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Existing literature on the impact of intrapreneurial behavior on performance has been largely focused on individual and organizational-level performance. As a matter of conjecture, managers are assumed to display higher competence than their subordinates (operational staff) in marketing organisations. Empirical evidence is scanty on the comparison/s between managers and operational staff, on the influence of intrapreneurial behaviors on task and contextual performance in pharmaceutical marketing organisations. This paper builds on role theory to examine employee-level differences (managers vs operational staff) by testing the influence of intrapreneurial behaviors on task and contextual performance in a pharmaceutical marketing context. Covariance-based multigroup structural equation modelling in LISREL was used to develop the model and address this gap. Data was collected using a self-reported online questionnaire from 220 participants composed of managers (n=58) and operational staff (n=162) in the pharmaceutical marketing industry in Nigeria. Confirmatory factor analysis established the validity of constructs. Multigroup confirmatory factor analysis established configural invariance among the groups, justifying a multigroup analysis. Intrapreneurial behavior positively influenced task and contextual performance in the general path model. Risk-taking behavior had no impact on task and contextual performance. Managers showed stronger proactive behavior on task and contextual performance compared to operational staff, while the latter group had stronger innovative behavior impact on task performance only. The study identified the low risk-taking propensity of employees as a gap in intrapreneurial behavior. Therefore, it proposes risk management training for both managers and operational staff. The study concludes that intrapreneurial behavior aligns more with proactivity for managers, while operational staff tend to be more innovative toward their core responsibilities.

Previous research has shown that job insecurity is linked to a range of performance outcomes, but the number of studies exploring this relationship is still limited and the results are somewhat mixed. The first aim of this study was to meta-analytically investigate how job insecurity is related to task performance, contextual performance, counterproductive work behavior, creativity, and safety compliance. The second aim was to test two method-related factors (cross-sectional vs. longitudinal associations and self- vs. supervisor-ratings of performance) and two macro-level indicators of social protection (social welfare regime and union density) as moderators of these associations. The results show that job insecurity was generally associated with impaired employee performance. These findings were generally similar both cross-sectionally and longitudinally and irrespective of rater. Overall, the associations between job insecurity and negative performance outcomes were weaker in welfare regimes characterized by strong social protection, whereas the results concerning union density produced mixed results. A majority of the findings confirmed the negative associations between job insecurity and types of employee performance, but future research is needed to elaborate on the effects of temporal aspects, differences between ratings sources, and further indicators of social protection in different cultural settings in the context of job insecurity.

We draw on eight different lab and field samples to delineate the effects of expressed humility on several important organizational outcomes, including performance, satisfaction, learning goal orientation, engagement, and turnover. We first review several literatures to define the construct of expressed humility, discuss its implications in social interactions, and distinguish expressed humility from related constructs. Using five different samples, Study 1 develops and validates an observer-report measure of expressed humility. Study 2 examines the strength of expressed humility predictions of individual performance and contextual performance (i.e., quality of team member contribution) relative to conscientiousness, global self-efficacy, and general mental ability. This study also reveals that with regard to individual performance, expressed humility may compensate for lower general mental ability. Study 3 reports insights from a large field sample that examines the relationship between leader-expressed humility and employee retention as mediated by job satisfaction and employee engagement as mediated by team learning orientation. We conclude with recommendations for future research.

Background Healthcare organisations face major challenges to keep healthcare accessible and affordable. This requires them to transform and improve their performance. To do so, organisations must influence employee job performance. Therefore, it is necessary to know what the key dimensions of job performance in healthcare are and how these dimensions can be improved. This study has three aims. The first aim is to determine what key dimensions of job performance are discussed in the healthcare literature. The second aim is to determine to which professionals and healthcare organisations these dimensions of job performance pertain. The third aim is to identify factors that organisations can use to affect the dimensions of job performance in healthcare. Methods A systematic review was conducted using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement. The authors searched Scopus, Web of Science, PubMed, and Google Books, which resulted in the identification of 763 records. After screening 92 articles were included. Results The dimensions – task, contextual, and adaptative performance and counterproductive work behaviour – are reflected in the literature on job performance in healthcare. Adaptive performance and counterproductive work behaviour appear to be under-researched. The studies were conducted in different healthcare organisations and pertain to a variety of healthcare professionals. Organisations can affect job performance on the macro-, meso-, and micro-level to achieve transformation and improvement. Conclusion Based on more than 90 studies published in over 70 journals, the authors conclude that job performance in healthcare can be conceptualised into four dimensions: task, contextual and adaptive performance, and counterproductive work behaviour. Generally, these dimensions correspond with the dimensions discussed in the job performance literature. This implies that these dimensions can be used for further research into job performance in healthcare. Many healthcare studies on job performance focus on two dimensions: task and contextual performance. However, adaptive performance, which is of great importance in constantly changing environments, is under-researched and should be examined further in future research. This also applies to counterproductive work behaviour. To improve job performance, interventions are required on the macro-, meso-, and micro-levels, which relate to governance, leadership, and individual skills and characteristics.

Occupational future time perspective (OFTP) refers to employees' perceptions of their future in the employment context. Based on lifespan and organizational psychology theories, we review research on OFTP and offer a meta-analysis of antecedents and outcomes of OFTP (K = 40 independent samples, N = 19,112 workers). Results show that OFTP is associated with individual characteristics and personal resources, including age (ρ = −0.55), job tenure (ρ = −0.23), organizational tenure (ρ = −0.25), educational level (ρ = 0.16), and self-rated physical health (ρ = 0.16), as well as job characteristics, such as job autonomy (ρ = 0.22). Moreover, OFTP is related to important work outcomes, including job satisfaction (ρ = 0.28), organizational commitment (ρ = 0.41), work engagement (ρ = 0.22), retirement intentions (ρ = −0.37), and work continuance intentions (ρ = 0.16). OFTP is also related to task (ρ = 0.11) and contextual performance (ρ = 0.20). Additional analyses show that OFTP predicts job attitudes and work performance above and beyond the effects of another developmental regulation construct, selection, optimization, and compensation strategies. Overall, the findings of our meta-analysis suggest that OFTP is an important construct in the context of an aging workforce.

Purpose Since 2005, various public and private sector institutions have been offering a postgraduate degree in Library and Information Management (LIM) in Pakistan and a good number of professionals working in different sectors have got MPhil degree. However, locally, no study has been conducted to measure the impact of higher education on the job performance of information professionals (IPs) in any aspect. The purpose of this paper is to measure job performance of MPhil degree (18 years of education) holder IPs. Design/methodology/approach It is a quantitative study based on the theoretical framework of job performance comprised of its four constructs, i.e. task performance, contextual performance, counterproductive work behaviors (CWB) and adaptive performance. An adopted self-administered questionnaire was used to collect data from professionals who have graduated from any LIM schools of the Punjab province with at least one-year work experience after completion of MPhil degrees. For the purpose of the present study, demographic information like age, job experience and library context was also asked about to explore their impact on job performance. Findings Findings revealed that MPhil degree has a significant positive impact on the job performance of IPs. The professionals reported a significant positive change in their CWB regarding experience after getting a degree. Furthermore, results revealed that professionals were capable of technical skills but needed training regarding time management, teamwork and improving emotional intelligence. Originality/value This is the first study reported from Pakistan on the subject. The results of the study may help the LIM schools to review their MPhil programs for the desired results. It may also help organizations to encourage their personnel for higher education.

This research aims to examine the role of self-efficacy and work engagement on the contextual performance of special guidance teachers in inclusive schools. Participants in this research were 101 special guidance teachers consisting of 86 women, 15 men; 22 people aged <30 years, 87 people aged 30-50 years, and 3 people aged >50 years. The data was collected through three scales, namely the self-efficacy scale, the modified UWES scale, and the contextual performance scale and was analysed using the linear regression technique on SPSS 25.00. The results showed that self-efficacy and work engagement together have a significant relationship to contextual performance with a magnitude of 31.2%. Partially, self-efficacy has a very significant role on contextual performance, with a magnitude of 13, 2%; likewise, work engagement has a very significant role in contextual performance with a magnitude of 16,7%. These results have implications on how organisations may improve special guidance teachers' contextual performance by enhancing their self-efficacy and work engagement.

Job performance is considered the “ultimate dependent variable” in human resource management, turning its assessment into a capital issue. The present study analyzes the functioning of a brief 18-item self-report scale, the Individual Work Performance Questionnaire (IWPQ), which measures the main dimensions of job performance (task performance, contextual performance, and counterproductive behaviors) in a wide variety of jobs. Participants were 368 employees who voluntarily answered a questionnaire including the IWPQ, other performance scales, and the NEO-FFI. Descriptive statistics, exploratory structural equation modeling, and correlations were performed. Results show that the IWPQ has a tridimensional structure with adequate reliability, exhibits significant associations with other measures of performance, and its association with personality traits is similar in terms of direction and strength of the correlations between other job performance measures and personality. We conclude that the IWPQ is an adequate measure of job performance but with emphasis on behaviors aimed toward organizations.

This article seeks to explore the effectiveness of a comprehensive performance management system in terms of employee performance. Besides, the mediating effect of work engagement was also examined. The performance management system effectiveness (PMSE) was determined by the extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285 employees was selected from various branches of private banks located across Pakistan. A structured questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the Pakistani context. The results indicated a significant impact of PMSE and work engagement on task and contextual performance of employees. Also, complementary mediation of employee work engagement in the relationship between PMSE and employee performance (in terms of task and contextual performances) was also supported. The findings of the research are helpful for the development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that a comprehensive PMSE model including the perception of fairness as a mandatory part, may be introduced for employees’ enhanced work engagement and task/contextual performance. The mediating relationship of work engagement has established the process of PMSE for the task and contextual performances of employees, which is a valuable contribution of the study.

Pro-social rule breaking (PSRB) is a form of constructive deviance characterized by volitional rule breaking in the interest of the organization or its stakeholders. Over the course of three studies, we developed a generalizable measure of PSRB and placed it in a nomological network with personality, workplace perceptions, counterproductive behaviors, and task and contextual performance ratings made by supervisors and coworkers. Results indicate that PSRB is negatively related to task performance ratings across both sources despite its pro-social motivation intended to help the organization. Potential directions for future research concerning reactions to constructive deviance are discussed.