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Article
Publication date: 1 April 1999

Nelda Spinks, Barron Wells and Melanie Meche

Examines the role of appraisals as a way of improving productivity and effectiveness within successful organizations. Identifies ways in which appraisals help both employers and…

9294

Abstract

Examines the role of appraisals as a way of improving productivity and effectiveness within successful organizations. Identifies ways in which appraisals help both employers and employees. Suggests that there is room for improvement in most performance appraisals and discusses various ideas. Computer software is one of the ways in which performance appraisals can be dealt with more proficiently. This article evaluates the three leading software programs available currently and provides a comparison of the features. Concludes that the products do not solve all the problems encountered in performance appraisals, but do give structure to the process and make this sort of appraisal easier to conduct.

Details

Career Development International, vol. 4 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 1 April 1997

Barron Wells and Nelda Spinks

Managers spend much time in counselling employees. Examines this process, which demands careful use of a manager’s performance counselling, namely, disciplinary counselling…

3671

Abstract

Managers spend much time in counselling employees. Examines this process, which demands careful use of a manager’s performance counselling, namely, disciplinary counselling, grievance counselling and performance appraisal counselling.

Details

Career Development International, vol. 2 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 1 June 2005

Jui‐Chen Chen and Colin Silverthorne

This study aims to test the Hersey and Blanchard Situation Leadership Theory (SLT) of leadership effectiveness and the impact of the degree of match between leadership style and…

43217

Abstract

Purpose

This study aims to test the Hersey and Blanchard Situation Leadership Theory (SLT) of leadership effectiveness and the impact of the degree of match between leadership style and employee readiness level on a variety of measures of leadership outcomes.

Design/methodology/approach

The measures used were employee job satisfaction, job performance, job stress, and turnover intention. SLT argues that an effective leader adopts a leadership style according to the ability and willingness of subordinates for a given task.

Findings

The results did not support SLT predictions that an appropriate match between leadership style and subordinate readiness results in higher levels of subordinate job satisfaction and performance and lower levels of job stress and intention to leave. However, the results did partially support SLT in that, the higher the leader's leadership score, the more effective is the leader's influence. However, the leadership score did not predict job performance. There was a positive correlation between ability and willingness, employee job satisfaction, and job performance. Employee willingness positively correlated with job satisfaction and job performance and was negatively correlated with turnover intention.

Research limitations/implications

The findings from this study apply to the Taiwan culture and may or may not apply to other “Chinese” and non‐Chinese cultures.

Practical implications

The use of the SLT in Taiwan is very widespread, so this study provides empirical evidence of its value when used in Taiwan as a tool to develop and use effective and appropriate leadership abilities.

Originality/value

Few studies have attempted to explore the value of SLT in general and in non‐Western cultures in particular. This study expands our knowledge of leadership issues to an Eastern culture and explores the theory's effectiveness related to several organizational factors.

Details

Leadership & Organization Development Journal, vol. 26 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 2 March 2015

Tahir Ahmad, Faiza Farrukh and Sana Nazir

The purpose of this paper is to conduct to investigate the factors that enhance employee's performance at workplace. To observe intrinsic feature capacity building and extrinsic…

6197

Abstract

Purpose

The purpose of this paper is to conduct to investigate the factors that enhance employee's performance at workplace. To observe intrinsic feature capacity building and extrinsic features such as supervisory support and organizational support for career development (OSCD) role in employee's productivity.

Design/methodology/approach

Quantitative research approach was used; middle level employees of banking industry were selected for analyzing this concept. Reliability and validly of 45 items were ensured and SPSS version 20 was used for model testing by multiple regression analysis technique.

Findings

Research outcomes depict that supervisory support and OSCD development does not impact significantly on employees performance of banking sector, whereas capacity building of an individual employee leads to enhance his/her performance.

Research limitations/implications

Capacity building of employee's leads to enhance performance as justified by this research, however, cannot be achieved without providing support for career development to their employees. Therefore, impact of organizational support on capacity building of employee's may be interest corner for researchers.

Originality/value

Observed capacity building positive has impact on employee's performance along with the external factors with statistically significant measures.

Details

Industrial and Commercial Training, vol. 47 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 7 March 2024

Liang Hong and Siti Rohaida Mohamed Zainal

Researcher agreed that job performance has a positive effect on productivity as well as an organisation’s efficiency. Thus, this study aims to investigate the impact of…

Abstract

Purpose

Researcher agreed that job performance has a positive effect on productivity as well as an organisation’s efficiency. Thus, this study aims to investigate the impact of mindfulness skill, inclusive leadership (IL), employee work engagement and self-compassion on the overall job performance of secondary school teachers in Hong Kong. It then evaluates the mediating effect of employee work engagement between the relationships of mindfulness skill, IL and job performance, as well as the moderate effect of self-compassion between the relationships of mindfulness skill, IL and employee work engagement.

Design/methodology/approach

The sample comprised 263 teachers working from three secondary schools in Sha Tin, Hong Kong. The data was then analysed using Smart PLS version 4.0.9.

Findings

The results showed significant positive relationships between mindfulness skill and IL towards employee work engagement and between employee work engagement and job performance; meanwhile, there emerged a significant effect on the relationship between mindfulness skill and IL towards job performance. Furthermore, this research has confirmed that self-compassion did not moderate the relationship between mindfulness skill, IL and employee work engagement, but employee work engagement plays a mediating effect on the relationship between mindfulness skill, IL and job performance.

Originality/value

This research has helped to fill the literature gap by examining the mediating roles of employee work engagement and mediator role of self-compassion in the integrated relationship of multi-factor and job performance. Examining the mediating role of employee work engagement has helped to enhance the understanding of the underlying principle of the indirect influence of mindfulness skill, IL and job performance. The result of this research shows that self-compassion plays a vital role in influencing the employees’ work engagement. Hence, it is important that companies design human resource management policy that enables self-compassion to be used as a consideration psychological-related strategy when structing organisation or teams. It is also crucial for top management and policymakers to define and communicate the organisation’s operating principle, value and goals.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 1 February 1990

Luis R. Gomez‐Mejia

The role of performance appraisal and rewardsystems in enhancing employee performance isdiscussed. A model is presented which arguesthat feedback is a powerful instrument in…

4735

Abstract

The role of performance appraisal and reward systems in enhancing employee performance is discussed. A model is presented which argues that feedback is a powerful instrument in performance enhancement. Performance appraisal should provide a clear and realistic indication of the work that must be accomplished, performance expectations, and feedback on performance against expectations. The key dimensions that must be taken into account when designing such a system are outlined.

Details

Personnel Review, vol. 19 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 19 March 2024

Rajasekhar David, Sharda Singh, Sitamma Mikkilineni and Neuza Ribeiro

Today’s competitive business world presents unanticipated challenges to enterprises worldwide. So, the well-being of the employees may be a sustained competitive edge for…

Abstract

Purpose

Today’s competitive business world presents unanticipated challenges to enterprises worldwide. So, the well-being of the employees may be a sustained competitive edge for corporations in improving employee performance. Positive psychology served as the foundation for this study, investigating the interplay between employee well-being and task performance by incorporating organizational-specific factors like organizational virtuousness (OV) and individual-specific factors such as Psychological Capital (PsyCap).

Design/methodology/approach

In total, 639 dyadic responses were gathered from the banking sector, encompassing employees in both private and public banks in India, along with their immediate supervisors. The hypotheses were subsequently examined by applying Structural Equation Modeling (SEM).

Findings

OV and PsyCap are considerably associated with the well-being of employees and task performance, according to the findings. Employee well-being mediates the relationships between the perceptions of Organizational Virtuousness (OV) and task performance, as well as between PsyCap and task performance.

Research limitations/implications

The intense competition and series of scandals in Indian banks urge the introduction of some behavioral precautionary measures. Banks need to understand and intervene in positive organizational behavior and help the employees build strong PsyCap to enhance their well-being and task performance to gain a competitive edge.

Originality/value

The present study integrated Positive Organizational Behavior (POB) and Positive Organizational Scholarship (POS) to enhance work performance.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 May 1993

R. Bruce McAfee and Paul J. Champagne

Examines performance management, a strategy for improving employeeperformance and productivity. This approach involves three components:performance planning, performance

6305

Abstract

Examines performance management, a strategy for improving employee performance and productivity. This approach involves three components: performance planning, performance management, and performance appraisal. Describes how several different firms have implemented this approach. Also outlines four elements for successfully implementing a performance management system.

Details

Journal of Managerial Psychology, vol. 8 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 15 February 2024

Cameron Sumlin, Mauro J. J. De Oliveira, Richard Conde and Kenneth W. Green

The purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and…

Abstract

Purpose

The purpose of this study is to determine whether the implementation of a performance management system comprising some traditional management practices (management process and organizational behavior modification) lead to an ethical organizational environment and improved employee performance.

Design/methodology/approach

A structural model is theorized and assessed using data from samples of full-time employees in the USA and Brazil. Partial least squares–structural equation modeling is used.

Findings

The findings of this study suggest that management process and organizational behavior modification directly and positively impact the ethical environment, and the ethical environment directly and positively impacts employee performance. The management process and organizational behavior modification indirectly impact employee performance through an ethical environment.

Research limitations/implications

Although this theorized model was tested and provided significant results for implementing the management practices suggested, it is strongly recommended that other random data samples be used to analyze the theorized model and assess to reconfirm the results. In addition, incorporating the ethical environment construct within a larger model that includes other potential antecedents, such as management principles, and other potential outcomes, such as organizational commitment, job satisfaction and workplace optimism, is recommended.

Practical implications

This study provides management practitioners with empirical evidence that implementing a performance management system consisting of the management process and organizational behavior modification will enhance both the ethical environment and organizational trust, which, in turn, will lead to improved individual employee performance. Based on the theoretically and statistically supported framework, managers can improve the performance of their subordinates. The results further support the assertions that managers must implement the management process along with organizational behavior modifications to improve employee performance through an ethical environment and organizational trust

Social implications

The general conclusion from this study is that good management practices in the form of the management process and organizational behavior modification are inherently ethical. Furthermore, when implemented and consistently maintained by managers, these practices will result in an organizational environment that supports ethical behavior and engenders a high level of trust. The results of this study demonstrate a significant contribution to the existing literature, in that good management is tied, in fact, directly to ethics and trust.

Originality/value

The results provide evidence that good management in the form of the management process and organizational behavior modification yields both a positive ethical environment and improved employee performance. Practitioners are provided with evidence that reaffirms the need to define expectations for employees and to provide the necessary resources and positive reinforcement to fulfill the expectations. This study is one of the first to directly assess the impact of traditional management practices on an ethical environment.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 2 February 2024

Chenxiao Wang, Qingpu Zhang, Lu Lu and Fangcheng Tang

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an…

Abstract

Purpose

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

Design/methodology/approach

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Findings

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

Practical implications

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

Originality/value

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

1 – 10 of over 126000