Search results
1 – 10 of 30
Abstract
Details
Keywords
Abstract
Details
Keywords
Abstract
Details
Keywords
Shani Pindek, David J. Howard, Alexandra Krajcevska and Paul E. Spector
Surprisingly, most studies have failed to demonstrate a strong correlation between organizational constraints (conditions at work that make doing a job difficult) and job…
Abstract
Purpose
Surprisingly, most studies have failed to demonstrate a strong correlation between organizational constraints (conditions at work that make doing a job difficult) and job performance. The purpose of this paper is to challenge the view that constraints are a direct barrier on performance and take an alternative approach whereby constraints have an indirect effect via decreased motivation and increased workload. Further, differential effects of various constraints are examined.
Design/methodology/approach
Qualitative and quantitative data were collected from 660 engineers licensed in the state of Florida using a single online survey.
Findings
Qualitative results showed that the most commonly experienced constraints were from coworkers and organizational rules and procedures. Constraints identified as having a greater detrimental effect on motivation are from the supervisor, and organizational rules and procedures. Quantitative results supported an indirect effects model that includes an indirect path via motivation, and a path via workload, which had a curvilinear component.
Originality/value
This is one of few studies to explain the relationship between constraints and performance, rather than simply estimate it. The use of mixed methods allows us to gain an in-depth understanding of constraints, and the convergence of findings across the methods increases confidence in this study’s results.
Details
Keywords