging micro- and macro-level organizational behavior, this study addresses a key research gap and provides a holistic understanding of factors that enhance knowledge transfer within organizations. To empirically test the hypotheses proposed in our study, we employed the PROCESS macro Model 7 to validate the moderated mediation model and conducted bootstrapping analyses to confirm the statistical significance of the predicted relationships.
Findings
This study offers insights into the micro-processes underlying interpersonal knowledge transfers within supervisor-subordinate relationships. It highlights the significance of self-sacrificial leadership and OCB-S in facilitating effective knowledge sharing, ultimately influencing the task performance and the overall evaluation of employees.
Originality/value
This study contributes to the existing literature on knowledge management by exploring the understudied area of knowledge sharing within supervisor-subordinate relationships. It provides a framework that integrates leadership and OCB as key factors influencing knowledge transfer efficiency. The findings offer practical implications for organizations seeking to optimize knowledge management practices, leadership development and performance appraisal processes.
... It distinctly reflects the goals and tasks that employees are capable of completing (Murphy, 1993). In their study, Borman and Motowidlo identified two dimensions of employee job performance: task performance and contextual performance (Borman & Motowidlo, 1993). These two perspectives have been acknowledged by scholars and are widely utilized in related research. ...
... Job performance: Employees reported their job performance at the second stage via the scale developed by Borman and Motowidlo (1993) and translated into Chinese by scholar Yu (1996). There were five items for each dimension. ...
In the digital era, to enhance performance and achieve high-quality development, an increasing number of enterprises have begun to implement electronic performance monitoring. However, existing studies have yielded inconsistent conclusions regarding the impact of electronic performance monitoring on employees’ job performance. To clarify the overall relationship between these variables and explore the underlying causes of the discrepancies, this study, grounded in social information processing theory, examines the effects of two kinds of electronic performance monitoring (e.g., developmental and preventive) on employees’ job performance, as well as the mediating role of self-efficacy. On the basis of data collected at two time points from 223 employees in China, we test the mediation models. The findings indicate that both developmental and preventive electronic performance monitoring positively affect employees’ job performance, with self-efficacy serving as a partial mediator in this relationship. This study offers practical management strategies and establishes a foundation for the effective implementation of electronic performance monitoring in enterprises aimed at enhancing employees’ self-efficacy and job performance.
... Participants recommended keeping a positive mindset by focusing on what is good. In line with Borman and Motowidlo's (1993) sportsmanship as 'helping and cooperating with others,' the importance of a positive attitude in the workplace is reinforced. Instructors acknowledge the negatives but maintain a positive attitude towards the same. ...
... Instructors said they would focus on the support they offered without expecting gratitude and not taking things personally in such cases. This positive attitude creates a harmonious work environment, which agrees with Borman and Motowidlo's (1993) categorization of sportsmanship as helping and cooperating with others. ...
... Job performance points out to the behaviors and actions that employees can control and lead to the achievement of organizational goals (Rotundo and Sackett 2002). Hence, job performance can be divided into two significant types of behavior: task performance and contextual performance (Borman and Motowidlo 1993). Task performance refers to the effectiveness wherein employees perform tasks that are stipulated in their job description and formally deemed as part of their work. ...
... Such tasks affect the technical core of the organization, either directly by implementing a part of its technical process or indirectly by providing it with needed materials or services. On the other hand, contextual performance signals employees' discretionary activities that are beyond the primary requirements of their positions and are not primarily specified in their job description but assist in shaping the psychological, social, and organizational contexts such as volunteering, cooperating, and helping others (Borman and Motowidlo 1993). In the context of NPOs, job performance is crucial for the consistency and effectiveness of service delivery and the survival of NPOs (do Adro and Leitao 2020). ...
Leaning on social exchange theory and job demand Resource theory, this study examines the impact of ability, motivation, and opportunity strategic human resource management bundles on job performance via the mediating mechanism of work engagement. Our data were gathered in two waves from 270 paid employees employed by 30 nonprofit organizations in Palestine and were analyzed using hierarchical linear modeling. The findings reveal that ability, motivation, and opportunity for strategic human resource management bundles have a significant positive impact on work engagement and job performance. Among these bundles, the opportunity-enhancing bundle emerged as the strongest predictor of work engagement and job performance. Work engagement was found to partially mediate the relationship between strategic human resource management and performance. The novelty of this study lies in its examination of these relationships using a multilevel longitudinal methodology in the understudied contexts of the nonprofit sector and an Eastern setting, thereby addressing several theoretical, methodological, and empirical gaps within the literature on strategic HRM, the non-profit sector, and positive psychology.
... This is because JP encompasses many constituent factors, including task and contextual performance, which refer to performance related to job features and the environmental context (Sørlie, Hetland, Bakker, Espevik, & Olsen, 2022). Thus, teachers' personal perceptions of the meaningfulness of their work tend to relate more to task performance, as it is directly connected to teachers' job descriptions and qualifications in addition to the contributions made (Borman & Motowidlo, 1993;Sørlie et al., 2022). Within schools and educational institutions, where the teaching profession is often undervaluedcharacterized by high workloads and low salaries (Huang et al., 2020;Rachman, 2023), is likely that MW does not exert a strong direct influence on JP. ...
The literature reveals a gap in the understanding of the impact of meaningful work (MW) and strength use (SU) on teachers’ job performance (JP), which has not been widely studied. Additionally, the roles of SU and work engagement (WE) as mediating variables affecting teachers’ perceptions of MW in JP are less explored. This study addresses these gaps by determining the effect of MW on teachers’ JP and the roles of WE and SU in mediating the effect of MW on JP, which is evident. A quantitative approach was employed using a cross-sectional study design, applying partial least squares structural equation modeling. Data were obtained through a survey of 392 private high school teachers in Jakarta, Indonesia, using a convenience sampling method. The key findings of this study indicate that while MW has the smallest direct effect on JP, it is the construct with the highest importance and performance. WE and SU successfully mediate the effect of MW on JP, significantly enhancing the influence of MW on JP. Consequently, school leaders are advised to enhance teachers’ WE and SU by adjusting teaching loads according to educational backgrounds, providing incentives for additional work, supporting competency improvement, and encouraging knowledge sharing among teachers.
... A sample item is: "In general, I like working here." Task performance was assessed using a six-item scale borrowed from Borman and Motowidlo (1993). A sample item is "I handle emergencies well." ...
Purpose-Adopting and deploying electronic human resource management (e-HRM) technologies triggers many employee and organizational benefits at the operational and strategic levels. However, accumulating evidence shows that e-HRM deployment alone does not guarantee the intended outcomes. Therefore, this study aims to examine the effect of e-HRM on job satisfaction and task performance through the intervening mechanism of the digitalization climate. Design/methodology/approach-The authors collected data from 221 public office employees in Qatar. Results were obtained via an online questionnaire and analyzed using structural equation modeling. Findings-The results suggest that e-HRM has a direct effect on job satisfaction, and the digitalization climate partially mediates this effect, while the impact of e-HRM on task performance is fully mediated by the digitalization climate. Practical implications-The study provides insights for Qatari managers and employees on the importance of using e-HRM at their workplace. Originality/value-Studies on e-HRM in the Middle Eastern context are underdeveloped. Therefore, this study contributes to the literature by being one of the few studies examining the effects of e-HRM on employee outcomes. In addition, the HRM literature has not investigated the digitalization climate.
... Theoretical Approach Role-Based Performance Theory Borman and Motowidlo (1993) conceptualized employee role-based performance as a multidimensional construct, distinguishing between task performance and contextual performance. Task performance involves activities directly or indirectly contributing to an organization's technical core, such as operational tasks or managerial duties. ...
Job insecurity is a significant psychosocial factor that can influence employee performance, particularly in industries where uncertainty about employment stability is prevalent. This study explores the impact of job insecurity and selected demographic factors on employee performance within the Nigerian insurance industry. It specifically examines how job insecurity, age, marital status, work experience, and educational qualifications interact to affect task and contextual performance. A cross-sectional research design was used, with a sample of 150 employees from various insurance companies in Ibadan, Nigeria. The sample consisted of 61 male respondents (40.7%) and 89 female respondents (59.3%), with an age range from 20 to 48 years (M = 30.75, SD = 7.18). Data were collected via a structured questionnaire measuring job insecurity, task performance, and contextual performance. Statistical methods, including Chi-Square tests, multiple regression analysis, and t-tests, were employed to analyze the relationships between variables. The study found a significant association between job insecurity and employee performance. Specifically, a high level of job insecurity was linked to lower employee performance (ϰ² = 134.40, df = 1, P < 0.05). The regression analysis revealed that work experience and marital status were significant predictors of job performance (β = -0.165, P < 0.05 and β = -0.180, P < 0.05, respectively). However, age and educational qualifications did not significantly predict job performance. Gender differences in job performance were not significant (t = -0.544, P > 0.05). The findings underscore the negative impact of job insecurity on employee performance, particularly within the Nigerian insurance industry. The results suggest that work experience and marital status are key demographic factors influencing performance. While demographic variables such as age and education did not significantly predict job performance, the study highlights the need for organizations to address job insecurity and support employees in navigating this uncertainty. Future research could explore other factors influencing employee performance.
... Safety behaviors are the actual actions of individuals that can be observed at the worksite [31]. They are characterized by safety participation and safety compliance [19,32] and have been extensively used in recent safety literature [33][34][35]. ...
A cross-sectional study of safety climate and safety performance was performed in Ethiopian construction sites, among 1203 workers from 22 large-scale construction sites. The Nordic Safety Climate Questionnaire was administered using interviews. We developed a model to show the interrelations between safety climate and performance. This model was examined using factor analysis. Low scores for all seven safety climate dimensions were found, with values ranging from 2.33 to 3.08 and a mean of 2.70. Similarly, the mean score of the safety performance construct was 2.95 for safety participation and 3.58 for safety compliance. A strong positive correlation was found between safety climate and safety performance, and safety involvement accounted for 29.2% of the variance, while safety compliance accounted for 28.6% of the variance. The suggested association between self-reported injuries and safety climate was not confirmed. Nonetheless, Pearson correlation analysis demonstrated a statistically significant negative correlation with safety climate. In conclusion, low scores for all safety climate dimensions show that safety on construction sites must be improved. The safety climate positively influences employees’ safety behavior (safety compliance and safety participation) and minimizes occupational injuries.
... In this study, to comprehensively evaluate work performance, we integrate the widely recognized three-dimensional framework proposed by Borman and Motowidlo and Pulakos (Borman & Motowidlo, 1993;Pulakos et al., 2000).his framework includes Task Performance, Contextual Performance, and Adaptive Performance as the key dimensions of employee performance. ...
Introduction: With the rapid rise of economy of China, Chinese multinational corporations have gradually gained significant advantages in global market competition. Cross-cultural teams play a crucial role in addressing global challenges and maintaining high market share. However, such teams often face three major challenges: internal communication barriers, differences in work styles among employees with diverse cultural backgrounds, and leadership decision-making disagreements caused by cultural diversity. These issues may have a negative impact on the overall performance of the enterprise. Objectives: This study aims to explore how cultural intelligence mediates employees' perceptions of inclusiveness, knowledge sharing , and innovative behavior, ultimately affecting their work performance. The ultimate goal is to provide theoretical basis and practical recommendations for cross-cultural teams in Chinese multinational corporations to address these challenges. Methods: A questionnaire survey was conducted to randomly select a sample of 500 employees from Chinese multinational corporations. A total of 407 valid questionnaires were collected, and data analysis was conducted based on partial least squares structural equation modeling (PLS-SEM). Results: The research findings indicate that: (1) cultural intelligence has a significant positive impact on employees' perception of inclusiveness, knowledge sharing , and innovation behavior; (2) The employees' perception of inclusiveness, knowledge sharing , and innovative behavior also show a significant positive impact on work performance; (3) The above three mediating variables play a chain mediating role between cultural intelligence and work performance. Conclusions: Employees with higher cultural intelligence are more likely to perceive team inclusivity, actively participate in knowledge exchange and practice innovative behaviors, thereby improving overall work performance. It is recommended that enterprises systematically optimize the effectiveness of cross-cultural team management by strengthening cultural intelligence training, building an inclusive team atmosphere, and incentive mechanisms.
... These three dimensions are deemed most relevant to the present investigation. Borman and Motowidlo (1993), as cited by Silong et al. (2013), defined task performance as "the effectiveness with which job incumbents carry out activities that contribute to the organization's 'technical core,' either directly by executing a part of its technical process or indirectly by providing it with needed materials or services." This definition highlights the importance of competency and expertise in effectively performing job functions (Harrison, Newman, & Roth, 2006), which Campbell (1990) referred to as task proficiency or technical core. ...
This study examined the influence of knowledge management practices on individual work performance. A review of relevant literature provided a deeper understanding of the study's key concepts. The research focused on all employees of Divine Word College of Laoag and employed a descriptive-correlational research design. Data were collected using validated questionnaires and analyzed through descriptive and inferential statistics. Findings revealed that both knowledge management practices and individual work performance were rated high, with Pearson's r indicating a significant correlation between the two. However, the study acknowledged its limitations, particularly the restricted population and measured variables. Future research should explore additional dimensions of knowledge management practices and involve a larger sample for broader insights.
... These three dimensions are deemed most relevant to the present investigation. Borman and Motowidlo (1993), as cited by Silong et al. (2013), defined task performance as "the effectiveness with which job incumbents carry out activities that contribute to the organization's 'technical core,' either directly by executing a part of its technical process or indirectly by providing it with needed materials or services." This definition highlights the importance of competency and expertise in effectively performing job functions (Harrison, Newman, & Roth, 2006), which Campbell (1990) referred to as task proficiency or technical core. ...
The study aimed to examine the influence of knowledge management practices on individual work performance. To deepen the concepts of the study, the literature was reviewed. The population of the study was all the employees of the Divine Word College of Laoag. The study used descriptive assessment and correlational research design. Validated questionnaires were used to gather the data, and descriptive and inferential statistics were used to analyze the data. The study found that knowledge management practice and individual work performance are considered high and Pearson r correlation found a significant correlation between knowledge management practice and individual work performance. The study also recognized its limitations because of the limited population and the variables that are being measured. It is important to conduct another study to include more variables of knowledge management practices and a bigger population.
... Organizational performance can be challenging due to its disparate standards, including sustainability, profitability, satisfying interest group biases, and willingness to face atypical situations with environmental changes (Anwar, 2017). According to Borman and Motowidlo (1993), organizational performance must be considered as actions or behaviors relevant to the organization's objectives. ...
Objective of the Study: This study analyzes the existence of an associative relationship between the maturity level of ESG governance practices and organizational performance. Methodology/Approach: The sample was made up of 88 respondents from organizations from different segments based in the Southern Region of Brazil, and was collected for accessibility and convenience. Canonical correlation analysis was used to process and analyze the data. Originality/Relevance: The relevance and contribution of this study in the scientific aspect are related to filling a gap observed in the analysis and evaluation of ESG governance practices, through understanding the maturity level, correlating them with organizational performance. Main Results: The research showed support from the data for the hypotheses formulated, demonstrating that ESG governance practices have an associative relationship with organizational performance, as the strength of association between the dimensions presented a high and significant coefficient of variation (0.877 / p-value of 0.000), a canonical R2 of 0.769 considerable and a Wilks' Lambda of 0.226 close. It was evident that the maturity level of all organizations researched considering all proposed dimensions was the general average value of 4.03, at Level 4 of maturity, that is, ESG governance practices are established and systemic. Theoretical/Methodological Contributions: The study emphasizes the importance of understanding the level of maturity of ESG governance practices. It also demonstrates a direct relationship between the maturity level of ESG governance practices and operational performance, offering new ideas on how these dynamics apply in a regional context.
... Behavior in the domain of task performance is usually recognized as a formal requirement of an individuals' job. Job description often explicitly stipulates that the job holders must perform these activities (Borman & Motowidlo, 1993). Further task performance was considered by Organ and Paine (1999: 375) to be a "part and parcel of the workflow that transforms inputs of energy, information, and materials into outputs in the form of goods and services to the external constituency." ...
... Compiled by American scholars Borman & Modowidlo and revised by Chinese scholar Yu De-cheng from Taiwan, the scale has high reliability and validity (Borman and Motowidlo, 1993;Yu, 1996). The Cronbach′s α coefficient of the scale was 0.918. ...
Objective
To investigate the current status of nurses’ job performance, to analyze the latent profile analysis of nurses’ job performance and their relationship with occupational coping self-efficacy, perceived social support and to explore the factors influencing the different profiles.
Methods
From April to June 2024, 390 nurses from five general hospitals were facilitated to be selected as survey respondents using a general information questionnaire, job performance scale, occupational coping self-efficacy scale, and perceived social support scale. Latent profile analysis of nurses’ job performance were analyzed, and logistic regression was used to analyze the factors influencing different categories of nurses’ job performance.
Results
390 nurses were finally included. Nurses job performance score was (45.05 ± 6.55). Nurses’ job performance could be categorized into three latent profile analysis: low job performance (13.9%), medium job performance (52.8%) and high job performance (33.3%). Logistic regression analysis showed that years of working experience, form of employment, perceived social support and occupational coping self-efficacy were the influencing factors of nurses’ job performance (all p < 0.05).
Conclusion
Nurses’ job performance is moderate to high and heterogeneous. Nursing managers should focus on “low job performance” and “medium job performance” nurses, and intervene and support nurses according to the characteristics and influencing factors of the different categories in order to improve their performance.
... This showed that the performance of the employee is the expectation of the organization of what employees do at their workplace that is applicable for increasing the effectiveness of the organization. Two dimensions of employee performance are task performance and contextual performance (Borman & Motowidlo 1993). ...
... JP was assessed via a modified scale from Borman and Motowidlo (1993), encompassing both task performance and contextual performance. Responses were documented using a 5-point Likert scale, which has demonstrated accurate psychometric features in prior research, with Cronbach's alpha values exceeding 0.80 (Thuy and Phinaitrup 2023;Hameed, Khwaja, and Zaman 2023;Aboagye, Dai, and Bakpa 2022;Bhatti, Mat, and Juhari 2018). ...
Purpose
The practice of mindfulness is becoming more widespread among employees, with potential benefits for workplace outcomes. However, there is a paucity of research on the mechanisms linking mindfulness to job performance.
Method
This study investigated the mediating functions of emotional intelligence and psychological capital in the relationship between mindfulness and job performance among 263 office employees in Ho Chi Minh City, Vietnam. The “mindfulness‐to‐meaning” viewpoint posits that through the practice of mindfulness, people are able to transcend negative emotions, gain a deeper understanding of themselves, and progress more intentionally by living more consciously in the present moment. Participants completed questionnaires measuring mindfulness, emotional intelligence, psychological capital, and occupational performance.
Finding
According to the results of structural equation modeling, mindfulness has a direct positive influence on job performance. In addition, emotional intelligence partially mediated the relationship between mindfulness and performance, as evidenced by a greater indirect effect than direct effect. However, the indirect effect via psychological capital was less significant than the direct effect of mindfulness. These findings identify emotional intelligence as a key personal resource that transmits the positive effects of mindfulness on workplace performance.
Conclusion
The results advance comprehension of intermediary pathways in mindfulness research grounded in the resource‐based view. Integrating emotional intelligence training into mindfulness programs could increase employee productivity in organizations.
... In recent years, the concept of work effectiveness has expanded to include not only task performance but also contextual performance, which involves behaviors that contribute to the broader organizational environment, such as teamwork, communication, and adaptability (Borman & Motowidlo, 1993). This broader perspective highlights the importance of social and psychological factors, such as sense of belonging, in shaping employee effectiveness. ...
This study aims to develop a theoretical model that explores the relationship between sense of belonging and work effectiveness among employees. Sense of belonging, defined as an individual’s feeling of being a valued and integral part of an organization, has been increasingly recognized as a crucial factor in enhancing employee motivation and performance. However, the mechanisms through which sense of belonging influences work effectiveness remain underexplored. Through a comprehensive literature review and empirical analysis, this paper proposes a model that illustrates how sense of belonging impacts work effectiveness directly and indirectly through mediating variables such as job satisfaction, organizational commitment, and employee engagement. Data were collected from a diverse sample of employees across various industries, and the results indicate a significant positive correlation between sense of belonging and work effectiveness. The findings suggest that fostering a strong sense of belonging within organizations can lead to improved work outcomes, providing valuable insights for human resource management practices
... Moreover, job-specific frameworks often used multiple, more specific dimensions to describe contextual performance. Thus, it has been not clearly defined whether green supply chain context is significantly related to individual behaviors that support the organizational, social, and psychological environment in which the technical core must function (Borman and Motowidlo, 1993;Koopmans et al., 2011). ...
Purpose: This study aims to examine the impacts of institutional pressures and individual adaptation performance on the adoption of green supply chain practices and reverse logistics, and their effects on production-based CO2 emissions, focusing on emerging markets with a detailed case study of Türkiye. Methodology: The research methodology employed structural equation modeling (SEM) and SmartPLS for the analysis of the data. This approach allowed for an in-depth examination of the relationships between institutional pressures, individual adaptive performance, green supply chain practices, reverse logistics, and CO2 emissions. Findings: The findings reveal a nuanced relationship where institutional pressures directly impact reverse logistics but show minimal direct influence on green supply chain practices or CO2 emissions reduction. In contrast, individual adaptive performance is crucial in enhancing both green supply chain practices and reverse logistics. Notably, reverse logistics is significantly effective in reducing CO2 emissions. Originality: This study enriches the literature by revealing how institutional pressures and individual adaptive performance influence green supply chain management in emerging markets, particularly demonstrating through the case of Türkiye that the impact of within-field variability on the adoption of superior practices depends on individual adaptive performance.
... Recently, several other factors have been identified in the workplace environment constituting barriers, such as the social environment, technology, adaptability to work processes and influence of leadership (Hammed & Amjad, 2009).The persisting world economic meltdown culminating into stringent and competitions had becomes intense that organizations can no longer be ineffective and wasteful, hence the rationale to focus on surrounding activities of the employees and create a workable environment that allows optimal utilization of best talents (Nadia, 2016).In the view of Borman & Motowidlo,(1993), employee outcomes is multicharacterized in term of efficiency, effectiveness, quality and profitability using limited resources for a desired results. ...
... Performance in organisational life is also accepted as one of the vital building blocks of human resources and organisational psychology (Aboazoum et al., 2015). Borman and Motowidlo (1993) consider job performance in two dimensions: "task performance and contextual performance". Task and contextual performances correspond to specific behaviours of organisational employees (Griffin et al., 2000). ...
This study is correlational and cross-sectional quantitative research that examines the moderating role of working time with the school principal on the effect of leader–member exchange on teachers’ job performance through organisational citizenship. Data were collected from 481 teachers in 43 public schools across the western, central, northern, southern, and eastern regions of Türkiye using the convenience sampling method. The Leader–Member Exchange Scale, Organisational Citizenship Scale, and Employee Performance Scale were used as data collection tools. Data were analysed through descriptive analyses, Pearson correlation analysis, and moderator and moderated mediation analyses. The results indicated positive and significant relationships among leader–member exchange, organisational citizenship behaviours, and teachers’ job performance. It was found that leader–member exchange indirectly affected teachers’ job performance through organisational citizenship, and working time with the school principal served as a moderator in the relationship between leader–member exchange and organisational citizenship. The indirect effect of leader–member exchange on job performance through organisational citizenship was stronger for teachers with shorter working durations with the principal.
... Therefore, a comprehensive evaluation of an employee's behavioral repertoire provides deeper insights into their potential for success in various roles, offering a strategic pathway for career development beyond mere vertical promotion. Literature supports matching employees to appropriate roles to elevate performance, satisfaction, motivation, and retention (Borman & Motowidlo, 1993;Edwards, 1991). ...
Despite advances with high-potential talent identification, there is a lack of empirical evidence and agreement for how potential should be measured and utilized. Global measures of potential focus on employee advancement to higher organizational job levels. However, these models lack the specificity and foresight to identify lateral moves that may benefit both the employee and the organization. This study was specifically designed to develop and evaluate a behavioral framework aimed at more effectively determining employee suitability for specific and targeted roles. Additionally, it provides a methodology that can be adapted for similar applications in various other organizations. Findings demonstrate support for building a high-potential model that integrates multiple, theoretical constructs and using behavioral ratings to help predict employee readiness for future growth opportunities.
... First, it contributes to a better and more up-to-date understanding of the effect of psychopathy on the core components of job performance (Rotundo & Sackett, 2002). Integrating decades of research on performance-related behavior and their respective performance models (e.g., Borman & Motowidlo, 1993;Campbell, 1990;Murphy, 1989), Rotundo and Sackett (2002) identified three core components of overall job performance, namely, task performance, OCB, and CWB, that will generalize across jobs. Seen from a social exchange perspective (e.g., Blau, 1964), differentiating these three workplace behaviors is crucial because each component of job performance has a distinct impact on organizational and individual outcomes, influencing organizational processes in varied ways. ...
Despite the large and growing number of studies on psychopathy in the workplace, the field lacks a comprehensive understanding of the link between psychopathy and core workplace-related behaviors. Basing assumptions on social exchange theory, the purpose of this meta-analytic review (k = 166; N = 49,350) is (a) to test the relationship of psychopathy with task performance, organizational citizenship behavior, and counterproductive work behavior, (b) to differentiate the relationships of primary versus secondary psychopathy with these behaviors, and (c) to test for relevant moderating influences by actor- and target-/exchange-partner factors. In contrast to earlier significant but weak meta-analytic findings (O’Boyle et al., 2012), both meta-analytic overall effects and meta-analytic structural equation modeling suggest that psychopathy substantially reduces task performance and organizational citizenship behavior and enhances counterproductive work behavior. Compared to primary psychopathy, effects were mostly more pronounced for secondary psychopathy. Besides methodological factors, moderator analyses revealed relationships to vary by actor (age, organizational tenure, hierarchical level) but not by target. Together, these findings point toward new and relevant directions for future research on the effects of psychopathy in the workplace.
... Task performance measures how efficiently employees execute essential job functions and responsibilities (Campbell et al. 1993). Contextual performance involves activities that enhance the organizational environment, such as assisting colleagues and adhering to workplace policies (Borman and Motowidlo 1993). Lastly, adaptive performance refers to an employee's ability to adjust effectively to new circumstances and changes within the work environment (Pulakos et al. 2000). ...
The study provides an extensive review of the impact of various reward mechanisms on employee performance at People's Insurance PLC. Its primary objective is to assess how different components of the reward system such as monetary incentives, recognition programs, and opportunities for career advancement affect employee performance within the organization. The study uses a cross-sectional approach to collect data in the third quarter of 2024, focusing on all 568 employee-level workers at Peoples Insurance PLC in Sri Lanka. Random sampling ensures an unbiased representation, with a calculated sample size of 61 employees selected at a 90% confidence level using purposive sampling techniques. The findings indicate statistically significant positive correlations between various elements of the reward system and employee performance. Salaries, bonuses, and incentives exhibited strong positive correlations, accounting for a considerable portion of the variance in performance outcomes. Recognition initiatives and flexible work arrangements were also found to positively influence performance, albeit to a lesser extent. The study finds that a comprehensive reward system, which includes competitive remuneration, bonuses, incentives, recognition, flexible work arrangements, and healthcare benefits, can significantly enhance employee performance and productivity. It explores theoretical and practical implications, underscoring the importance of monetary and non-monetary rewards in employee motivation. Recommendations to improve the reward system at People's Insurance PLC include establishing transparent pay structures, aligning bonuses with performance metrics, offering a variety of incentive options, and strengthening recognition programs. Additionally, the paper highlights the value of flexible work arrangements and comprehensive healthcare benefits. Future research directions are suggested, emphasizing the need for larger sample sizes, including a broader range of organizations, and investigating the interactions between reward systems and other influencers such as corporate culture and leadership style. Longitudinal studies and advanced statistical methodologies are recommended to deepen the understanding of the relationship between reward systems and employee performance.
... Moreover, employee task performance is one of the most important outcomes in organizational management and has a unique construct profile compared with OCBs and deviance (Viswesvaran & Ones, 2000). While OCBs represent an extra-role behavior aimed at improving one's work environment and deviance acts as negative behaviors that damage an organization's legitimate interests (Bennett & Robinson, 2000), task performance is recognized as an in-role behavior associated with one' s formal job description (Borman & Motowidlo, 1993). Further, previous research has shown that the factors influencing OCBs or deviance do not always have the same impact on task performance (e.g., Jiang et al., 2022a;Yang et al., 2016). ...
Leaders are often faced with the dilemma as to how to respond to employee misconduct. However, scholarly accounts of leader actions in such situations have primarily focused on punishment as a mechanism for dealing with employee misconduct. Leader leniency, an alternative response that is often adopted in practice, has been largely overlooked. Consequently, in order to provide a more complete account of leader responses to employee misconduct and to clarify whether leader leniency is effective, we investigate the potential double-edged influences of leader leniency on employee task performance. Specifically, we propose that leader leniency inhibits employee task performance through the mediating role of psychological entitlement, while it also has beneficial effects on employee task performance through the mediating role of servant leadership perception. Moreover, trait moral disengagement serves as a vital boundary condition, which amplifies the negative influence of leader leniency through psychological entitlement and simultaneously mitigates its positive effect through servant leadership perception. Results from an experience sampling study and a scenario-based experiment supported our hypotheses. Our work highlights the mixed blessing of leader leniency and clarifies when and how leader leniency rehabilitates wrongdoers or instead propels them to further down the path of misconduct.
... The causal relationship between styles of leadership and organizational unit's efficiency will be outlined in this paper through the adoption of a contingency approach. It will be backed up by the theoretical assumption that the efficient style of leadership, which results in a higher task performance (Borman & Motowidlo, 1993, De Dreu & Weingart, 2003, depends on several factors such as: features of the organizational unit's tasks, characteristics of the organizational unit's members (maturity, expertise, etc.), degree of group's development/maturity, leader's acquired and performed competence. Hence, competences are functional to the practice of leadership and they will not be observed per se. ...
The purpose of the article is to investigate the relationships between leadership styles, management competence and performance levels of an organizational unit that is submitted to a leader’s formal authority. Drawing on leadership contingent theories, the work examines how leadership styles and management competence influence team performance of an organizational unit taking into account contextual factors. Our research is based on a qualitative investigation. As the case study approach refers to an in-depth study and investigation of a contemporary phenomenon within the real-life context, we set up a case study. The research has been performed in one of the call centres of an Italian telecommunication company.
Work orientation refers to the relationship between the individual and their work, interpreting the significance of work from the perspective of work goals, and representing the individual’s beliefs about the role of work in life. Although research on work orientation is increasing, the structure of work orientation within the Chinese social context needs to be further explored and confirmed. Developing a work orientation scale (WOS) suitable for the Chinese context based on this structure is of great practical significance for understanding the current status of work orientation among Chinese employees. Therefore, this study aims to construct the latent structure of work orientation for Chinese employees and to develop and validate a WOS suitable for this population. In Study 1, a theoretical model of work orientation was constructed using semi-structured interview method and relevant theories in existing literature. An initial WOS was created and administered to 855 Chinese employees, resulting in a five-factor scale: job, career, calling, social embeddedness, and family, with 9, 10, 10, 9, and 8 items respectively. In Study 2, the WOS’s reliability and validity were assessed with another 543 respondents. Cronbach’s α, confirmatory factor analysis, average variance extracted (AVE), and AVE square root were used to evaluate reliability, construct validity, convergent validity, and discriminant validity, respectively. Criterion validity of WOS scores was confirmed through their correlation with relevant variables in anticipated directions. The results show that the WOS for the Chinese employees can effectively measure individuals’ work orientations within Chinese context.
This study examines the impact of Technical Vocational Education and Training (TVET) on employee performance in oil and gas servicing firms in Rivers State, Nigeria, focusing on task performance, adaptive performance, and interpersonal skills. Utilizing a quasi-experimental research design and a structured questionnaire, data were collected from a sample of 242 employees across 20 firms. Pearson’s correlation analysis reveals a significant positive relationship between on-the-job training and all performance measures, with correlation values of 0.788, 0.817, and 0.803 for task performance, adaptive performance, and interpersonal skills, respectively. Similarly, strong correlations were found between apprenticeship and performance indicators, with values of 0.698, 0.779, and 0.853. These findings highlighted the critical role of TVET in enhancing employee capabilities, adaptability, and teamwork. The study suggests that oil and gas firms should invest in targeted TVET programs to drive improved employee performance and operational efficiency.
Objective
This study examines the impact of transformational leadership on key employee outcomes, including affective organizational commitment, job performance, employee engagement, and job satisfaction, within the context of today’s rapidly evolving, human -centric tech era. With the integration of advanced technologies and shifting workforce expectations, understanding leadership’s role in fostering adaptability, motivation and satisfaction becomes increasingly critical. While transformational leadership is often praised for its positive effects, this research investigates whether its influence is consistently beneficial, particularly in the current organizational climate shaped by the interplay of technology and human values.
Methodology
A quantitative research approach was employed, gathering data via an online survey from employees across diverse industries. A final sample of 251 responses was analysed using SmartPLS software to construct and estimate a Partial Least Squares Structural Equation Model (PLS-SEM). This method enabled the rigorous evaluation of relationships between transformational leadership and the selected employee outcomes.
Findings
The findings confirm that transformational leadership significantly enhances affective organizational commitment and employee engagement. Notably, the strongest relationship in the model was between employee engagement and job satisfaction, underscoring the critical role of engagement as a mediator. While transformational leadership positively influenced engagement and commitment, its direct impact on job performance was showed to be negative, revealing nuanced dynamics in the leadership -performance relationship.
Value Added
This study contributes to academic discourse by extending the understanding of transformational leadership’s effects on employee outcomes. It highlights the pivotal role of engagement as a driver of job satisfaction, challenging traditional perspectives that prioritize direct leadership -performance links. Furthermore, in the context of the rapidly evolving human -centric tech era, where technology and leadership intersect, the findings offer important insights into how transformational leadership can adapt to the changing nature of work. As digital transformation reshapes organizational environments, leaders must balance technology integration with maintaining meaningful human connections, ensuring that employees remain engaged, motivated and satisfied. These insights bridge theoretical gaps, offering a timely contribution to leadership theory by incorporating the emerging role of technology in shaping employee outcomes, and provide practical implications for leadership strategies in contemporary organizational settings.
Recommendations
Organizations should prioritize leadership development initiatives that focus on cultivating transformational leadership behaviours, particularly those that enhance employee engagement and satisfaction. By aligning leadership strategies with these insights, companies can foster more supportive and motivating work environments, ultimately boosting both employee well -being and organizational performance. As the workplace continues to evolve with the integration of human -centric technologies, organizations should also equip leaders with the skills to effectively leverage these technologies to enhance employee experiences, engagement and overall satisfaction. Additionally, future research should explore the role of contextual factors and moderating variables, including the influence of emerging technologies, that may impact the effectiveness of transformational leadership behaviours.
O presente trabalho investigou a relação entre proatividade e desempenho individual em uma instituição financeira, considerando as gerações Baby Boomer, X e Y, assim como os gêneros feminino e masculino. O objetivo geral foi compreender como a proatividade contribui para o desempenho, abordando as diferenças intergeracionais e de gênero no ambiente organizacional. A metodologia utilizada foi a fenomenologia, que permitiu analisar as essências do significado e do mundo da vida de cada indivíduo. Foram analisados relatos de 36 gerentes, divididos entre aqueles com desempenho superior e inferior, utilizando o software Meaning Constitution Analysis (MCA) para a identificação de unidades de significado. Os resultados demonstraram que a proatividade se relaciona positivamente com o desempenho, embora não seja uma característica constante. Indivíduos de desempenho superior apresentaram maior frequência de comportamentos proativos, caracterizados por maior protagonismo e responsabilidade sobre as entregas, enquanto o grupo de desempenho inferior frequentemente atribuía suas dificuldades a fatores externos. Foi observada a influência de fatores emocionais, como angústia e insatisfação, tanto no grupo com desempenho superior quanto no inferior. Concluiu-se que a proatividade é um elemento dinâmico que pode flutuar dependendo do momento de vida e do ambiente do indivíduo. A pressão e outros fatores psicológicos demonstraram impacto tanto no desempenho quanto na manifestação de comportamentos proativos. A pesquisa ressaltou a importância de questionar conceitos binários na literatura, como proatividade versus não proatividade, propondo uma visão mais ampla e contextual. Além disso, destacou-se a relevância da fenomenologia como método investigativo, proporcionando análises genuínas e detalhadas que podem ser aplicadas em estudos futuros. Esse trabalho contribui para aproximar teoria e prática no ambiente organizacional, fornecendo resultados valiosos para o desenvolvimento de ferramentas voltadas ao aprimoramento de pessoas e empresas.
Bu araştırmanın amacı, beden eğitimi öğretmenlerinin öz liderlik algıları ile bireysel iş performansları arasındaki ilişkiyi incelemektir. Bu amaçla örneklem gurubunun öz liderlik algılarını öğrenmek için “Öz Liderlik Ölçeği” kullanılırken, iş performanslarını ortaya koymak için de “Bireysel İş Performansı Ölçeği” kullanılmıştır. Araştırmaya 217 si erkek, 107 si kadın olmak üzere 324 öğretmen dahil olmuştur. Araştırma bulgularına bakıldığında öğretmenlerin öz liderlik ölçeği alt boyutlarında cinsiyet, medeni durum, yaş, idari görevi bulunma ve mesleki deneyim değişkenleri açısından neredeyse hiçbir alt boyutta anlamlı farklılık görülmezken daha çok aktif spor yapma değişkenine göre ilgili alt boyutlarında belirgin farklılıklar görülmüştür. Sonuçlar, özellikle “Kendine Hedef Belirleyerek Başarılı Performans Hayal Etme” (β=.202, p=.01), “Düşünce ve Fikirleri Değerlendirme” (β=.219, p=.00) ve “Kendini Gözlemleme” (β=.152, p=.04) alt boyutlarının iş performansını anlamlı şekilde yordadığını göstermektedir. Regresyon analizine göre öz liderlik alt boyutları, bireysel iş performansındaki varyansın %37.3’ünü açıklamaktadır (R²=.373). Öğretmenlerin kendini ödüllendirme gibi öz liderlik stratejilerini uygulamaları için motive edici bir kültür oluşturulmalı ve olumlu davranışlar teşvik edilmelidir.
This exploratory study looked at the level of engagement across the board for workers at a public rehabilitation accommodation agency and the extent to which factors like gender, office location, job title,
This case study explores the dynamics of Organizational Citizenship Behavior (OCB) among teacher-researchers at Moroccan universities, focusing on its potential to enhance sustainable performance and competitive advantage. Amidst significant reforms in the Moroccan university system, teachers face mounting responsibilities alongside challenges such as excessive workload and insufficient support. Through qualitative analysis of semi-structured interviews at Sidi Mohamed Ben Abdellah University, the study reveals that OCB is essential for fostering academic resilience and collaboration. Motivating factors for OCB include strong interpersonal relationships, a passion for teaching, and institutional recognition, while barriers such as inadequate resources and lack of support hinder engagement. The findings indicate that strategically promoting OCB can cultivate a dynamic educational environment. This case offers actionable insights for academic leaders aiming to motivate faculty, enhance institutional effectiveness, and secure a competitive edge in the global higher education landscape.
Introduction
Organizational citizenship behavior (OCB) plays a crucial role in fostering the continuous growth and development of organizations. This essay aligns with the current labor force structure changes resulting from population aging, focusing on exploring the relationship between age diversity and multi-level OCB.
Methods
A multi-level moderation model was employed to collect data from 882 employees across 87 groups of Chinese state-owned enterprises. Linear regression and hierarchical linear modeling (HLM) were used to test the hypotheses.
Results
The findings of this study indicate that (1) leader-member exchange (LMX) moderates the negative effect of age diversity on group-level organizational citizenship behavior (GOCB); (2) team-member exchange (TMX) moderates the negative relationships between age diversity and individual-level organizational citizenship behavior toward organizations (OCBO) and organizational citizenship behavior toward individuals (OCBI).
Conclusion
The empirical study carries substantial implications for future discourse on human resource practices (HRPs) and research pertaining to population aging within organizational contexts.
The challenges of the Indonesian economy are currently increasingly complex, so the role of the financial industry regulator is very important because the policies taken have an effect to all people and the credibility of the government. In carrying out this role, competent employees are needed so it must be ensured that employee development through talent development is carried out with good planning and strategy. The application of talent development and perceptions of employee fairness can affect job satisfaction, task performance, and affective commitment. This research purposes to determine the impact of talent development implementation on job satisfaction, task performance, and employee affective commitment with distributive justice as a mediator and procedural justice as a moderator in the Indonesian Financial Industry Regulatory Institution (LARIK) with structural equa- tion modeling. The research data were obtained from 464 LARIK employees using an online ques- tionnaire. Research has found that talent development has a positive effect on job satisfaction, task performance, and affective commitment. Research also reveals that distributive justice mediates this partial effect. Another result is procedural justice moderating the relationship of distributive justice to job satisfaction, task performance, and affective commitment. Next, the managerial and practical implications of these findings are discussed.
This present research article aims at finding out the influence of leadership and emotional intelligence (EI) on team presentation in the banking, financial services, and insurance (BFSI) organization. It is pertinent for managers to comprehend the features related to emotional intelligence in the current era because competitive advantage is being enhanced through human capital. This study aims at evaluating the association amongst leadership as well EI on team performance. This paper’s field of study concerns how these factors affect the architecture of organisational teams, team performance, and work effectiveness of BFSI organisations. Secondary research is adopted from the managers and the team members of BFSI sector through the interviews and questionnaires with a mixture of both quantitative as well as the qualitative approach. Conferring to paper, there was a positive relationship amongst EI and organizational performance especially for transformational leaders. To underwrite to this mark of current investigation this work examines into the area that concerning the interaction between the leadership styles and emotional intelligence for enhancing team performance in the BFSI market.
Purpose
The study explores the mechanism between employee demand–ability fit and promotability ratings. Moreover, we examine whether political skill moderates the relationship above.
Design/methodology/approach
The present study received 260 effective supervisor-rated questionnaires from various industries in Taiwan.
Findings
The results reveal that employee demand–ability fit positively relates to promotability ratings, and task performance mediates the above relationship. In addition, political skill positively moderates the relationship between employee demand–ability fit and task performance.
Originality/value
We used the supervisor rating for our variables to test the hypotheses.
Organisational Citizenship Behaviour (OCB) encompasses voluntary and discretionary actions by employees that go beyond their formal job descriptions, fostering a collaborative and supportive work environment. This study investigates the impact of OCB on individual performance within organizational settings, exploring dimensions such as altruism, conscientiousness, and civic virtue. By analysing the relationship between OCB and performance metrics, the research highlights how such behaviors enhance productivity, job satisfaction, and interpersonal relationships. The study employs a mixed-methods approach, combining quantitative data with qualitative insights to provide a holistic view of OCB's influence. Findings underscore the pivotal role of fostering OCB through leadership, organizational culture, and recognition systems, ultimately contributing to both employee and organizational success.
Due to the COVID-19 pandemic and Sri Lanka's recent economic downturn, work-from-home (WFH) and long-distance leadership (LDL) have been widely adopted across sectors, raising concerns about their impact on employee performance. This study examines the effects of WFH and LDL on the performance of selected government employees in Sri Lanka using an explanatory sequential mixed-method approach. Quantitative data were collected via structured questionnaires from 197 government employees and analyzed using Partial Least Square Structural Equation Modeling (PLS-SEM). Qualitative data were obtained through in-depth interviews with seven public service employees and analyzed using thematic analysis. Quantitative findings show WFH and LDL positively impact employee performance, with WFH having a more significant influence. Qualitative results corroborate these findings, emphasizing the effectiveness of remote work in enhancing performance. The study suggests government departments should promote remote work environments and invest in robust WFH infrastructure to maximize employee performance, especially when remote work becomes essential.
O objetivo principal deste estudo consistiu em verificar a influência dos valores, da motivação e das recompensas sobre o desempenho dos técnicos-administrativos de uma instituição de ensino superior privada a partir de um modelo estrutural hipotético. A pesquisa de caráter descritivo e com abordagem quantitativa contou com a aplicação de questionário do tipo survey. A amostra foi composta por 418 respondentes do corpo técnico-administrativo. O tratamento dos dados foi realizado por meio de análises estatísticas, baseado na Modelagem de Equações Estruturais com abordagem PLS (Partial Least Square), na verificação das relações entre os construtos. Os resultados da pesquisa confirmaram as relações de influência dos valores sobre a motivação e da motivação sobre o desempenho, com exceção da influência das recompensas sobre o desempenho. As conclusões do estudo indicam que os valores identificados explicam o comportamento motivacional dos técnicos no trabalho, na promoção de um ambiente saudável, justo e uniforme, principalmente no atendimento às necessidades em grupo, o que favorece o desempenho diário e o bom funcionamento da instituição. As recompensas, por sua vez, representam apenas um aspecto presente na relação de trabalho e que há outros fatores presentes na instituição que influenciam o desempenho dos técnicos.
This study is related to how the effect of job satisfaction on organizational citizenship behavior with organizational commitment as an intervening variable at PT Kereta Api Indonesia (Persero) Operation Area VI Yogyakarta. Respondents in this study were 50 employees of PT Kereta Api Indonesia (Persero) Operation Area VI Yogyakarta. Data collection using a questionnaire and the analysis technique used in this study is path analysis. The results showed that the job satisfaction variable had a positive and significant effect on organizational citizenship behavior, the job satisfaction variable had a positive but not significant effect on the organizational commitment variable, and the organizational commitment variable had a positive but not significant effect on the organizational citizenship behavior variable. This study also found that organizational commitment could not mediate the relationship between job satisfaction variables and organizational citizenship behavior variables.
The study aims to investigate Hungarian hotel functional managers’ emotional intelligence and its relation to individual performance within hotel organizations. The relevance of the research comes from the fact that tourism is a key component of the service economy. Hospitality is a 24 h, 7-days a week labour-intensive sector that makes interpersonal relationships challenging for employees (Cudjoe et al., 2023; Ross, 1995; Abdullah et al., 2022) and the working conditions are not ideal (Raub et al., 2006). Constant high work pressures result in high incident levels of burnout, and in high employee turnover (Singh & Woods, 2008; Bakker & Demerouti, 2017). As a result, the hospitality industry is characterised by labour shortages and an ongoing demand for skilled employees (World Travel and Tourism Council, 2021; Hayes & Ninemeier, 2006). The previously described phenomena are also present in the Hungarian hospitality industry. With responsibilities towards guests and subordinates, as well as towards owner(s), hotel middle/functional managers are key figures who try to undertake and balance several roles in order to satisfy this triple mandate. Previous study indicated that he emotional intelligent crutial to cope in work and private life (Kővári et al., 2021; Salem et al., 2023). The question that inspired the research is ‘What makes managers endure and overcome all these demands to perform well even in turbulent circumstances?. This research therefore presents a comparative analysis case where the aim was to explore the relationship between Hungarian hotel function managers’ trait emotional intelligence and their task and contextual performance.
Bibliometric analysis is a quantitative method for examining scientific literature by focusing on its external characteristics.The aim of bibliometric analysis is to examine the steady development of research on employee engagement and performance from 2014-2023. Interest in employee engagement and performance has increased significantly since 2018.The Scopus database yielded a total of 181 papers related to employee engagement and employee performance. Several aspects of the bibliometric analysis were examined, including the total number of citations, the articles, and authors with many citations, the journals with the highest rates of citations, and the global networks of countries active in research. The study shows trends in the yearly growth of publications and the addition of essential keywords in the research domain. It provides information about prestigious academic journals, well-known writers, joint ventures, and countries that are engaged in employee engagement research. With respect to various scholarly works, this material serves to clarify the latest developments. This study provides valuable insights for future researchers since it expertly assesses and analyses the corpus of literature, identifies areas with gaps in knowledge, and proposes new directions for investigation. However, this study's applicability to a wider context is hindered by its exclusive focus on data extraction from a particular database . Although this is an extensive analysis, it does not address all potential perspectives. Future studies may also investigate a variety of other aspects, including organizational culture, leadership, employee motivation, employee voice, and the organizational environment that affect employee engagement.
Mantar yönetimi son yıllarda çalışılmaya başlanmış olan örgütsel davranıştaki güncel konulardan biridir. Bu yönetim biçimi mantar yetiştiriciliğinde olduğu gibi kişileri dışarıdan bağımsız olarak karanlıkta bırakarak yetiştirmek üzerinedir. Bu yönetimin hakim olduğu örgütlerde üstler astlarına verdikleri işin açıklamasını yapmadan görevlerini tamamlamalarını istemektedirler bu durumda düzgün bilgi akışı olmadığı için bilgi asimetrisi oluşmaktadır. Bu ortamda yöneticiler de kimseye sormadan karar alabilmektedir (Mar, 2011). Buna bağlı olarak havacılık alanında da hiç çalışma yapılmayan bu konunun yer hizmetleri çalışanları üzerindeki etkileri gözlemlenmek istenmiş ve bu çalışma yapılmıştır. Araştırmamızda havalimanı yer hizmetleri çalışanları evren olarak alınmış, İstanbul’da bulunan Sabiha Gökçen Havalimanı ve İGA (İstanbul Havalimanı) çalışanları örneklem olarak seçilmiştir. Örneklemde 91 deneğe anket formu ulaştırılmış ve hatalı anket olmadığı için tamamı araştırmaya dahil edilmiştir. Araştırmada Frekans Analizi ve demografik veriler ile mantar yönetiminin alt başlıkları arasındaki ilişkiyi incelemek için Pearson korelasyon analizi kullanılmıştır. Analizler sonucu Mantar Yönetimi alt başlıkları olan “Yetersiz Bilgi Paylaşımı”, “Güç Kaybı Endişesi”, “Yetersiz İletişim” ve “Katılımcı Yönetim Eksikliği” ile demografik veriler olan, yaş, cinsiyet, medeni durum ve tecrübe durumu arasındaki ilişkilere bakılmıştır.
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