Search results

Research has shown that employee commitment is an important factor in performance. Research into student commitment in the university context is less common and only few studies explore the different components and foci of commitment. The purpose of this paper is to examine the meaning of students’ commitment in the university context.

Based on a survey of 530 students, the results confirmed that, similar to the work context, different components and foci of commitment exist.

Commitment to the university is primarily positively related to extra-role performance. Commitment to the study subject is positively related to both in-role and extra-role performance. Affective commitment to the university shows the strongest relationship with extra-role performance. However, there is a potential conflict between the two types of performance. The relationship between affective commitment to the university and extra-role performance decreases for students with a high intention to study efficiently as an indicator of in-role performance.

The paper concludes that universities should strive to improve their students’ commitment, especially affective commitment to encourage a balance of both in-role and extra-role performance.

This study looks into different foci and components of commitment and the potential for conflict for students between in-role and extra-role performance. The study has shown that commitment to the university and to the study subject likely enhances students’ in-role and extra-role performance; both of which are important to numerous stakeholders in the education context. As in other contexts, affective commitment has been shown to be the most powerful predictor of performance. This knowledge can help universities target their resources when trying to foster student commitment. However, because students might feel that extra-role performance is in conflict with in-role performance, universities might want to emphasize the benefits of both types of performance.

The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.

The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.

Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).

The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.

This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.

This study aims to investigate the influence of illegitimate tasks on frontline hospitality employees’ in-role and extra-role performance via the mediating role of thriving at work and the moderating role of work centrality.

Survey data were collected from 264 supervisor–subordinate pairs from three hotels in Jiangsu, China and analyzed using structural equation modeling.

Illegitimate tasks negatively affected hospitality employees’ in-role and extra-role performance by inhibiting thriving at work. In addition, work centrality strengthened the impact of illegitimate tasks on thriving at work and their indirect effect on in-role and extra-role performance via reduced thriving at work.

First, managers should avoid assignment of unnecessary tasks. However, many tasks that could be viewed as illegitimate must still be performed; the results demonstrate that managers must be mindful of how such tasks are assigned and to whom, and should take steps to minimize and/or manage potential negative reactions to illegitimate tasks.

This study enriches the illegitimate tasks literature by examining its influence on the frontline hospitality employees’ in-role and extra-role performance and highlights a novel mediating mechanism linking illegitimate tasks and employee performance using conservation of resource theory. In addition, this reveals the novel moderating effect of work centrality.

The purpose of this paper is to understand the impact of virtualness on extra‐role performance within software development teams and the moderating effect of task interdependence on this relationship.

Data were collected from 192 software professionals from 33 software development teams. Teams were taken as the unit of analysis. Extra‐role performance was measured using organizational citizenship behavior (OCB) scale and task interdependence within the team was measured by interdependence scale developed by Pearce and Gregersen. Virtualness was measured using an objective measure developed by the authors. Regression was used to study the moderation and main effects.

Virtualness negatively influenced overall extra‐role performance within the team. In terms of individual dimensions, virtualness had a negative influence on extra‐role performances directed towards team as an entity (civic virtue and generalized compliance) but it had no impact over extra‐role performances directed towards other team members (altruism and courtesy). Although task interdependence had a positive impact on OCBs, it did not moderate the relationship between virtualness and OCBs.

The findings will help teams understand the need to manage virtualness within the team in order to increase extra‐role performance among its members.

The authors have developed an objective method to compute virtualness within the team context. The moderating effect of task interdependence on the relationship between virtualness and extra‐role performance has been studied for the first time and is documented in this paper.

The purpose of this paper is to explore the effects of different reward programs on in‐role and extra‐role behaviour; and to investigate whether specific reward programs can be designed to enhance both in‐role and extra‐role behaviour simultaneously.

Semi‐structured in‐depth interviews were conducted on a total of 11 employees from four different fashion retail outlets. Informants consisted of employees from different positions within these organizations (i.e. store manager, assistant store manager and sales associates) to provide researchers with possibly differing viewpoints. Interviews were content analysed and classified, according to emerging themes.

Certain reward programs, namely individual and group financial incentives motivated sales associates to engage in both in‐role and extra‐role behaviour simultaneously. Further, compared to formal recognition programs, informal reward programs (individual financial incentives, individual social recognition and group social recognition) appeared to be more effective in motivating sales associates to enhance their in‐role and extra‐role performance.

This paper contributes to a better understanding of the effects of different reward programs and their administration on in‐role and extra‐role performance of retail sales associates.

The purpose of this paper is to develop a conceptual model that discerns when and how extra role behaviors result in positive versus negative outcomes for individuals and organizations. The focus is on how employees' citizenship identities shape extra‐role behaviors which include both organizational citizenship behaviors (OCBs) and contextual performance behaviors (CPBs).

The paper uses role identity theory as the theoretical lens to develop the model of extra‐role behaviors, distinguishing between OCBs and CPBs.

While extra‐role behaviors are generally associated with positive organizational functioning, these behaviors also have been linked to negative individual outcomes, such as work‐family conflict, role overload, and reduced task performance. Based on previous research and theory, a conceptual model is developed that explains when extra‐role behaviors will occur, when and why these behaviors will be internalized as an identity, and how identities affect whether employees engage in OCBs or CPBs. Further, the paper examines the influence of these extra‐role behaviors on long term positive and negative outcomes.

The main research implication of this paper is the use of role identity theory to further understanding of the nature of extra‐role behaviors.

The paper aims to offer a comprehensive theoretically based model to explain OCBs and incorporates research conducted to date to develop the model.

Performance pressure is unavoidable in the career of any frontline employee in the service industry, yet the authors have little understanding of the dualistic nature of performance pressure. This study aims to distinguish between challenge performance pressures and hindrance performance pressure and to investigate the effect of challenge/hindrance performance pressure on in-role/extra-role service performance through distinct emotional-labor-strategy mechanisms.

Study 1 conducted exploratory and confirmatory factor analyses and developed a performance pressure scale. To test the predictive validity of this scale, Study 2 used data from 178 frontline employees based on diary and experience sampling spanning 18 consecutive calendar days.

Findings revealed that surface/deep acting mediated the relationship between hindrance/challenge performance pressure and in-role/extra-role service performance. Calling moderated the relationship between emotional labor and service performance. The relationship between surface acting and in-role service performance was weaker in the higher calling condition, whereas the relationship between deep acting and extra-role service performance was weaker in the higher calling condition.

Service organizations should motivate employees to preserve more challenge performance pressure rather than hindrance performance pressure through establishing a reasonable performance target system. Furthermore, organizations can encourage employees to provide more extra-role services for customers through establishing an emotional support system, so as to enhance customer satisfaction.

To the best of the authors’ knowledge, this study is a pioneering effort to develop a dualistic performance pressure scale and explore the impact mechanism and boundary conditions of performance pressure on service performance in the presence of emotional labor.

This study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance.

This study uses data from 422 employees of 68 companies.

SRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models.

This study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance.

This study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.

This study investigated the in-role and extra-role performance of male and female teachers. Multigroup Analysis is applied to the unique combination of independent variable time pressures, mediating variable psychological empowerment and dependent variable teacher in-role and extra-role performance.

The reason for employing a distinctive methodology is because of male and female characteristics. In addition, data were gathered during COVID-19 using convenient sampling techniques from male and female teachers working in Pakistani higher education institutions.

The results showed that time has a significant impact on how well male and female teachers do their jobs. According to the gendered characteristics, psychological empowerment significantly intervenes between time pressure and teacher performance. Furthermore, the result provides policymakers with guidelines while assigning the task to teachers.

This article highlighted the issues of performance under time pressure imposed by an educational institution's employer and developed the mechanism for effective and efficient policies to improve the performance of teachers.

Under the lens of the cognitive theory of load, this study contributes to the literature on time pressure, psychological empowerment and teacher performance by introducing a novel concept and novel research framework.

The purpose of this paper is to investigate the potential mediators that operate in the black box between high-performance work systems (HPWS) and employee outcomes.

The relationships the authors developed were assessed via data obtained from a time-lagged sample of customer-contact employees and their direct supervisors in the Romanian hotel industry. The study employed bias-corrected bootstrapping analysis to gauge the mediating effects.

The findings reveal that psychological capital mediates the impact of HPWS on work engagement. As hypothesized, both psychological capital and work engagement mediate the impact of HPWS on quitting intentions, creative performance and extra-role performance. In short, the findings underscore both psychological capital and work engagement as the two mediators that operate in the black box between HPWS and the aforesaid employee outcomes. In addition, the empirical data support the impact of work engagement in the intermediate linkage between psychological capital and these outcomes.

The study enhances current knowledge on HPWS by examining the potential mediators between HPWS and motivational outcomes and job outcomes.