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"Job performance"
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Factor analysis-validated comprehensive employee job performance scale
Purpose
The purpose of this paper is to develop an employee job performance (EJP) scale questionnaire that encompasses the job time, job quality and job quantity dimensions of employee performance.
Design/methodology/approach
In this study, the questionnaire questions were first validated using exploratory factor analysis (EFA) and then confirmatory factor analysis (CFA) along the three performance dimensions. The research samples were auto-parts assembly line workers. The factor analysis results confirmed the validity of the questionnaire as a reliable employee performance evaluation tool, as evidenced by the composite reliability (CR) and the average variance extracted (AVE).
Findings
The questionnaire questions identified three factors of EJP, namely, job time, job quality and job quantity, with 13 items. The factor analysis results confirmed the validity of the questionnaire as a reliable employee performance evaluation tool, as evidenced by a CR of 0.894 and AVE of 0.739, in addition to χ2=63.340, df=54, p=0.180, goodness of fit index=0.976, adjusted goodness of fit index=0.960, RMSEA=0.021 and root mean square residue=0.014.
Research limitations/implications
The EJP scale questionnaire was examined using only EFA and CFA. These scales are expected to help academics, researchers and practitioners test theories. Because of the features of the sample, the final results should be considered carefully.
Practical implications
Importantly, the factor analysis results suggest that the proposed EJP scale questionnaire can be applied to various industries and settings either as is or with minimal modifications.
Originality/value
The EJP questionnaire is novel and can serve as an excellent EJP tool to measure employees’ behavioral output. The questionnaire can provide empirical data on employee performance output based on the employee’s perspective.
Journal Article
An Evidence-Based Model of Work Engagement
Employees who are engaged in their work are fully connected with their work roles. They are bursting with energy, dedicated to their work, and immersed in their work activities. This article presents an overview of the concept of work engagement. I discuss the antecedents and consequences of engagement. The review shows that job and personal resources are the main predictors of engagement. These resources gain their salience in the context of high job demands. Engaged workers are more open to new information, more productive, and more willing to go the extra mile. Moreover, engaged workers proactively change their work environment in order to stay engaged. The findings of previous studies are integrated in an overall model that can be used to develop work engagement and advance job performance in today's workplace.
Journal Article
Peak performance under pressure : lessons from a helicopter rescue doctor
Drawing on 20 years of leadership experience in high pressure emergency medical and rescue situations, the author describes the consequences of pressure, both positive and negative, and teaches the strategies we need to attain states of peak performance.
Book
How and When Does Customer Orientation Influence Frontline Employee Job Outcomes? A Meta-Analytic Evaluation
Previous research has conceptualized and modeled customer orientation (CO) in one of two ways: as a psychological phenomenon antecedent to critical job states (i.e., stress and engagement) or as frontline employee behaviors that are caused by these same job states. Building on meta-analytic data, this study finds greater support for the causal relationships implied by a psychological construal of the construct and reveals that CO influences frontline employees'job outcomes through its effects on stress and engagement. Moderation analyses also indicate that CO's influence on model variables is stronger when frontline employees' customer workloads increase and is weaker as the need for customer persuasion increases. These findings contradict widely held assumptions rooted in a behavioral view of CO—namely, that CO is a consequence of job states, a proximate determinant of job outcomes, and most beneficial when ample opportunity for customer engagement exists. Overall, the results support a broadened perspective that recognizes that CO improves job outcomes because it enhances frontline employees' psychological welfare in addition to being good for business. These findings suggest that managers should consider CO an important criterion in frontline employee decisions, recognize CO as beneficial when limited opportunity for customer engagement exists, and avoid efforts to curtail CO's costs at the frontline employee level.
Journal Article
The Impact of Caring Climate, Job Satisfaction, and Organizational Commitment on Job Performance of Employees in a China's Insurance Company
This research uses structural equation modeling (SEM) to examine the direct and indirect relationships among caring climate, job satisfaction, organizational commitment, and job performance of 476 employees working in a Chinese insurance company. The SEM result showed that caring climate had a significant direct impact on job satisfaction, organizational command, and job performance. Caring climate also had a significant indirect impact on organizational commitment through the mediating role of job satisfaction, and on job performance through the mediating role of job satisfaction and organizational commitment. In addition, job satisfaction had significant direct impact on organizational commitment, through which it also had a significant indirect impact on job performance. Finally, organizational commitment had a significant direct impact on job performance.
Journal Article
Is too much work engagement detrimental? Linear or curvilinear effects on mental health and job performance
Most studies report a positive relationship of work engagement with health and job performance, but, occasionally, a \"dark side of engagement\" has also been uncovered. The current study examined two hypotheses: whether work engagement has (1) a U-shaped curvilinear relation with psychological distress and (2) an inverted U-shaped curvilinear relation with job performance (i.e., in-role performance and creative behavior). A two-wave longitudinal Internet survey with a time lag of seven months was conducted among 1,967 Japanese employees. To test our hypotheses, we used a two-wave panel design and examined the lagged and concurrent relations between work engagement and both outcomes. The results confirmed that work engagement had a curvilinear relation with psychological distress concurrently; a favorable effect was found initially, but this disappeared at intermediate levels of work engagement, and, at higher levels, an adverse effect became prominent. In addition, work engagement had a curvilinear relation with in-role performance both concurrently and longitudinally; the higher the levels of work engagement, the stronger the favorable effects on in-role performance. However, contrary to our expectations, work engagement had a linear relation with psychological distress longitudinally and with creative behavior both concurrently and longitudinally. Hence, our results suggest that work engagement plays a different role in health enhancement compared to performance enhancement. Leveling-off and adverse effects of high work engagement were observed for psychological distress in the short and not in a long run. In contrast, no leveling-off effect of high work engagement was observed for job performance. Thus, except for the short-term effect on psychological distress, no dark side of work engagement was observed for psychological distress and job performance.
Journal Article