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Book part
Publication date: 17 March 2010

Occupational stressors and job performance: An updated review and recommendations

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…

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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.

Details

New Developments in Theoretical and Conceptual Approaches to Job Stress
Type: Book
DOI: https://doi.org/10.1108/S1479-3555(2010)0000008004
ISBN: 978-1-84950-713-4

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Book part
Publication date: 13 August 2018

Groups and Teams in Organizations

Robert L. Dipboye

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The Emerald Review of Industrial and Organizational Psychology
Type: Book
DOI: https://doi.org/10.1108/978-1-78743-785-220181011
ISBN: 978-1-78743-786-9

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Book part
Publication date: 1 March 2012

Chapter 4 Performance Beyond Expectations

Ibrahim Duyar and Anthony H. Normore

The purpose of this study was to examine factors affecting teachers’ work performance (i.e., task performance and discretionary performance) and career aspirations (i.e.…

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The purpose of this study was to examine factors affecting teachers’ work performance (i.e., task performance and discretionary performance) and career aspirations (i.e., remaining a teacher, seeking promotion to a principalship, and career change). Applying an inclusive social-cognitive perspective, the study integrated the personal, organizational, and leadership domains to explain teachers’ task performance, discretionary performance, and career aspirations. The three domains, represented by the independent variables of self-efficacy, collective efficacy, perceived organizational support, and principal leadership styles, predicted teachers’ work performance and career aspirations. Participants included 897 public school teachers in a southern state in the United States. The data gathering instrument incorporated several previously validated scales on study constructs. The analyses indicated that teacher self-efficacy, collective efficacy, POS, and principal transformational leadership all significantly predicted the teachers’ task performance, discretionary performance, and career aspirations. Study findings suggest directions for future research on factors influencing teachers’ work performance and career aspirations.

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Discretionary Behavior and Performance in Educational Organizations: The Missing Link in Educational Leadership and Management
Type: Book
DOI: https://doi.org/10.1108/S1479-3660(2012)0000013009
ISBN: 978-1-78052-643-0

Keywords

  • Task and discretionary performance
  • self-efficacy
  • collective efficacy
  • perceived organizational support
  • career aspirations

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Article
Publication date: 24 June 2020

Effects of enterprise social media usage on task performance through perceived task structure: the moderating role of perceived team diversity

Manting Deng, Hefu Liu, Qian Huang and Guanqi Ding

Organisations have widely adopted enterprise social media (ESM) to improve employees' task performance. This study aims to explore the mediating role of perceived task…

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Abstract

Purpose

Organisations have widely adopted enterprise social media (ESM) to improve employees' task performance. This study aims to explore the mediating role of perceived task structure on the relationship between ESM usage and employee task performance. The authors investigate the moderating effects of perceived team diversity on the relationship between ESM usage and perceived task structure.

Design/methodology/approach

The authors conducted a questionnaire survey in China on 251 working professionals who use social media in their respective organisations.

Findings

Results showed that employees' perception of task structure considerably mediates the relationship between ESM usage and task performance. Findings also confirmed that perceived team diversity negatively affects the relationship between ESM usage and perceived task interdependence.

Research limitations/implications

Practitioners and/or managers should pay attention to the effect of ESM usage on employee's perceived task structure. Furthermore, they should focus on the level of team diversity when adopting ESM to enhance task performance.

Originality/value

This study contributes to the knowledge of perceived task structure in explaining the effect of ESM usage on task performance based on communication visibility theory. This work presents the relationship among ESM usage, perceived task structure, perceived team diversity and task performance. Moreover, this research enriches the literature on ESM usage by investigating the moderating roles of perceived team diversity whilst presenting the negative effects of perceived team diversity.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/ITP-01-2019-0014
ISSN: 0959-3845

Keywords

  • Enterprise social media usage
  • Perceived task interdependence
  • Perceived task autonomy
  • Perceived team diversity
  • Communication visibility theory

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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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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.

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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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Book part
Publication date: 13 August 2018

Work Motivation

Robert L. Dipboye

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The Emerald Review of Industrial and Organizational Psychology
Type: Book
DOI: https://doi.org/10.1108/978-1-78743-785-220181006
ISBN: 978-1-78743-786-9

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Book part
Publication date: 30 December 2004

THE MEASUREMENT OF INDIVIDUAL AND UNIT EXPERTISE

Jean L. Dyer

Each of the four objectives can be applied within the military training environment. Military training often requires that soldiers achieve specific levels of performance…

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Each of the four objectives can be applied within the military training environment. Military training often requires that soldiers achieve specific levels of performance or proficiency in each phase of training. For example, training courses impose entrance and graduation criteria, and awards are given for excellence in military performance. Frequently, training devices, training media, and training evaluators or observers also directly support the need to diagnose performance strengths and weaknesses. Training measures may be used as indices of performance, and to indicate the need for additional or remedial training.

Details

The Science and Simulation of Human Performance
Type: Book
DOI: https://doi.org/10.1016/S1479-3601(04)05001-5
ISBN: 978-1-84950-296-2

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Book part
Publication date: 8 April 2004

TIME PRESSURE AND TEAM PERFORMANCE: AN ATTENTIONAL FOCUS INTEGRATION

Steven J Karau and Janice R Kelly

Despite the potentially vital implications of time pressure for group performance in general and team effectiveness in particular, research has traditionally neglected the…

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Despite the potentially vital implications of time pressure for group performance in general and team effectiveness in particular, research has traditionally neglected the study of time limits and group effectiveness. We examine the small, but growing, body of research addressing the effect of time pressure on group performance and introduce our Attentional Focus Model of group effectiveness (Karau & Kelly, 1992). We examine recent research on the utility of the model and identify selected implications of the model for how time pressure may interact with other factors such as task type, group structure, and personality to influence team performance. Finally, we discuss methodological issues of studying attention, interaction processes, and team performance.

Details

Time in Groups
Type: Book
DOI: https://doi.org/10.1016/S1534-0856(03)06009-2
ISBN: 978-0-76231-093-7

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Article
Publication date: 6 April 2020

Narcissism personality trait and performance: task-oriented leadership and authoritarian styles as mediators

Kiran Sakkar Sudha and M. Ghazi Shahnawaz

The present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and…

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Abstract

Purpose

The present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.

Design/methodology/approach

Narcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.

Findings

Correlation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.

Originality/value

The study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.

Details

Leadership & Organization Development Journal, vol. 41 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-09-2019-0399
ISSN: 0143-7739

Keywords

  • Performance
  • Mediation
  • Narcissism
  • Task oriented leadership style
  • Authoritarian leadership style

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Article
Publication date: 7 October 2014

Why won’t task conflict cooperate? Deciphering stubborn results

Misty L. Loughry and Allen C. Amason

– The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support.

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Purpose

The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support.

Design/methodology/approach

We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance.

Findings

High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences.

Practical implications

To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection.

Originality/value

Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

Details

International Journal of Conflict Management, vol. 25 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IJCMA-01-2014-0005
ISSN: 1044-4068

Keywords

  • Relationship conflict
  • Team performance
  • Conflict
  • Process conflict
  • Task conflict
  • Functional conflict

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