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Book part
Publication date: 15 July 2009

The neurotic employee: Theoretical analysis of the influence of narrow facets of neuroticism on cognitive, social, and behavioral processes relevant to job performance

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…

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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
DOI: https://doi.org/10.1108/S0742-7301(2009)0000028010
ISBN: 978-1-84855-056-8

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Article
Publication date: 2 July 2018

A multilevel analysis of individual and organizational factors that influence the relationship between career development and job-performance improvement

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.

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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
DOI: https://doi.org/10.1108/EJTD-11-2017-0097
ISSN: 2046-9012

Keywords

  • Multi-level analysis

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Article
Publication date: 19 April 2013

The influence of conflict centrality and task interdependency on individual performance and job satisfaction

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…

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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
DOI: https://doi.org/10.1108/10444061311316762
ISSN: 1044-4068

Keywords

  • Conflict network
  • Task interdependency
  • Performance
  • Job satisfaction
  • Social networks
  • Taiwan

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Book part
Publication date: 28 August 2007

The Past, Present, and Future of Dynamic Performance Research

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…

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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
DOI: https://doi.org/10.1016/S0742-7301(07)26002-5
ISBN: 978-0-7623-1432-4

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Article
Publication date: 8 October 2019

The influence of team social media usage on individual knowledge sharing and job performance from a cross-level perspective

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…

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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
DOI: https://doi.org/10.1108/IJOPM-04-2019-0311
ISSN: 0144-3577

Keywords

  • Job performance
  • Social media usage
  • Cross-level analysis
  • Extra-role knowledge sharing
  • In-role knowledge sharing
  • Performance norms

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Article
Publication date: 10 May 2013

Organizational policy as a moderator between online social networking and job performance

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…

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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.

Details

VINE, vol. 43 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/03055721311329945
ISSN: 0305-5728

Keywords

  • Sri Lanka
  • Job performance
  • Employees behaviour
  • Social networking sites
  • Business policy
  • Online social networking
  • Offshore IT firms

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Article
Publication date: 24 October 2008

It is not only mentoring: The combined influences of individual‐level and team‐level support on job performance

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…

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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
DOI: https://doi.org/10.1108/13620430810911065
ISSN: 1362-0436

Keywords

  • Mentoring
  • Performance management
  • Team working
  • Performance levels
  • Individual development

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Article
Publication date: 6 August 2018

Enriching individual absorptive capacity

Amy Wei Tian and Christine Soo

The purpose of this paper is to offer an understanding of the development and consequence of absorptive capacity (AC) at the individual level of analysis. The authors…

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Abstract

Purpose

The purpose of this paper is to offer an understanding of the development and consequence of absorptive capacity (AC) at the individual level of analysis. The authors assess how perception of organizational commitment to learning and intrinsic motivation affects individual potential AC, and employee creativity and job performance as the key outcomes of individual AC. Furthermore, the authors examined the dual role of realized AC as a mediator in the potential AC-creativity relationship, and a moderator on the creativity-job performance relationship.

Design/methodology/approach

This paper draws from 125 paired supervisor-employee survey data, where supervisors rated subordinates’ creativity and job performance. Hierarchical regression was used to test the proposed hypotheses.

Findings

The results confirm that both perception of organizational commitment to learning and intrinsic motivation contribute to the development of individual potential AC (above and beyond extrinsic motivation). Individual realized AC mediated the potential AC-creativity relationship. Employee creativity was positively related to job performance.

Research limitations/implications

This study speaks directly to the question of how an organization can encourage its employees to absorb new knowledge, and the benefits of employee learning activities on their creativity and job performance.

Originality/value

This is one of the first studies to offer a more nuanced understanding of the development and consequences of individual AC – a level of analysis has been lack of empirical studies. It further point out how individual characteristic and perceptions can influence their learning capacity, and in turn, their performance.

Details

Personnel Review, vol. 47 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/PR-04-2017-0110
ISSN: 0048-3486

Keywords

  • Quantitative
  • Creativity
  • Motivation
  • Absorptive capacity
  • Job performance
  • Organizational learning

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Article
Publication date: 12 November 2018

Does cultural capital matter for individual job performance? A large-scale survey of the impact of cultural, social and psychological capital on individual performance in Brazil

Adailson Soares Santos, Mário Teixeira Reis Neto and Ernst Verwaal

The purpose of this paper is to analyze the effect of cultural, social and psychological capital on the individual job performance. The authors propose and empirically…

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Abstract

Purpose

The purpose of this paper is to analyze the effect of cultural, social and psychological capital on the individual job performance. The authors propose and empirically test a combination of models, which originate from sociology and positive psychology, and demonstrate that cultural capital – in addition to social and psychological capital – is an important driver of individual job performance.

Design/methodology/approach

The paper opted for a large-scale survey research design. The sample consists of employees in several occupations who had formal contracts with companies from the public and private sector in Brazil. The measurement instrument is developed and tested by using data collected among 369 valid respondents in 2016. The methods applied include exploratory factor analysis and confirmatory factor analysis through partial least squares estimation.

Findings

The results obtained indicate that there is a significant simultaneous positive effect of cultural, social and psychological capital on individual job performance. The results indicate that cultural, psychological and social capitals together were able to explain 57 percent of the respondents’ individual job performance, with psychological capital being the dominant driver. The authors also find that cultural capital is at least as important as driver of individual job performance as social capital.

Research limitations/implications

Because of the chosen research approach, the research results may have limited generalizability and may suffer from potential bias in terms of social desirability. Therefore, researchers are encouraged to test the propositions in different country contexts using different research methods.

Originality/value

This paper is the first to quantify the relevance of Bourdieu’s cultural capital theory to the study of individual job performance, and offers tools with validated psychometric properties for its empirical assessment.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 8
Type: Research Article
DOI: https://doi.org/10.1108/IJPPM-05-2017-0110
ISSN: 1741-0401

Keywords

  • Psychological capital
  • Social capital
  • Cultural capital
  • Cultural capital theory
  • Drivers of job performance
  • Individual job performance

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Book part
Publication date: 2 October 2003

CURRENT DIRECTIONS AND ISSUES IN PERSONNEL SELECTION AND CLASSIFICATION

Walter C Borman, Jerry W Hedge, Kerri L Ferstl, Jennifer D Kaufman, William L Farmer and Ronald M Bearden

This chapter provides a contemporary view of state-of-the science research and thinking done in the areas of selection and classification. It takes as a starting point the…

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Abstract

This chapter provides a contemporary view of state-of-the science research and thinking done in the areas of selection and classification. It takes as a starting point the observation that the world of work is undergoing important changes that are likely to result in different occupational and organizational structures. In this context, we review recent research on criteria, especially models of job performance, followed by sections on predictors, including ability, personality, vocational interests, biodata, and situational judgment tests. The paper also discusses person-organization fit models, as alternatives or complements to the traditional person-job fit paradigm.

Details

Research in Personnel and Human Resources Management
Type: Book
DOI: https://doi.org/10.1016/S0742-7301(03)22007-7
ISBN: 978-1-84950-174-3

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