مقاله انگلیسی رایگان در مورد رویکردی به عملکرد شغلی کارکنان از طریق رفتارهای رهبری – الزویر ۲۰۲۲

elsevier

 

مشخصات مقاله
ترجمه عنوان مقاله رویکردی به عملکرد شغلی کارکنان از طریق متغیرهای محیطی کاری و رفتارهای رهبری
عنوان انگلیسی مقاله An approach to employees’ job performance through work environmental variables and leadership behaviours
انتشار مقاله سال ۲۰۲۲
تعداد صفحات مقاله انگلیسی ۹ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه الزویر
نوع نگارش مقاله
مقاله پژوهشی (Research Article)
مقاله بیس این مقاله بیس میباشد
نمایه (index) Scopus – Master Journal List – JCR
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
ایمپکت فاکتور(IF)
۱۱٫۰۶۳ در سال ۲۰۲۰
شاخص H_index ۲۱۷ در سال ۲۰۲۱
شاخص SJR ۲٫۳۱۶ در سال ۲۰۲۰
شناسه ISSN ۰۱۴۸-۲۹۶۳
شاخص Quartile (چارک) Q1 در سال ۲۰۲۰
فرضیه ندارد
مدل مفهومی دارد
پرسشنامه ندارد
متغیر ندارد
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت منابع انسانی – مدیریت عملکرد
نوع ارائه مقاله
ژورنال
مجله  مجله تحقیقات بازرگانی – Journal of Business Research
دانشگاه University of Santiago de Compostela, Spain
کلمات کلیدی عملکرد شغلی – رهبری تحول آفرین – توانمندسازی – حمایت اجتماعی – اهمیت وظیفه – fsQCA
کلمات کلیدی انگلیسی Job performance – Transformational leadership – Empowerment – Social support – Task significance – fsQCA
شناسه دیجیتال – doi
https://doi.org/10.1016/j.jbusres.2021.11.006
کد محصول e16575
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
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فهرست مطالب مقاله:

Abstract

۱٫ Introduction

۲٫ Literature review

۳٫ Method

۴٫ Results

۵٫ Discussion

۶٫ Conclusions and managerial implications

Declaration of Competing Interest

References

بخشی از متن مقاله:

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.

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