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Purpose – The adoption of performance measurement and evaluation systems comprising nonfinancial measures has rendered the investigation of behavioral consequences of such measures an increasingly important research issue. The purpose of this study is to investigate the process by which the use of nonfinancial measures affects employees’ perceptions of procedural fairness. It proposes that the effects of nonfinancial measures on procedural fairness are indirect through the mediating variables of (1) job relevant information and (2) role clarity.

Methodology – Data collected from a survey of 276 managers in different functional areas are used to test the models. The data are analyzed using structural equation modeling (Partial Least Square).

Findings – Results from structural models indicate that the use of nonfinancial measures has a positive impact on job relevant information, role clarity, and procedural fairness. In addition, the findings suggest that the use of nonfinancial measures is indirectly related to procedural fairness through job relevant information and role clarity. Specifically, the results indicate that the use of nonfinancial measures affects job relevant information. Job relevant information then influences role clarity. Role clarity, in turn, is positively related to procedural fairness.

Value of paper – This study provides systematic empirical evidence on how the use of nonfinancial measures for performance measurement and evaluation can affect employee perceptions of procedural fairness. It helps organizations to understand how this process occurs and provides them with some assurance that the adoption of nonfinancial measures may be beneficial particularly through the higher information content of such measures and the consequential enhancement of employee role clarity and perception of fairness. By studying the effects of nonfinancial measures, in isolation, this study also helps to demonstrate to organizations that some of the beneficial effects on employee outcomes found by prior management accounting studies involving a combination of financial and nonfinancial measures may be achievable from the use of nonfinancial measures alone without the need of financial measures. This may assist organizations in designing simpler performance measurement systems.

Drawing on prior research on strengths use and job performance, this study aims to investigate how employees’ strengths use for tasks and strengths use for relationships jointly influence role breadth self-efficacy and subsequent job performance, specifically in- and extra-role performances.

To test the assumptions, the authors methodologically performed a polynomial regression with response surface analysis using data collected from multiple time points and sources (i.e. 312 employee–supervisor dyads in Chinese companies).

The results showed that the higher the congruence between strengths use for tasks and strengths use for relationships, the higher the employees’ role breadth self-efficacy. Employees’ role breadth self-efficacy was greater when both strengths use for tasks and strengths use for relationships were high. Furthermore, the congruence between strengths use for tasks and strengths use for relationships had indirect effects on in- and extra-role performances via role breadth self-efficacy.

This study uniquely contributes to the strengths use literature by offering a more nuanced understanding of the consequences of strengths use for tasks and strengths use for relationships in the Chinese context. It highlights the importance of both types of strengths use for improving employee performance in Chinese organizations. Furthermore, this study provides new theoretical insights into the relationship between strengths use and job performance by ascertaining the mediating effect of role breadth self-efficacy.

This study investigated the in-role and extra-role performance of male and female teachers. Multigroup Analysis is applied to the unique combination of independent variable time pressures, mediating variable psychological empowerment and dependent variable teacher in-role and extra-role performance.

The reason for employing a distinctive methodology is because of male and female characteristics. In addition, data were gathered during COVID-19 using convenient sampling techniques from male and female teachers working in Pakistani higher education institutions.

The results showed that time has a significant impact on how well male and female teachers do their jobs. According to the gendered characteristics, psychological empowerment significantly intervenes between time pressure and teacher performance. Furthermore, the result provides policymakers with guidelines while assigning the task to teachers.

This article highlighted the issues of performance under time pressure imposed by an educational institution's employer and developed the mechanism for effective and efficient policies to improve the performance of teachers.

Under the lens of the cognitive theory of load, this study contributes to the literature on time pressure, psychological empowerment and teacher performance by introducing a novel concept and novel research framework.

Develops a structural equations model which examines the effects of environmental dynamism and heterogeneity on salespeople’s role conflict, role ambiguity, performance and job satisfaction. The model is tested with EQS, using data collected from 230 salespeople in multiple companies and industries. Indicates that environmental dynamism reduces satisfaction and performance, and increases role conflict and ambiguity. Notes that environmental heterogeneity also reduces performance and increases role conflict, but does not have a significant effect on role ambiguity.

Perceived inclusion refers to employees’ perception of their inclusion status in the workplace. This concept offers a new perspective to understand employees’ experiences within today’s complex working environment. However, research on how perceived inclusion influences employee behavior is lacking. The purpose of this paper is to explore the mechanism of perceived inclusion through the lens of the social exchange perspective and role identity theory.

Survey data were collected from 257 employees and 60 supervisors in a manufacturing company. Multi-level structural equation modeling and the Monte Carlo method were applied to test the mediation effect.

The results indicated that employees’ perceived inclusion was positively associated with job role and innovator role performance through the mediation of organizational commitment. Perceived inclusion was also directly associated with team role performance.

This is the first study to empirically examine perceived inclusion in the workplace from the social exchange and role identity perspective. It revealed that perceived inclusion fosters employees’ commitment toward the organization, which in turn influences their work-role behaviors. Theoretical contributions and practical implications are discussed.

The purpose of this study is to analyze entrepreneurs' coping strategies used to face stakeholders' expectations.

The paper draws from the general management, role theory, and entrepreneurship literature to develop hypotheses that are tested by using hierarchical regression techniques on a sample of 183 Slovenian entrepreneurs. The paper develops and tests four coping strategies (structural role redefinition, personal role redefinition, reactive role behavior, and passive role behavior) to assess influence on new venture performance. The analysis examines moderating effects of entrepreneurs' perceived role‐related stress.

Results reveal that coping strategies focused on reducing expectations and/or working harder to meet expectations positively affect new venture performance. However, entrepreneurs' focus on suppressing perceived expectations negatively influences new venture performance. Furthermore, entrepreneurs' role‐related stress moderates the relationship between reactive role behavior and new venture performance.

This study provides a better understanding of types of coping strategies available to entrepreneurs and practical consequences for new venture performance. It also explores why some entrepreneurs perform well and why some may quit early being an entrepreneur while others remain and prosper in their role. Possible study limitations are discussed due to sample characteristics and measurement.

The study results are relevant for practising and nascent entrepreneurs, support organizations, and policy makers since empirical evidence can be used in designing entrepreneurs' training and competency‐building programs.

This study is among the first to illustrate effects on early entrepreneurial performance of coping strategies to meet stakeholders' expectations and, indirectly, entrepreneurs' ability to endure establishing a new venture.

The purpose of this paper is to ascertain if it is procedural fairness, or role clarity, or both procedural fairness and role clarity that mediate the relationship between non-financial measures and managerial performance. Role clarity and procedural fairness may mediate the relationship between performance measures and managerial performance.

A survey questionnaire was used to collect the required data. The sample was drawn from 149 managers from 103 large manufacturing organisations located in the UK. The data were analysed by structural equation modelling.

The results indicate that it is role clarity that significantly mediates the relationship between non-financial measures and managerial performance. Surprisingly, procedural fairness has no significant mediating effect on the relationship.

To date, no prior studies have investigated systematically the effects of non-financial measures as well as the mechanism by which non-financial measures influence role clarity, procedural fairness and managerial performance. This study contributes by incorporating both procedural fairness and role clarity within an integrated model. This assists the research to ascertain precisely which variable (procedural fairness or role clarity) mediates the relationship between non-financial measures and managerial performance as well as the relative strengths of the two mediating variables.

This study aims to explore the possibility that rewards and recognition may be instrumental in improving both in-role and extra-role performances of retail sales associates, with an underlying mediating role of employee engagement in this relationship.

A survey was conducted across 35 retail stores in five cities located in North India on 247 sales associates. Hierarchical multiple regression analysis was conducted to test the mediation hypotheses. Analysis was done in lines with the conditions of mediation laid down by Baron and Kenny (1986).

Employee engagement is found to fully mediate the impact of rewards and recognition on in-role and extra-role performances.

Organizations should be committed to recognizing employees’ efforts and providing them with financial and non-financial rewards based on organizational policies. Such measures would improve in-role and extra-role performances through enhancing engagement level of employees.

This study makes significant contributions to literature on employee engagement and that on retail sector, especially in Indian context, through highlighting the mediating role of engagement. Given shortage and retention of skilled manpower as major challenges for Indian retailers, engaging sales associates through rewards and recognition to improve their performance at both in-role and extra-role levels can have significant implications for retailers.

Drawing upon the job demands-resources model, the purpose of this study is to investigate the differential relevance of contextual antecedents for job crafting dimensions (i.e. increasing structural and social job resources) and consequently for various aspects of work performance (in-role and extra-role performance). Despite considerable research on the role of job autonomy and social support in predicting job crafting, little attention has been paid to how problem-solving, a knowledge job characteristic, relates to job crafting dimensions.

Survey data were collected from 282 employees belonging to different information technology companies in Romania. Structural equation modeling was used to examine the hypothesized relations.

Problem-solving was positively related to both job crafting dimensions, whereas social support was positively related only to increasing social job resources. Unexpectedly, job autonomy predicted increasing structural resources only when social support was high, as the post-hoc analysis indicated. Furthermore, increasing structural job resources fully mediated the relationship of problem-solving with in-role performance and different types of extra-role behaviors, whereas increasing social resources did not act as a mediator.

The current study is the first to show that problem-solving is an important predictor for job crafting. Furthermore, this study contributes to the literature by revealing that crafting structural resources represents an important mechanism that explains the positive relationship between work design (i.e. problem-solving) and different performance facets.

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.