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Article
Publication date: 30 August 2022

S. Koza Çiftçi and Engin Karadag

The aim of this study is to analyze whether or not the interaction between academicians' cultural and social capitals has effects on their individual work performance.

Abstract

Purpose

The aim of this study is to analyze whether or not the interaction between academicians' cultural and social capitals has effects on their individual work performance.

Design/methodology/approach

A structural model was developed in the study to test the correlations between cultural capital, social capital and individual work performance. The data of the study were collected from 2,855 academicians.

Findings

The findings of the study indicate that both cultural and social capital has a simultaneous positive effect on individual work performance. It is also found that the cultural and social capital can account for 39% of the individual work performance and that social capital is a dominant driving force.

Research limitations/implications

Although the cultural and social capital has significant effects on the individual work performance, these effects are not of casual nature.

Practical implications

Therefore, it is possible to argue that the cultural and social capital in higher education institutions should be encouraged. Future studies may employ samples of individuals to see whether not these effects have causal characteristics.

Originality/value

The findings of the study contributed to the existing knowledge on the work performance describing the new correlations among the patterns.

Details

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

Keywords

Book part
Publication date: 15 July 2009

Jerel E. Slaughter and Edgar E. Kausel

In this chapter, we argue that despite the fact that empirical research on trait neuroticism has shown fairly weak relations between the broad neuroticism trait and…

Abstract

In this chapter, we argue that despite the fact that empirical research on trait neuroticism has shown fairly weak relations between the broad neuroticism trait and overall job performance, organizational research can benefit by increased attention to the neuroticism construct. This is because the influence of neuroticism on work behavior can be best understood by separating the more general neuroticism domain into its lower level facets. We discuss various conceptualizations of neuroticism and then review existing research on the relation between the facets of neuroticism and job performance. Next, we turn our attention to a theoretical framework that suggests that the relations between neuroticism facets and job performance outcomes are explained by the social, cognitive, and behavioral effects of having varying levels of neuroticism-based traits. In so doing, we not only focus on mediated relationships between facets of neuroticism and job performance dimensions but also recognize some important moderators, as well as some expected direct relations between the facets and job performance. Finally, we discuss implications for further conceptual development, offer some suggestions for testing the propositions, and discuss potential practical implications of finding support for this model.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-056-8

Article
Publication date: 2 March 2022

Hepu Deng, Sophia Xiaoxia Duan and Santoso Wibowo

The purpose of this study is to investigate how digital technologies are used for facilitating knowledge sharing and decision-making through enhanced coordination and…

Abstract

Purpose

The purpose of this study is to investigate how digital technologies are used for facilitating knowledge sharing and decision-making through enhanced coordination and communication and their impact on job performance in organizations.

Design/methodology/approach

A conceptual model is developed within the background of the social capital theory through a comprehensive review of the related literature for exploring how digital technologies can improve knowledge sharing and decision-making via enhanced communication and coordination between individuals in organizations for better job performance. This model is then tested and validated based on structural equation modeling of the collected survey data in Australia.

Findings

This study shows that digital technology enhanced coordination and communication have significant impact on knowledge sharing. It finds out that digital technology driven coordination significantly influences decision-making and digital technology driven knowledge sharing significantly influences decision-making. Furthermore, this study reveals that enhanced decision-making and knowledge sharing can lead to better job performance in organizations.

Originality/value

To the best of the authors’ knowledge, this study is the first attempt to explore the role of digital technologies in enhancing knowledge sharing and decision-making for better job performance in a digitalized working environment in organizations. The validated model can be used as the foundation to further investigate the changing role of digital technologies in driving knowledge sharing for better performance of individuals and competitive advantages of organizations.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 10 September 2018

Yunsoo Lee and Jae Young Lee

The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement.

2693

Abstract

Purpose

The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement.

Design/methodology/approach

This study adopts multilevel analysis, using the 2013 Human Capital Corporate Panel data set compiled by the Korea Research Institute for Vocational Education and Training.

Findings

Taking into consideration 572 employees over 61 companies, our findings reveal that job satisfaction and organizational commitment are significant individual factors that affect job performance through career development. Moreover, mentoring/coaching is found to be an organizational factor that influences job performance improvement through career development, while job rotation interferes with job performance through career development.

Research limitations/implications

The framework of the present study is consistent with the framework for organizational career development created by McDonald and Hite (2016), which emphasizes considering both organizational and individual factors together.

Practical implications

The results of this study provide empirical evidence and practical implications for leaders, line managers and human resource managers who are responsible for employees’ career development when they plan career development interventions.

Originality/value

This study offers a conceptual framework for career development, paying special attention to multi-level development.

Details

European Journal of Training and Development, vol. 42 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 19 April 2013

Ching Tsung Jen

The purpose of this study is to analyze the connections between centrality within conflict networks, individual performance, and job satisfaction from the perspective of…

3096

Abstract

Purpose

The purpose of this study is to analyze the connections between centrality within conflict networks, individual performance, and job satisfaction from the perspective of social networks. The intervening effects of task interdependency on these connections are also examined.

Design/methodology/approach

Using the social network survey approach, the empirical data from 310 engineers of a large R&D Institute affiliated with the Ministry of National Defense in Taiwan were collected.

Findings

The results show that centrality within relationship conflict networks was negatively related to individual performance and job satisfaction. However, centrality within task conflict networks was positively related to individual performance and job satisfaction Task interdependency mitigates the negative influence of relationship conflicts on individual performance and job satisfaction, and the positive influence of task conflict on job satisfaction.

Research limitations/implications

As the evidence in this study came from the employees of one organization, future studies should corroborate findings by surveying more organizations.

Practical implications

The findings have important implications for individual social networks. Within the conflict network, people who occupy the central position of relationship conflict have a negative impact on performance and job satisfaction.

Originality/value

This study contributes to the literature on social networks and conflicts theory by demonstrating the concept of centrality within conflict networks. In addition, it also demonstrates that the centrality of conflict network is an important factor in influencing individual performance and job satisfaction.

Details

International Journal of Conflict Management, vol. 24 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 9 November 2021

Huseyin Ince, Salih Zeki Imamoglu and Hulya Turkcan

This paper investigates the impact of absorptive capacity (ACAP) on creativity and the effect of creativity on job performance. Further, the study investigates the…

Abstract

Purpose

This paper investigates the impact of absorptive capacity (ACAP) on creativity and the effect of creativity on job performance. Further, the study investigates the moderating role of social media usage on the ACAP–creativity link and the creativity–job performance link. Accordingly, drawing on the ACAP perspective and social exchange theory (SET), the study develops a conceptual model and tests the proposed relationships.

Design/methodology/approach

The paper empirically tests the developed model using 512 survey responses from research and development (R&D) employees. Data were factor analyzed, and path estimates were determined using structural equation modeling to test the hypotheses.

Findings

The results reveal that (1) individual ACAP is positively related to creativity; (2) creativity is positively associated with job performance and (3) social media usage positively moderates the relationship between individual ACAP and creativity.

Originality/value

This paper contributes to the ACAP and creativity literature by establishing a comprehensive and empirically grounded framework that enlightens the relationships between ACAP, creativity, job performance and the moderating role of social media usage.

Details

Management Decision, vol. 60 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 28 August 2007

Michael C. Sturman

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and…

Abstract

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and where it needs to go. Past research has established that job performance does indeed change, but the implications of this dynamism and the predictability of performance trends remain unresolved. Theories are available to help explain dynamic performance, and although far from providing an unambiguous understanding of the phenomenon, they offer direction for future theoretical development. Dynamic performance research does suffer from a number of methodological difficulties, but new techniques have emerged that present even more opportunities to advance knowledge in this area. From this review, I propose research questions to bridge the theoretical and methodological gaps of this area. Answering these questions can advance both research involving job performance prediction and our understanding of the effects of human resource interventions.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-7623-1432-4

Article
Publication date: 10 May 2013

Vathsala Wickramasinghe and M.S.M. Nisaf

The purpose of this paper is to investigate the moderating effect of organizational policy on the relationship between online social networking (OSN) and job performance

2368

Abstract

Purpose

The purpose of this paper is to investigate the moderating effect of organizational policy on the relationship between online social networking (OSN) and job performance of IT professionals engaged full‐time in offshore outsourced IT firms in Sri Lanka.

Design/methodology/approach

Survey methodology was used and a random sample of 215 respondents who fulfilled the selection criteria set for the study, responded. To examine the hypothesized relationships, factor analysis and multiple regression were used.

Findings

It was found that individuals engaged in online social networking while at work enjoy several benefits such as solving work‐related problems collaboratively. However, individuals also suffer from several drawbacks, which could be mainly categorized into two in terms of interference to job tasks and interference to workplace. Further, it was found that online social networking has significant effects on individual job performance; organizational policy moderates the relationship between online social networking and job performance.

Originality/value

Although online social networking has attracted a substantial amount of media attention over the last few years empirical research attempts have not taken off worldwide. Therefore, the influence of online social networking on employee job performance would be of interest to academics and practitioners worldwide. It is expected that the findings of this study will provide insight into benefits, challenges and issues associated with OSN to allow individuals, organizational leaders, and IT decision‐makers to better understand and utilize online social structures for success. Further, it is expected that the findings of this study will be a source of general guidance in stimulating future research in this area.

Article
Publication date: 24 October 2008

I.J. Hetty van Emmerik

The paper aims to follow social exchange theory and group social capital theory, to predict positive relationships between (informal) mentoring and various support…

2681

Abstract

Purpose

The paper aims to follow social exchange theory and group social capital theory, to predict positive relationships between (informal) mentoring and various support resources for two types of performance (i.e. perceptions of individual and team performance).

Design/methodology/approach

The associations of individual‐level mentoring and team‐level support with job performance were examined in a cross‐level field study using data from 480 teachers working in 64 interdisciplinary teams.

Findings

Multilevel analyses showed that after controlling for having a mentor, those teachers with more team‐level support resources scored higher on self‐reported job performance and perception of team performance. In line with expectations, the association between mentoring and individual job performance was stronger for teachers scoring high on team‐level support (i.e. support from informal networks and support from team orientation). One basic assumption of the present study was a positive relationship between individual‐level mentoring and job performance. Surprisingly, such a direct relationship between mentoring and job performance was not found: only the moderating relationships mentoring appeared to be associated with job performance.

Research limitations/implications

In the present study, only a global measure of mentoring was used (only yes or no) and this measure did not differentiate between mentoring functions and/or outcomes. However, future research could benefit from including more differentiated measures of mentoring to be able to predict more precisely how various support measures are linked with job performance.

Originality/value

Typical dependent measures in mentoring research include career success, career satisfaction, income, promotions, etc. However, with increasing emphasis on working in teams, there is a need to expand the criterion domain and to include a team level measure. Therefore, a distinction was made between the perception of individual job performance of the respondents and the perception of team performance of the team where the respondent is working in.

Details

Career Development International, vol. 13 no. 7
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 11 October 2019

Xiling Cui, Baofeng Huo, Yang Lei and Qiang Zhou

The purpose of this paper is to examine how team social media usage (SMU) affects two types of knowledge sharing (KS), namely, in-role and extra-role KS, and then…

Abstract

Purpose

The purpose of this paper is to examine how team social media usage (SMU) affects two types of knowledge sharing (KS), namely, in-role and extra-role KS, and then individual job performance. The study also examines the mediating effects of two types of KS and the main and moderating effects of team performance norms on individual job performance.

Design/methodology/approach

This study applies the theory of communication visibility to develop a cross-level model and then validate it through a three-wave survey from 600 individuals in 120 teams. Hierarchical linear model is used to test the hypotheses.

Findings

The results suggest that team SMU improves team members’ in-role and extra-role KS, and thus enhances their individual job performance. The in-role and extra-role KS have partial mediating effects between team SMU and job performance. The results also show that team performance norms have a positive main effect on individual job performance, but negatively moderate the relationship between individual extra-role KS and job performance.

Research limitations/implications

This study contributes to the operations management literature by examining the effects of team SMU from a multilevel perspective.

Practical implications

The findings provide managers with ways to improve individual KS and job performance.

Originality/value

This study is one of the first to investigate the effects of team SMU on individual KS and job performance. It also identifies the two-sided effects of team performance norms.

Details

International Journal of Operations & Production Management, vol. 40 no. 5
Type: Research Article
ISSN: 0144-3577

Keywords

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