Abstract

Most of the companies’ sustainability and growth depend on how well its employees perform. However, the measurement of employees’ performance until now is inconclusive and inexhaustive. To accurately assess and predict an employee’s performance, numerous external factors (physical/environmental, social, and economic) related to an employee’s life have been taken into account in this work. The purpose of this research is to explore an unbiased AI algorithmic solution to predict future employee performance considering physical, social, and economic environmental factors that affect employee performance. We collected data of 1109 employees from the ‘For-Profit Organization’ in Bangladesh from both employers and employees to cover all the factors that justified the unbiased outcome. We utilized a few machine learning tools in this study including the Logistic Regression classifier, the Gaussian Naive Bayes, the Decision Tree classifier, the K-Nearest Neighbors (K-NN), the SVM classification, etc., in order to predict the employee performance evaluation. Then, we compared the effectiveness of those machine learning models by analyzing their precisions, recall, F1-score, and accuracy. This work can be utilized to obtain bias-free employee performance reviews. This fair employee performance assessment can aid decision-makers in making moral choices regarding employee promotions, career advancement, and training needs, among other things. The study also describes notes for future researchers.

Introduction

Performance evaluation, which includes assessing current performance, identifying good and poor performers, and providing feedback to staff, is one of the most challenging components of Human Resource Management (HRM) (Cherian et al., 2021, Fogoroș et al., 2020, Stone et al., 2015). Employee performance evaluations are not practiced systematically by numerous organizations. As a result, the evaluation method becomes erratic and ineffective. A systematic approach should be adopted in order to evaluate employees at the planning stage on a regular basis (Ahmed et al., 2013). Employees with these attributes—skills, dedication, attitudes, and knowledge—are valued as assets by the company (Al-Tit et al., 2022, Li et al., 2008, Yang and Lin, 2009). By creating new knowledge at firms’ level, an organization’s human resources can the firms to innovate (Terán-Bustamante et al., 2021). The accurate assessment of the employees’ performance contributes to the mission of the company with the maximum satisfaction of the employees (Pap et al., 2022). Since company progress depends on employee advancement, numerous executives search for efficient ways to improve performance drastically (Abbas and Yaqoob, 2009, Salam, 2021). To boost performance, employers first need to know the performance condition of the employee in any organization. An article in the Harvard Business Review (Antonio, 2018) claims that essential functions of the organizations, such as prediction, upselling, cross-selling, and performance management can be remarkably influenced by AI technologies (Ledro et al., 2023). In the future, businesses, communities, and nations will be significantly impacted by big data, automation, and machine learning (Lada et al., 2023, Tao et al., 2023). In this regard, AI has started to play a role in business, particularly in HRM, concerning the prediction and decision-making (Nilashi et al., 2023, Qureshi et al., 2023).

Conclusion

The performance of the company’s personnel determines a large portion of its sustainability and growth. Many external aspects (physical/environmental, social, and economic) relevant to an employee’s life have been included in this work in order to measure and anticipate an employee’s performance effectively. The goal of this project is to create an AI algorithmic-based ethical decision-making framework that takes into account the various environmental factors—physical, social, and economic – that have an impact on worker performance. Our results were impartial since we gathered information from a few “For-Profit Organizations” in Bangladesh, both objectively and subjectively. In this study, we used a variety of machine learning methods, and we were able to acquire a reasonable accuracy score. The Random Forest model obtained the highest accuracy score, and the Gaussian naïve Bayes model had the lowest. An impartial employee performance review can be obtained by using this work. Decision-makers can use this equitable employee performance evaluation to help them make moral decisions about training requirements, career advancement, and employee promotions, among other things.

Abstract

This dataset delves into the intricate dynamics linking organizational commitment (OC) and job performance (JP) within the realm of State-Owned Enterprises (SOEs). Centering on the water supply industry, it seeks to unravel the nuances of organizational citizenship behavior (OCB) in an economy oriented by socialist values. The compilation of this dataset represents a balanced integration of qualitative and quantitative methodologies, incorporating insights from expert interviews alongside data gathered from employee surveys. It encompasses 336 valid responses, which have been meticulously analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). This approach facilitates a deeper understanding of the interconnections between OC, OCB, and EP. The dataset is instrumental in highlighting the pivotal role of professional integrity and voluntary dedication within SOEs, underscoring their critical function in representing state interests and effectively serving the public.

Background

The dataset presents an in-depth exploration of the raw data related to the intricate relationship between organizational commitment (OC) and job performance (JP) in State-Owned Enterprises (SOEs), with a specific focus on the water supply sector. This sector is highlighted for its pivotal role in public service and the socialist market economy. The data provides insights into how various forms of organizational commitment—emotional, continuous, and normative—affect employee behavior and performance in SOEs. A key aspect of the dataset is its analysis of Organizational Citizenship Behavior (OCB) and its impact on employee engagement and contributions beyond formal job requirements, underscoring its importance in public sector service delivery. The dataset is unique in its use of hybrid methods combining both qualitative and quantitative data, offering a comprehensive view of the factors influencing SOE employee commitment, civic behaviors, and their subsequent effects on organizational performance, which are essential for informed policymaking, effective management, and enhancing the efficiency of the public sector.

Experimental Design, Materials and Methods

This research adopted a mixed-methods approach to gain a comprehensive understanding of organizational commitment within the water supply industry by seamlessly integrating qualitative and quantitative methodologies. First, a comprehensive review of relevant literature guided the development of key constructs, and questions were crafted to capture these, ensuring clarity and relevance. The questionnaire underwent a rigorous validation process, including expert reviews and pilot testing with a group representative of the study population, leading to refinements based on the feedback received. In the initial qualitative phase of data collection, a series of in-depth one-on-one discussions with a select group of five experts, including two seasoned professionals from the water supply sector and three scientists, were conducted. These discussions were essential for clarifying and refining the constructs related to OC, OCB, JP. The selection of these experts was strategically done, adhering to the principle of information saturation, where the number of interviews was determined based on the emergence of no new information. The insights obtained from these interactions were pivotal in tailoring the measurement scales to suit the specific context of the Vietnamese water supply industry, particularly focusing on Ho Chi Minh City. This process involved a meticulous adaptation and translation of existing scales from prior studies, ensuring the precision and comprehensibility of the questionnaires. These refined scales subsequently formed the basis of a preliminary questionnaire, which was further evaluated and improved through a focused group discussion with seven key personnel from the Saigon Water Corporation. This phase was crucial in providing a thorough understanding of the context and played an instrumental role in the validation and refinement of the quantitative survey instruments. Through these qualitative interactions, the questionnaire items were meticulously modified and clarified to enhance their relevance and comprehension in the specific context of the water supply industry. After the qualitative phase, data collection was conducted via in-person interviews, email, and an online questionnaire. The questionnaire, which included a declaration on data ethics and confidentiality, had two primary sections. The first part gathered gender, marital status, age, education, and position. The key research variables in the second segment were assessed using a 7-point Likert scale with 30 items Table 8 provides details on the sample characteristics, including frequency and percentage tests.

Abstract

Purpose
This study examined the effect of human resource development practices on employee performance, with job satisfaction as a mediating variable among academic staff at Mizan Tepi University.

Methods
A standardized Likert-scale questionnaire was administered to academic staff members selected through stratified random sampling from eight colleges at Mizan Tepi University. Descriptive and inferential statistics, including a structural equation model and t-tests, were used for data analysis.

Results
The study found a significant positive correlation between human resource development practices and employee performance. Job satisfaction was identified as a mediator between HRM practices and employee performance. Specific dimensions of human resource development practices, such as training and development, academic career development, teamwork spirit, and counseling, had significant effects on employee performance, with both positive and negative impacts observed. Additionally, academic career development, succession planning, and counseling were found to have a statistically significant positive effect on the academic staff at Mizan Tepi University.

Conclusions
This study found that training and development, academic career development, teamwork, counseling, and job satisfaction significantly impact employee performance. The results of the regression analysis using the SEM model revealed that job satisfaction, training and development, and teamwork positively affect academic staff performance while negatively affecting academic career development and counseling. Academic career development, teamwork, counseling, and succession planning were found to have a positive effect on job satisfaction. The mediation analysis indicated that academic career development and counseling partially mediate employee performance, while succession planning fully mediates it. Therefore, focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling is essential to enhancing job satisfaction among academic staff at Mizan Tepi University.

Introduction

A framework for increasing human capital inside an organization by developing the company and its employees to boost performance is known as human resource development [1]. Through planned learning activities, human resource development practices create essential competencies that people in companies need to accomplish their present and future roles. Consequently, the concept of HR development has emerged as a strategy to enhance the capacity of existing employees in organizations to perform their duties efficiently. Human resource development (HRD) practices apply to various types of organizations within the business sector that use HRD to initiate and manipulate exchanges that include knowledge sharing, skill development, information transfer, collaboration, feedback, or mentorship. HRD also guarantees a healthy balance between the desires of individual employees and those of the entire organization [1]. According to published studies [2], the foundation of human resource development is the enhancement of organizational performance through the work and skills of people. It seeks to enhance the accomplishment of the purposes and objectives of an organization. The main aim of HRD is to prepare employees to work in the current environment to the best of their abilities and to develop these abilities in preparation for upcoming challenges. Training and development programs create awareness to contribute to employee effectiveness, job performance, and overall organizational success among employees through the use of new technologies [3]. According to Ref. [4], one of the vital traits in the field of HRD is the focus on work-based training, or what may often be referred to as informal education techniques. To accomplish their objectives, organizations must improve the skills and capacities of their workforce by supporting individual training and creating settings where knowledge may be generated, shared, and used by a variety of stakeholders as well as by individual workers. According to Ref. [5], the relationship and impact of HRD practices on job satisfaction indicate that the HRD climate has a definite impact on job satisfaction, which in turn leads to increased organizational performance. They studied the impact of HRD on the job satisfaction of employees in selected public sector enterprises and subsequently studied the impact of HRD on employees and organizational performance. According to Ref. [6], there is a significant relationship between the HRD environment and job performance, and any positive change in the HRD environment will bring about positive changes in job performance. The HRD climate refers to the overall environment, culture, and practices within an organization that support and promote human resource development. HRD practices are the primary way organizations attempt to maintain the competency levels of their employees, thus increasing their performance levels. Ineffective HRD practices can result in various problems, such as a reduction in employees’ ability to develop and apply new skills, a decrease in staff productivity, an increase in employee turnover, and lower overall performance levels within organizations [7]. Problems relating to HRD result from HRD programs failing to address organizational and staff needs. When HRD initiatives are carried out effectively, they may boost productivity and save costs associated with personnel turnover, services, strikes, and losses. HRD plays a vital role in improving job performance and overall organizational effectiveness. Some studies have addressed current HRD practices as an HRM issue. For example, new-entry academic staff, especially those who receive training in SPSS, STATA, and SEM and who have skill gaps, will be more effective as a result of HRD practices. This means that they are better equipped with the necessary skills, knowledge, abilities, and competencies to perform their job tasks successfully and contribute to organizational effectiveness because the formal educational system does not adequately teach specific job skills for a position in a particular organization, so such employees will not have the requisite skills, knowledge, abilities, and competencies needed to perform a specific job. As a result, HRD activities are required to enhance their performance and to help them make substantive contributions to the organization’s growth. However, inefficient HRD practices can lead to many problems, such as reduced employee enthusiasm for learning and applying new skills, decreased employee productivity, low morale, and higher employee turnover rates [8]. One of the most prominent and well-respected jobs in the world is teaching.

Conclusions

The main objective of this study was to examine the effect of human resources development practices on employee performance and explore whether job satisfaction mediates the relationship between human resources development practices and employee performance. The study focused on academic staff at Mizan Tepi University as the sample population. The following conclusions have been drawn in light of the study’s objectives and findings:

Firstly, the analysis of demographic variables revealed that there were no significant mean differences between male and female respondents in terms of job satisfaction. However, gender affects employee performance. This suggests that gender diversity should be promoted in organizations, creating an inclusive environment and policies that eliminate gender-based discrimination.

Secondly, the results of the correlation analysis showed a positive and significant relationship between training and development, academic career development, teamwork, counseling, and job satisfaction. It implies that when the university effectively implements human development practices, such as rewarding employees, implementing succession planning, promoting academic career development, and fostering teamwork, there is a proportional improvement in employee performance. Furthermore, all the HRD practices showed significant and positive relationships with employee job satisfaction. This underscores the significance of focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling to enhance job satisfaction among academic staff at Mizan Tepi University.

Abstract

     The COVID-19 pandemic has exposed the vulnerability of frontline employee (FLEs) to infections and other hazards and highlighted the importance of workplace safety practices (WSP) for service organizations. In response to the critical issue of service safety, we developed and empirically tested a model proposing that WSPs negatively influence FLE perceptions of pandemic related threats and positively influence their perceptions of organizational supportiveness (POS). In turn, these perceptions have time-lagged effects on two aspects of FLE wellbeing—reduced emotional exhaustion and increased work engagement. Utilizing data from a two-wave (separated by a month) survey panel consisting of 310 FLEs across the United States, we found evidence for all hypothesized relationships. We discuss the practical and theoretical implications of our findings and provide suggestions for future research on service safety on the organizational frontlines.

Literature review and hypotheses

     We propose and empirically test a model of FLE workplace safety exploring the relationship between FLE perceptions of WSPs on two specific wellbeing outcomes – emotional exhaustion and work engagement, with these relationships fully mediated by job demands and resources, respectively. Our conceptual framework represented in Fig. 1 proposes that WSPs (both, essential and discretionary) negatively influence FLE perceptions of risks/hazards related to COVID-19 and positively influence their perceptions of organizational support. In other words, in workplaces where there is a focus on implementing both, essential and discretionary safety practices, FLEs perceive fewer risks/hazards and higher levels of organizational supportiveness. Consistent with JD-R theory, risks/hazards are experienced by FLEs as job demands that drain their psychological resources, while organizational support is experienced as a job resource that helps replenish this resource loss (Bakker & Demerouti, 2017). Further, job demands result in emotional exhaustion, while job resources translate into FLE work engagement. Our framework and the resultant hypotheses are described in the following section.

Results

     Descriptive statistics, reliability estimates, average variance explained (AVE), and inter-construct correlations are provided in Table 2. This data can be used to establish the integrity of the measurement model (Fornell & Bookstein, 1982). Further, Cronbach alpha statistics exceeded the 0.7 threshold recommended by Nunnally and Bernstein (1967), and AVEs associated with each latent construct (see Table 2) exceeded the recommended threshold of 0.5 (Fornell & Larcker, 1981). Discriminant validity was also observed as the bivariate correlations did not exceed the square root of the associated AVEs (Fornell & Larcker, 1981). These findings support the integrity of the measurement model.

Abstract

     In this study, we focused on four work self-efficacy dimensions and their relationship with wellbeing during the COVID-19 pandemic. We adopted a person-centered approach and investigated whether individuals with different work self-efficacy profiles would have different wellbeing experiences at 6 and 12 months from the beginning of the pandemic. Data were collected in the UK across three waves (January 2020, October 2020 and January 2021) on a sample of 393 full-time employees. Results showed that being in two at-risk profiles significantly increases the likelihood of experiencing lower wellbeing during the pandemic. In particular, the probability of belonging to the Profile 3 “low self-efficacy but high empathic” significantly increased the risk of lower wellbeing in the shorter and longer timeframe. In addition, the probability of belonging to the Profile 2 “high assertive and task self-efficacy but low emotional” also significantly increased the risk of lower wellbeing in the longer timeframe.

Introduction

     The COVID-19 pandemic constitutes a major threat to physical and mental health (Huremović, 2019). Although it can be seen as an “acute extra-organizational stressor” (Kuntz, 2021, p. 188), it has prompted major changes in the workplace and increased experiences of anxiety and depression (Restubog et al., 2020). The lack of individuals’ choice in adopting these work practices means that individuals’ resources have been crucial for thriving in the “new normal”. We argue about the importance of individual sense of control and in particular of work self-efficacy (SE) in different areas of functioning (i.e. task, emotional and social). SE is an important personal resource (Heuven et al., 2006) which could make a difference to the impact of COVID-19 on psychological wellbeing (Zhou et al., 2021): “A resilient sense of efficacy is needed to overrule emotional and psychosocial subverters of self-regulative efforts” (Bandura et al., 2003, p. 770).

     SE refers to the individual’s beliefs about their “capabilities to organize and execute the courses of action required to produce given attainments” (Bandura, 1997, p. 3). It enables individuals to perform and learn at a designated level, but it also allows them to cope with challenges and stressors including natural disaster and traumatic events (Schönfeld et al., 2016). In a yearlong study, we adopted a person-centered approach (Magnusson & Torestad, 1993; Morin et al., 2018) to investigate whether individuals with different work SE profiles would have different wellbeing experiences at 6 and 12 months from the beginning of the pandemic.

Results

Preliminary analysis

      Table 1 shows the descriptive statistics and correlations of the study variables. SE dimensions were significantly correlated with each other and with the positive indicator of wellbeing at all waves. Emotional SE was also correlated with the negative indicator of wellbeing measured; task and assertive SE were correlated with T2 and T1 negative wellbeing; empathic SE was not correlated with negative wellbeing. Only emotional SE was correlated with depressive feelings at T3.

Abstract

1. Introduction

2. Literature review

3. Method

4. Results

5. Discussion

6. Conclusions and managerial implications

Declaration of Competing Interest

References

Abstract

     This study examines how the combined effects of work environmental factors and leadership behaviours lead to the presence (or absence) of industrial employees job performance by applying fuzzy-set qualitative comparative analysis (fsQCA). A sample composed of supervisor-subordinate dyads was used to test the propositions of this study. The results show that the most important variables are transformational leadership and social support. Employee empowerment and task significance seem to play a secondary role in leading to employee job performance. These findings support the need for managers to use positive leadership to manage human resources. This paper contributes to the advancement of the knowledge of employee job performance through the identification of the combinations of conditions that can lead to the presence or absence of this important organizational outcome. Directions for future studies are commented on at the end of the paper.

Introduction

     Job performance is probably the most important and studied variable in industrial management and organizational behaviour (Carpini, Parker, & Griffin, 2017). It can be defined as individual behaviour-something that people do and can be observed-that generates value for the organization (Campbell, McCloy, Oppler, & Sager, 1993) and contributes to the organization’s goals (Campbell & Wiernik, 2015). Job performance can also be understood as an achievement-related behaviour with some evaluative component (Motowildo, Borman, & Schmit, 1997), that is, the extent to which an employee meets general organizational performance expectations (Afzali, Arash-Motahari, & Hatami-Shirkouhi, 2014).

     Over the last decades, the meaning of job performance has varied considerably, from the more traditional view focused on employment and fixed tasks to a broader understanding of work roles in dynamic organizational contexts (Ilgen & Hollenbeck, 1991). The fundamental reason for this focus shift is to the highly competitive and global work environment, where all organizations must be oriented to respond to dynamic and changing situations (Baard, Rench, & Kozlowski, 2014). This new context requires a broader conceptualization of job performance that brings together all the potential behaviours that positively contribute to the achievement of organizational goals (Griffin, Neal, & Parker, 2007). The new conceptualization of individual performance includes in-role performance (e.g., Williams & Anderson, 1991), adaptative performance (e.g., Berg, Wrzesniewski, & Dutton, 2010), proactive performance (e.g., Parker, Williams, & Turner, 2006) and citizenship behaviours (e.g., Podsakoff, Whiting, Podsakoff, & Blume, 2009). Delving into this new conceptualization of job performance, Griffin et al. (2007) developed an integrative performance model that cross-classifies ‘the three levels at which role behaviours can contribute to effectiveness (individual, team, and organization) and the three different forms of behaviour (proficiency, adaptivity, and proactivity) into subdimensions of work role performance’ (p. 330). Although previous research recommends taking advantage of the existing commonalities between the different job performance constructs (Carpini & Parker, 2017), this study is limited to the individual-level behaviours that generate value for organizations.

Results

     The outcome of the model was the presence of employees’ job performance. The five conditions were task significance, coworker social support, supervisor social support, transformational leadership, and empowerment. To conduct a more thorough analysis and provide greater insight into the proposed model, the analysis was conducted considering both the presence and absence of employee job performance. Table 1 shows the results of the analysis of necessary conditions for the presence (and absence) of job performance among industrial workers.

Abstract

Theory development

Method

Measures

Confounders

Analyses

Results

Discussion

Limitations

Practical implications

Acknowledgement

References

Abstract

     We examine the relationship between job insecurity (JI) and performance (i.e., adaptivity, proactivity, task performance) from a multilevel perspective. We suggest that different behavioural responses will be triggered depending on whether the JI refers to an employee’s relative JI within a team or a team’s collective JI. An individual employee’s relative JI within a team may evoke a withdrawal reaction (i.e., diminished performance) because the individual experiences the insecurity as a personal issue (one which does not affect the rest of the team as much; i.e., a “person-at-risk” situation). However, when JI is experienced as a collective phenomenon (one that affects the entire team as a whole because of the shared context, i.e., a “job-at-risk” situation), employees may demonstrate higher performance as they are driven by job preservation motives. We incorporated both individual employee and supervisor ratings as they have complementary value in evaluating performance. Data was obtained from 53 teams, including 403 employees and 53 supervisors. Team’s collective JI was associated with higher supervisor-rated performance at the team-level, both in terms of adaptivity and proactivity but not in terms of task performance. The employee’s relative JI within a team was associated with reduced self-rated performance in terms of both adaptivity and task performance.

Theory development
JI as an individual phenomenon and its relationship with performance
Perceptions of fair exchange in the relationship between employee and employer are, according to SET (Blau, 1964), critical to employee job attitudes and behaviours. Positive, beneficial actions directed at employees by the organization can lead to employees feeling socially indebted to their employer (Blau, 1964), and an attempt to reciprocate by engaging in positive behaviours at work. Perceived negative contributions from the organization, on the other hand, can result in poor performance as employees attempt to restore the disrupted balance in their exchange with the employer. Applied to JI, concerns about losing one’s job can erode positive work behaviours, because they breach the individual’s expectations of long-lasting employment (De Cuyper & De Witte, 2006). An employee’s assumption that the organization will demonstrate its commitment by ensuring the stability of his or her job is not uncommon, especially among those employed on a permanent basis (De Cuyper & De Witte, 2006). If workers perceive their organization as incapable or unwilling to secure their employment over a longer period of time, this is likely to result in an adjustment of their work behaviours as a means of restoring the equilibrium in the volatile exchange relationship with their employer (Reisel et al., 2010). In addition, from a stress and strain point of view, an employee is likely to reduce his or her work effort (a sign of withdrawal) in response to feeling unable to cope with the situation (Lazarus & Folkman, 1984) and the energy- and resource-depleting effects of prolonged exposure to the uncertainty (Stynen et al., 2015). Despite the lack of consensus, the vast majority of the studies on individual-level JI and employee performance point towards a negative relationship between the two (Sverke et al., 2019), in line with the assumptions formulated by stress theories and SET.

Results
Descriptive results

     Means, standard deviations and correlations are depicted in Table 1. JI was negatively associated with self-rated task performance (r = −.24, p < .01), and self-rated adaptivity (r = −.17, p < .01). The correlation between JI and self-rated proactivity was not significant. JI was negatively associated with supervisor-rated task performance (r = −.11, p < .05) but unrelated to supervisor-rated adaptivity and proactivity

Abstract

1. Introduction

2. Literature review and conceptual framework

3. Methods

4. Data analysis and findings

5. Discussion and conclusion

6. Contribution, limitations and future research

References

Abstract

     The present study proposes to investigate the impact of transactional leadership style (TLS) and entrepreneur’s passion (ETP) for employee performance (EP) and mediating role of passion between TLS and EP in Pakistan. The study is a quantitative approach and based on cross-sectional data. In total, 356 cases are applied for the final analysis. The results demonstrated a positive and significant effect of TLS and ETP on EP. Thus, the ETP recognized as a mediator between the TLS and the EP. The study’s findings would offer significant contributions and implications for executives, entrepreneurs, and managers. The leadership style perception of the employees has a considerable contribution to generating a higher level of job performance. Hence, the study would provide the smoothness in enhancing EP with leadership behaviours’ development. However, the mediation investigation of ETP between TLS and EP among the employees of Pakistan would give further guidelines for the policymakers of developing nation to observe the role of ETP.

Introduction

     The tendency in the leadership aspect usually differentiated between transactional leadership and transformational leadership (Feranita et al., 2020). Henceforth, many people illustrated the various definitions of leadership with the support of words including “influence and group” for the description of leadership (Jong & Hartog, 2007; Naqvi et al., 2017). Thus, leadership is concerned with attaining objectives by boosting the followers based on the application of tactical plans. According to Yukl (2002), the much prevalent literature of relevant leadership theories is classified into two specific notions, including transactional leadership and transformational leadership. Besides this, the transactional leadership concept based on the maintenance of the general flow of actions. However, the word “transactional” illustrates the reality that such a leader fundamentally encourages swapping rewards for performance.

     However, job performance is related to workers’ behaviours within an organization (Howladar et al., 2018). Further, transactional conception is to focus on “keeping the ship afloat”. Additionally, transactional leaders apply disciplinary control and the apparent motives to encourage the performance of employees at their best. Moreover, researchers generally measure the performance of working staff based on job performance. In this way, job performance stands for how many employees have performed for achieving a goal for organizational setup (Blickle & Schütte, 2017). Finally, job performance is related to the demonstration for the fulfilment of regulated/expected function through an organization’s demand. Thus, job behaviour is concerned with incidental, multifaceted and measurable behaviour along with the totality of alternating occasions that employees intend to perform within a span of period.

Discussion and conclusion

     The purpose of the study was to inspect the influence of the TLS and the ETP for the EP. The small and medium-sized enterprises (SMEs) of Pakistan were selected as the study context. We have also found an indirect effect of TLS on EP in the presence of an ETP. Thus, this study covers a survey questionnaire for responses from the respondents.

     By employing the SEM technique, the results of a research study found a positive and significant effect of TLS on EP among the respondents. Hence, H1 is accepted. Meanwhile, the positive impact of TLS on EP are accorded with the previous studies of Howell & Merenda (1999), Elenkov (2002), Yozgat and Kamanli (2016), who have claimed the same findings within the various contexts. These positive effects may have appeared because it has a reputation as a dominant predictor of employees’ performance. In Russian companies, managers who adopt transactional leadership behaviour are significantly and positively related to organizational performance and innovation (Elenkov, 2002). According to Bass (1990), transactional leadership happens when the leader’s motives and the mechanism depend on the capability of the follower’s activity. In the same vein, Burke et al. (2006) demonstrated that leadership behaviours and team activity consequences are correlated with each other. In the SEMs context of Pakistan, the employees and entrepreneurs may be motivated for transactional leadership. They encourage followers to accomplish as per the leader’s anticipation and get rewards and promotion. It would avail the skills for the leader that can be applied in operating and inspiring its followers to satisfy the organization’s necessities and ambitions by swapping for employees’ performance (Jung & Avolio, 2000).

Abstract

Introduction

Theoretical background and hypotheses

Method

Measures

Analytical strategy

Results

Robustness checks

Discussion

Theoretical and practical implications

Limitations

Future research directions

Funding

References

Abstract

     The purpose of this study is to investigate whether the provision of supplemental family leave elicits higher work effort and extra-role behavior in employees. Drawing on arguments derived from signaling theory we test whether the beneficial effects of providing longer or better paid family leave on performance exist for all employees, or whether they are limited to the group who either took advantage of the supplemental leave in the past or is likely to do so in the future. In addition, the mechanism proposed by organizational support theory by which supplemental leave is expected to affect employee performance – by increasing affective organizational commitment – is tested. The hypotheses developed are tested using European multilevel organization-data (Van der Lippe et al., 2016a) on 11,011 employees in 869 departments or teams, and 259 organizations. The results indicate that perceived availability of supplemental family leave relates positively to employees’ contextual performance, partially by increasing organizational commitment. This effect is found irrespective of actual use of family leave and is not moderated by characteristics relating to future use such as having young children, being of childbearing age or being female.

Introduction

     In all European countries employees have the right to some form of paternity, maternity and/or parental leave, although the duration and levels of payment differ tremendously between the countries (OECD, 2017). In addition, organizations increasingly provide supplemental leave on top of the policies they are obliged to offer by law, by offering a longer period of leave or increasing the level of payment employees are entitled to (den Dulk et al., 2012; Ronda et al., 2016, den Dulk, 2001). These supplemental family leave provisions are designed to help employees with young children to better combine work and family life, and as such can be beneficial to the employees (Ronda et al., 2016). At the same time, adopting such supportive policies may be beneficial for organizations, by increasing desired outcomes such as employee performance among employees, the so-called ‘business-case argument’ for offering supportive policies (Kossek & Friede, 2006; Wheatley, 2017). With this article we aim to contribute to the literature by investigating the mechanism via which the availability and use of supplemental leave provision is related to self-reported employee performance. By focusing on supplemental family leave provisions, we assess the effect of this policy on performance for employees who have directly benefitted from the policy, those who may benefit in the future, and those to whom it is not personally relevant.

Results

     Descriptive statistics are presented in Table 2. Employees’ average contextual performance was 3.27, meaning that they scored between ‘sometimes’ and ‘often’ on their engagement in extra-task performance. Task performance and organizational commitment show slightly higher averages. 13% of the respondents thought that supplemental leave was offered by the organization. 60% of the sample did not have a child, 13% of the people had a child and did not use any type of family leave, 22% had a child and used statutory leave, and 4% had a child and used supplemental leave. It stands out that the perceived availability and use of supplemental leave among men and women is very similar, which especially for use is somewhat surprising considering the fact that it is known that women use more leave (Burnett et al., 2010; Munn & Greer, 2015). However, it should be kept in mind that this reflects whether respondents used any leave, but says nothing about the duration of this leave and that it refers to extra payment as well.

Abstract

1. Introduction

2. Theory and hypotheses

3. Methodology

4. Results

5. Discussion

6. Conclusions

Acknowledgements

References

Abstract

     This study examines employee evaluations of HR practices (HRPs), which are a critical and yet underexplored antecedent of their effectiveness. Drawing on the Job Demands–Resources model, it proposes a moderated mediation model that studies the relationship between employee satisfaction with HRPs and in-role and extra-role performance as mediated by engagement. The results suggest satisfaction with HRPs influences both the performance dimensions considered, although its effects are greater for extra-role performance. Engagement intervenes significantly only in the relationship between this satisfaction and extra-role performance. Furthermore, the study acknowledges the burdens HRP-related resources may place on the workforce and examines the moderating effects of a personal resource such as health on the satisfaction with HRPs-engagement link, finding that it significantly strengthens it. It also finds that the indirect effect of satisfaction with HRPs on extra-role performance is stronger for healthier employees. These findings provide novel insights into the HR causal chain and help practitioners to better manage HRP design, communication, and audits.

Introduction

     Although HR practices (HRPs) have the potential to improve organisational performance by eliciting appropriate workforce contributions, research on the HR causal chain has stressed that employees’ evaluations of these practices may account for their effectiveness (Lepak et al., 2012; Wright & Nishii, 2013). Broadly defined, workforce evaluations of HRPs refer to the positive or negative subjective view held by employees of these practices (Beijer et al., 2019). Unfavourable evaluations may make HRPs unsuccessful as performance-enhancing tools, no matter how well they address organisational priorities (Meijerink et al., 2021).

      Despite the significance of workforce evaluations of HRPs, empirical research has documented the performance implications of only some such evaluations. Specifically, most existing studies have focused on HR attributions, namely employees’ assessment of management’s reasons for embracing HRPs (i.e., exploiting the workforce vs. enhancing its well-being) (e.g., Nishii et al., 2008). However, this is not the only kind of appraisal employees make of the HRPs they encounter. They can indeed examine them from multiple angles besides causal explanations for their adoption (Lepak et al., 2012), which implies that other relevant evaluations of HRPs affecting performance may exist (Van Beurden et al., 2021).

Conclusions

     As discussed by Liu et al. (2017), employees’ view of HRPs play a critical role in the process through which these practices become linked to performance, and hence “research examining the impact of an employee’s experience of HR systems on his or her outcomes is sorely needed” (p. 1165). This study has investigated whether, how, and when employee satisfaction with HRPs affects individual productive contributions. While there is undoubtedly a great deal of work yet to be done to fully explore workforce evaluations of HRPs and their related effects, we trust the findings here contribute to a better understanding of the meaning of such evaluations and inspire further research on the implications of satisfaction with HRPs.

Summary

1 INTRODUCTION

2 THEORETICAL BACKGROUND AND HYPOTHESES

3 STUDY 1

4 STUDY 2

5 GENERAL DISCUSSION

6 CONCLUSION

REFERENCES

Summary

To understand the relationship between employee performance and abusive reactions from supervisors, we examine the role of supervisors’ attributions about employees’ performance. Drawing on the fundamental attribution error, we argue that supervisors over-attribute lower levels of performance to employees’ internal factors (i.e., conscientiousness), which then triggers higher levels of abusive supervision. In Study 1, we collected data from 189 supervisor–employee dyads. The results indicated that lower levels of supervisor-rated employee performance related to supervisor biased attributions to employee conscientiousness, which in turn resulted in employee-rated abusive supervision. In Study 2, we combined a recall task with a vignette design to replicate and extend our findings. We demonstrated that after adjusting for the baseline level of employee conscientiousness, supervisors overattributed poor performance to employee conscientiousness and then engaged in higher levels of abusive behaviors. Further, consistent with premises of fundamental attribution error, we found that in the absence of information about who was at fault for poor performance, supervisors over-attributed poor performance to internal factors (employee) as compared to external factors (software malfunction). Taken together, our findings demonstrate that biased attributions about employee conscientiousness help explain the relationship between employee performance and abusive supervision.

1 | INTRODUCTION

Abusive supervision represents a range of negative behaviors directed at employees (Tepper, 2002). Not surprisingly, previous research has demonstrated an array of adverse consequences related to abusive behaviors from supervisors, including reduced employee well-being, lower job satisfaction, higher levels of work–family conflict, increased depression, and higher levels of emotional exhaustion (Hershcovis & Barling, 2010; Mackey et al., 2017). Recognizing that even a low-base phenomenon can significantly damage employee and organizational outcomes, research on abusive supervision has exploded in recent years (see Tepper et al., 2017). Notwithstanding recent advancements in this area of research, we have much to learn about the mechanisms that help explain abusive behaviors (see Zhang & Bednall, 2016).

In this paper, we consider a cognitive mechanism for explaining abusive supervisory reactions: We posit that supervisors may engage in abusive behaviors based on potentially biased attributions of observed behaviors (employee performance) to employee personality (employee conscientiousness). More specifically, we explore whether supervisors over-attribute performance issues to employee lower conscientiousness yielding higher levels of abusive supervision.1 We theorize that it is not necessarily actual employees’ conscientiousness, but rather how supervisors make sense of employees’ behaviors that explains higher levels of abusive supervision. Drawing on the fundamental attribution error (FAE, Ross, 1977), we theorize that supervisors, like all of us, are prone to make biased attributions of observed behaviors to internal factors. These attributions, in turn, can give rise to negative behaviors such as abusive supervision directed at the employee. Thus, we demonstrate that supervisors may engage in higher levels of harming their employees as a result of unconscious perceptual biases.

1- Introduction

2- Theoretical framework

3- Method

4- Results

5- Replication study

6- Results

7- Discussion

8- Managerial Implications

9- Limitations and Future Research

10- Conclusion

References

Abstract

This paper introduces boss phubbing (phone snubbing), defined as an employee’s perception that his/her immediate supervisor is distracted by his/her smartphone while in their presence, and studies its relationship with employee performance. Despite the importance of supervisor-subordinate interactions and the ubiquitous nature of smartphones, research is yet to investigate how smartphones impact important employee outcomes. Three theories are used to undergird the proposed model of relationships between boss phubbing, supervisory trust, job satisfaction, and performance: Reciprocated Social Exchange theory, Expectancy Violations theory, and Social Presence theory. A sequential mediation model was used to examine the relationships between boss phubbing and employee job performance. Two studies of US adults working in a range of industries (n=156, n=181) reveal that boss phubbing has a negative association with employee’s job performance through supervisory trust and job satisfaction. Theoretical and practical implications and future research directions are also discussed.

Introduction

It would be difficult to refute the statement that smartphones are ubiquitous. The modern workplace has felt the impact of the increasing use and presence of smartphones. One in five employers state that their employees are productive less than five hours each day, and the majority (55%) of these same employers identified employee smartphone use as the major cause of workplace distraction. Twenty-eight percent of employers reported that workplace smartphone use negatively impacts the supervisor-employee relationship (Farber, 2016). With the ubiquitous status of smartphones (Yueh, Lu, & Lin, 2015), it is incumbent upon researchers to investigate how the use of these devices impacts relationships (McDaniel & Coyne, 2014). A recent study investigated the impact of “partner phubbing,” – being snubbed by your spouse or significant other using his/her cellphone in your company (Roberts & David, 2016). Phubbing (“phone snubbing”) occurs when someone in your presence is distracted by his/her cellphone instead of communicating with you. Roberts and David (2016) found that perceived partner phubbing undermined the relationship satisfaction of the phubbed partner, ultimately reduced reported life satisfaction, and increased reported symptoms of depression among the aggrieved romantic partners.

1. Training, as a function of HRM

2. Literature Survey

3. Method

4. Results

5. Conclusion

References

It’s a well-known fact that we are living in a dynamic environment full of unlimited demands. This rapid change makes the competition be stronger and leads the foundations compatible on technological improvement. Thus, companies try to find new alternatives so as to provide sustainable ways among others. Scientific approaches in human resources management (HRM) can be taken into account as one of these solutions because training activities not only invest in the qualifications of employees but also add value to the motivation of the team players. This fact helps the effectiveness of the organizational structure. This study is completed in a big scale company on the service field for the domestic market. The aim is to recognize the impact level of the training, depending on its relation with motivation. Hence, the study is divided into three main phases. In the first step, the gaps of the literature are determined and the literature search is summarized. Secondly, the case study is completed with the scientific approach, SPSS and in the final step, results in the conclusion support the hypothesis. Therefore, training can be thought as a key player for improving the motivation.

Training, as a function of HRM

In today’s conditions, long-term success and competitive advantage of enterprises depend on giving importance to human because many of the resources owned by enterprises can be imitated, except for human resources. Therefore; it is important to ensure that human resources do their activities voluntarily. In other words, the motivation of individuals to work is an important factor in the success of the enterprise. However, the point to be noted here is that human beings do not act only in line with economic motives and that they have a number of needs as a social being. In addition to this, most of today’s enterprises acknowledge that well-trained staff is a critical success factor for them. As it is understood from this statement, another factor affecting the success of the enterprises is the well-equipped employees. In order to achieve this, the training activities carried out in enterprises are of great importance. Businesses at the point of departure should take into account training and motivation factors. Furthermore, training can be achieved by increasing individual and organizational productivity, one of the main objectives of human resources management. Undoubtedly, training activities are a continuous human resources management function to facilitate the adaptation of employees for new conditions or environments, and also to increase decision-making and problem-solving capabilities in these environments.