مشخصات مقاله | |
ترجمه عنوان مقاله | عوامل مؤثر بر عملکرد کارکنان: یک بررسی نظام مند ادبیات |
عنوان انگلیسی مقاله | Factors affecting employee performance: a systematic literature review |
انتشار | مقاله سال ۲۰۱۹ |
تعداد صفحات مقاله انگلیسی | ۲۴ صفحه |
هزینه | دانلود مقاله انگلیسی رایگان میباشد. |
پایگاه داده | نشریه امرالد |
نوع نگارش مقاله |
مرور ادبیات (Literature Review) |
مقاله بیس | این مقاله بیس میباشد |
نمایه (index) | Scopus – Master journals |
نوع مقاله | ISI |
فرمت مقاله انگلیسی | |
شناسه ISSN | ۰۹۷۲-۷۹۸۱ |
مدل مفهومی | دارد |
پرسشنامه | ندارد |
متغیر | دارد |
رفرنس | دارد |
رشته های مرتبط | مدیریت |
گرایش های مرتبط | مدیریت عملکرد، مدیریت منابع انسانی، مدیریت سازمان های دولتی، مدیریت استراتژیک، مدیریت اجرایی |
نوع ارائه مقاله |
ژورنال |
مجله | مجله پیشرفت در تحقیقات مدیریت – Journal of Advances in Management Research |
دانشگاه | Department of Applied Modern Languages and Communication, Ho Technical University, Ho, Ghana |
کلمات کلیدی | رفتار خلاقانه در کار، تبادل رهبر-پیرو، رفتار شهروندی سازمانی، عملکرد کارمندان، یادگیری فردی، یادگیری تیمی |
کلمات کلیدی انگلیسی | Innovative work behaviour، Leader-member exchange، Organizational citizenship behaviour، Employee performance، Individual learning، Team learning |
شناسه دیجیتال – doi |
https://doi.org/10.1108/JAMR-06-2018-0052 |
کد محصول | E13136 |
وضعیت ترجمه مقاله | ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید. |
دانلود رایگان مقاله | دانلود رایگان مقاله انگلیسی |
سفارش ترجمه این مقاله | سفارش ترجمه این مقاله |
فهرست مطالب مقاله: |
Abstract
Introduction Literature review Methodology Search strategy Results and discussions Conclusions Limitations References |
بخشی از متن مقاله: |
Abstract Purpose – The purpose of this paper is to synthesize the fragmented literature on organizational citizenship behavior (OCB), leader–member exchange (LMX), learning, innovative work behavior (IWB) and employee performance across different countries, disciplines and organizations, thereby broadening the literature breath and making gap identification comprehensive. Second, it provides information on how much studies have been concentrated on Africa with the goal of provoking scholarly work in a unique cultural setting on the interrelatedness of these concepts. Introduction The notion of positive organization behaviors is believed, can create a positive psychology in the working environment to enhance performance (Avey et al., 2010; Luthans, 2002). Research in management studies continues to attract and deepen understanding of behaviors such as leader–member exchange (LMX), organization citizenship behavior, learning, innovative work behavior (IWB) and their positive effects on performance in organizations (Organ, 2018; Sun et al., 2017; Wang et al., 2008). Globalization, a knowledge society and changes in the work environments have brought into sharp focus the need for organizations to sustain competitive advantage. To achieve this, the intangible internal human element reflected in knowledge, skills and attitudes (Kamoche, 1996; Mueller, 1996; Barney and Wright, 1998); and the conscious effort of applying positive measureable human resource strengths and psychological capacities that can be developed and managed for performance improvement in organizations are necessary (Luthans, 2002). This has been further aggravated in research on positive organizational behavior paradigms that spur performance (Bolino and Grant, 2016). In the bid to understand and explore the phenomenon of individual or employee performance, many empirical studies have been conducted on the subject in relation to different antecedents and other outcome variables. For instance, leadership, customer satisfaction and performance (Ahearne et al., 2005); leadership, resistance, empowerment, satisfaction and performance (Vecchio et al., 2010); empowering leadership, goal orientation and performance (Wong Humborstad et al., 2014); turnover and performance (Wong et al., 2015); commitment, engagement and performance (Nazir and Ul Islam, 2017); learning and performance (Van Der Vegt and Bunderson, 2005); and organizational commitment, citizenship behavior and performance (Asiedu et al., 2014). Similarly, different employee/job models have been developed and used in empirical studies either as stand-alone models; models for specific occupations such as the military and managers; and models that can be used across different occupations (Viswesvaran and Ones, 2000). |