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1 – 10 of over 113000Jui‐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…
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.
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Increasing productivity is the major goal of every successful organisation, be it private or public, service or manufacturing. In order to achieve this goal, the organisation has…
Abstract
Increasing productivity is the major goal of every successful organisation, be it private or public, service or manufacturing. In order to achieve this goal, the organisation has to depend to a large extent on both covert and overt behaviours of its members. The covert behaviours of organisational members refer to such psychological phenomena as job satisfaction, involvement and other related attitudes and beliefs. The overt behaviours, on the other hand, refer to directly observable behaviours such as absenteeism, tardiness, and other forms of on‐the‐job behaviour. It is the task of organisational psychologists to identify these behaviours and establish specific causal relationships between these behaviours and productivity.
Jui‐Chen Chen, Colin Silverthorne and Jung‐Yao Hung
To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational commitment…
Abstract
Purpose
To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational commitment and communication have been studied extensively but little attention has been paid to the relationship between them and other organizational variables such as job performance and stress. Also, differences between employees either in managerial or full time accounting positions and between respondents from the USA and Taiwan were evaluated.
Design/methodology/approach
Differences and relationships were assessed using standardized and valid instruments measuring four organizational variables in Taiwan and the USA.
Findings
No country level difference in stress and communication levels were found but organizational commitment and performance levels were higher in the USA. At the same time, higher levels of organizational communication led to higher levels of organizational commitment and job performance in both countries. Rather surprisingly, stress levels were not found to be related to either organizational communication or job performance. Further, the only measure that indicated a difference between those in managerial and full time accounting positions was work performance which was higher for those doing full time accounting.
Practical implications
The results are discussed in terms of their importance and implications for organizations, particularly those utilizing employees with professional training and operating in different cultures. The finding that stress levels were not reduced by increased organizational communication and had little impact on job performance suggests that in the accounting field stress may play a different role than it does in other professions.
Originality/value
Furthers our understanding on the impact of organizational communication and commitment on job stress and performance.
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Magid Igbaria and Conrad Shayo
United States government statistics have shown that although women and minorities have made impressive gains in employment during 1980s, they continue to be underrepresented in…
Abstract
United States government statistics have shown that although women and minorities have made impressive gains in employment during 1980s, they continue to be underrepresented in positions of power and responsibility, especially at the senior management and executive positions. This trend has also been observed in the Information Systems (IS) field (Wilson, 1990). It has been reported that women and blacks encounter a glass ceiling that prevents them from reaching the top levels of IS positions (Johnson, 1990; Morrison and Glinow, 1990). A number of potential causes of this glass ceiling effect have been suggested:
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.
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Seokwon Hwang, Sunok Hwang and Ronald Lynn Jacobs
This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the…
Abstract
Purpose
This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance.
Design/methodology/approach
The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction.
Findings
Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant.
Research limitations/implications
Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace.
Practical implications
Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching.
Originality/value
The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.
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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.
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Ume Rubaca and Majid Khan
The study aims to examine whether job resourcefulness affects task performance through job crafting at the within-person level.
Abstract
Purpose
The study aims to examine whether job resourcefulness affects task performance through job crafting at the within-person level.
Design/methodology/approach
The data were collected from employees of the tour and travel firms and their supervisors. Multilevel structural equation modeling (MSEM) was used for analysis due to the repeated data structure, for example, days (n = 900) nested in individuals (n = 180).
Findings
Results show a positive association between job resourcefulness and task performance, with the full mediation of job crafting at the within-person level.
Originality/value
The study concludes that variation in job resourcefulness impacts job crafting and task performance at the within-person level.
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Christopher C. Rosen, Chu-Hsiang Chang, Emilija Djurdjevic and Erin Eatough
This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category…
Abstract
This chapter provides an updated review of research examining the relationship between occupational stressors and job performance. We begin by presenting an eight-category taxonomy of workplace stressors and we then review theories that explain the relationships between workplace stressors and job performance. The subsequent literature review is divided into two sections. In the first section, we present a summary of Jex's (1998) review of research on the job stress–job performance relationship. In the second section, we provide an updated review of the literature, which includes studies that have been published since 1998. In this review, we evaluate how well the contemporary research has dealt with weaknesses and limitations previously identified in the literature, we identify and evaluate current trends, and we offer recommendations and directions for future research.
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…
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.