Performance Management: Perceiving Goals as Invariable and Implications for Perceived Job Autonomy and Work Performance

In this study, we investigated whether perceiving goals as invariable is negatively related to work performance and whether this relationship is mediated by perceived job autonomy. Perceiving goals as invariable refers to the extent to which employees believe that the goals in a performance management system represent absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In support of our hypotheses, we found a negative relationship between perceiving goals as invariable and work performance and that perceived job autonomy mediated this relationship. Theoretical and practical implications and directions for future research are discussed. © 2014 Wiley Periodicals, Inc.     

How work-related capabilities influence job performance: a relational perspective

Employee relationships with supervisors can be based upon both work-focused activities and outcomes, as exemplified by leader–member exchange (LMX), and personal, non-work activities, as exemplified by Chinese guanxi. The purpose of this study is to examine the mediating role of supervisor–subordinate guanxi (SSG) and LMX in the relationship between the work-related human and social capital of employees and supervisors’ ratings of their job performance. Data were collected from 372 employees and 127 supervisors in a range of companies in China. The study demonstrates how human and social capital might play differing roles in influencing SSG and LMX. In particular, LMX partially mediated the relationship between human capital and job performance, and the relationship between social capital and job performance was fully mediated by SSG and LMX. The findings enrich understanding of how personal capabilities influence work and non-work relationships and assessments of job performance. The unique content of the Chinese construct of guanxi has implications for research and practice in modern organizations where the barriers between work and non-work are permeable and relationships include affective attachment as well as instrumental considerations.     

Associations between perceived employability,employee well-being,and its contribution to organizational success: a matter of psychological contracts?

We investigated interactions between perceived employability and employees' perceptions about psychological contract obligations made by the employer in relation to life and job satisfaction, self-rated performance, and turnover intention. We hypothesized that perceived employability relates positively to job satisfaction, life satisfaction, and self-rated performance and negatively to turnover intention under the condition of many promises. Conversely, perceived employability relates negatively to job satisfaction, life satisfaction, and self-rated performance and positively to turnover intention under the condition of few promises. Analyses using a sample of 463 workers from seven Belgian organizations showed that perceived employability was positively related to all outcomes except job satisfaction. The number of promises was positively related to job and life satisfaction, and to self-rated performance, and negatively to turnover intention. Contradictory to our expectations, with the exception of turnover intention, the relationships between perceived employability and the outcomes were relatively stronger and positive under the condition of few promises compared with many promises.     

The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work

This paper focuses on turnover intentions in temporary work. Specifically, we analyse whether job satisfaction and leader–member exchange (LMX) play the same role as antecedents of turnover intentions for both temporary and permanent employees. Results from a total‐effects moderation model based on a survey of 593 individuals placed by a temporary work agency suggest that temporary work lessens the impact that high job satisfaction has in terms of reducing turnover intentions. Furthermore, while for permanent employees, high‐quality LMX relationships play a central role in the link between job satisfaction and turnover intentions; for temporary employees, job satisfaction is less important in the formation of high‐quality LMX relationships. Therefore, we contribute to knowledge on turnover intentions in temporary work by showing that within this context, turnover intentions cannot be directly remedied by high job satisfaction and that temporary work inhibits LMX's reinforcing role in the relationship between job satisfaction and turnover intentions.     

LMX对员工工作态度的影响研究

通过问卷调查,探讨领导部属交换与员工工作满意度、离职倾向之间的关系,引入工作内嵌入为中介变量探讨影响机制。结果表明:领导部属交换与员工离职倾向显著负相关,与工作满意度显著正相关,且工作内嵌入在领导部属交换与离职倾向之间起完全中介作用;在领导部属交换与工作满意度之间起部分中介作用。     

The joint effect of leader–member exchange and emotional intelligence on burnout and work performance in call centers in China

We examined the joint effect of LMX and emotional intelligence (EI) on burnout and work performance. Results based on data collected from 493 leader-member dyads in the call center of a large Chinese telecommunication company indicated that LMX was negatively related to burnout, yet was not significantly related to objective work performance. Moreover, we examined the effects of the four dimensions of EI (self-emotion appraisal, other-emotion appraisal, use of emotion, and regulation of emotion) on burnout and performance, and found that burnout mediated the link between use of emotion and work performance. Results also showed that LMX was associated with burnout and work performance more strongly for service workers with lower levels of self-emotion appraisal. More surprisingly, the link between LMX and work performance was stronger for service workers with higher levels of use of emotion.     

Exploring alternative relationships between perceived investment in employee development,perceived supervisor support and employee outcomes

The purpose of this study was to explore alternative relationships between perceived investment in employee development (PIED), perceived supervisor support (PSS), and employee outcomes in the form of attitudes (affective commitment and turnover intention) and work performance (work effort, work quality and organisational citizenship behaviour). A cross-sectional survey among 331 employees from a Norwegian telecommunications organisation showed that the relationship between PSS and employee attitudes was partially mediated by PIED. In addition, PSS was found to moderate the relationship between PIED and three self-report measures of work performance. The form of the moderation revealed a positive relationship only for high levels of PSS. These findings suggest that line managers are of vital importance in implementing developmental HR practices, either because they influence how such practices are perceived by employees, which, in turn, affects employee attitudes, or because positive experiences with both line managers and HR practices seem to be needed in order for developmental HR practices to positively influence employee performance.     

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.     

Personality,self-efficacy and job resources and their associations with employee engagement,affective commitment and turnover intentions

Abstract

In this paper, we examine the extent to which personality characteristics influence employees’ psychological connection to their work beyond that predicted by job context factors. More specifically, using Job Demands-Resources theory, we examined the influence of HEXACO personality facets, self-efficacy, and job resources on engagement, affective commitment and turnover intention. We used structural equation modelling on data collected from 623 participants working in a variety of organizational settings to test a proposed and a re-specified model. The results showed that both job resources and individual differences factors had direct and indirect effects on engagement, affective commitment and turnover intention. The personality facet liveliness was positively associated with engagement; sentimentality was positively associated with affective commitment; and social boldness, diligence and sentimentality were positively associated with self-efficacy. The model explained 69% of the variance in engagement, 60% of the variance in affective commitment and 33% of the variance in turnover intention. Despite the stronger influence of job resources, the results suggest that both individual factors and job context factors influence employees’ psychological attachment to their work. Practical implications in terms of selection, engagement and organizational development interventions, and further research opportunities are identified.     

Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation

The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.     

Chinese hotel employees in the smiling masks: roles of job satisfaction,burnout, and supervisory support in relationships between emotional labor and performance

Using survey data obtained from 206 frontline hotel employees (Study 1) and 111 employee–supervisor dyads (Study 2), we examined how the emotional labor of hotel employees was associated with affective and behavioral outcomes. We found that surface acting was negatively related to job satisfaction but positively related to burnout. Meanwhile, deep acting was positively related to job satisfaction but negatively related to burnout. Additionally, job satisfaction and burnout were found to mediate the relationship between emotional labor and work performance. We further found that supervisory support moderated the relationships between emotional labor and job satisfaction and burnout.     

Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness

We introduce a theoretically-grounded conceptualization of inclusive leadership and present a framework for understanding factors that contribute to and follow from inclusive leadership within work groups. We conceptualize inclusive leadership as a set of positive leader behaviors that facilitate group members perceiving belongingness in the work group while maintaining their uniqueness within the group as they fully contribute to group processes and outcomes. We propose that leader pro-diversity beliefs, humility, and cognitive complexity increase the propensity of inclusive leader behaviors. We identify five categories of inclusive leadership behaviors that facilitate group members' perceptions of inclusion, which in turn lead to member work group identification, psychological empowerment, and behavioral outcomes (creativity, job performance, and reduced turnover) in the pursuit of group goals. This framework provides theoretical grounding for the construct of inclusive leadership while advancing our understanding of how leaders can increase diverse work group effectiveness.     

Having two bosses: considering the relationships between LMX,satisfaction with HR practices,and organizational commitment

This study went beyond previous research on leader–member exchange (LMX) by examining employees who are supervised by more than one boss. Using data from 122 PhDs from a Dutch university, this study had three research objectives. First, to examine the effects of PhDs' LMX with both their promoter and their assistant promoter on affective organizational commitment (AOC). Second, to examine the mediating role of satisfaction with human resource (HR) practices in the two LMX–AOC relationships. Since the promoter as the higher level boss has more influence on different HR practices the third objective was to examine whether the LMX–AOC relationship is stronger for the promoter than for the assistant promoter. The results showed that both promoter LMX and assistant promoter LMX were positively related to PhDs' AOC, and both relationships were fully mediated by PhDs' satisfaction with HR practices. As expected, these effects were significantly stronger for the promoter than for the assistant promoter.     

Why does formal mentoring matter? The mediating role of psychological safety and the moderating role of power distance orientation in the Chinese context

Formal mentoring programs continue to gain popularity within various organizations due to their positive impact on protégés' career successes. However, to date, relevant research has focused on the benefits of informal mentoring relationships. To narrow the literature gap, this study was conducted to examine whether, how and when the amount of formal mentoring provided by mentors influenced protégés' work attitudes. Based on 208 formal mentor–protégé dyads from the People's Republic of China, we found that the amount of formal mentoring provided by mentors related positively to protégés' affective commitment and related negatively to turnover intention. Furthermore, perceived psychological safety of protégés partially mediated the relationship between the amount of formal mentoring and affective commitment, whereas it completely mediated the relationship between the amount of formal mentoring and turnover intention. Finally, protégés' power distance orientation moderated the relationship between the amount of formal mentoring and perceived psychological safety. Additionally, implications for research and practice from our findings are discussed.     

Risk-taking and relational perspective on turnover intentions

This study investigated risking-taking and network ties and their impact on an individual's intention to quit from a relational perspective. Using the social identity and social capital as the theoretical foundation, hypotheses were developed to examine how internal instrumental and external ties as well as ties with higher ranked individuals and their association with turnover intention. These hypotheses were empirically tested using data collected from 126 full-time employees in a Chinese setting. The results showed that high risk propensity was positively associated with turnover intention. Not only internal ties that binds, but external networking also matter in turnover decisions.     

企业80后知识型员工工作倦怠与离职倾向之间的关系研究——以组织支持感为调节变量

文章以企业80后知识型员工为研究对象,研究其工作倦怠、组织支持感与离职倾向之间的关系.首先采用统计软件SPSS17.0进行描述性统计分析、相关分析、回归分析,最后采用层次回归的分析方法考察组织支持感的调节作用.通过实证研究得出:工作倦怠与离职倾向显著正相关;组织支持感与离职倾向显著负相关;企业80后知识型员工工作倦怠对其离职倾向具有较好的正向预测作用;企业80知识型后员工感知到的组织支持感对其离职倾向具有较好的负向预测作用;组织支持感在工作倦怠和离职倾向之间起到了明显的调节作用.     

The interactive effects of organizational and leadership career management support on job satisfaction and turnover intention

In the organizational career management literature, scholars have focused on career management policies, with little attention given to practices that can vary within organizations. And despite its recognized importance, research on the role of leaders in the career management process is also scant. In this study, we investigate the effects of career management practices (OCPs) and leadership career support (LCS) on employee attitudes. Grounded on coping theory, we propose that career support received from line managers can be particularly consequential when OCPs are lacking. We analyze the moderating effects of LCS on the relationship between OCPs and both job satisfaction and turnover intention in a sample of employees from a large Brazilian organization, applying multiple regression analyses. Results showed that OCPs and LCS are positively related to job satisfaction and that OCPs are negatively related to turnover intention. In addition, we confirmed that LCS moderates the relationship between OCPs and both job satisfaction and turnover intention. Finally, we observed that the relationship between OCPs and turnover intention is mediated by job satisfaction. Theoretical and practical implications are discussed.     

Leader-member exchange,employee performance,and work outcomes: an empirical study in the Chinese context

In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.     

Family supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction

Social exchange theory was used to understand employee perceptions of organizational support for work–family issues in this study of 373 employees from 40 New Zealand firms. These perceptions of family support were found to positively influence job and life satisfaction, and negatively influence turnover intentions and job burnout. Consequently, there is strong support for firms supporting work–family issues leading employees to reciprocate with superior outcomes. In addition, the mediating effects of life satisfaction were explored, as there have been calls to test the effects of existing relationships outside the workplace. While life satisfaction was not found to fully mediate any attitude, it did partially mediate all outcomes. Similarly, life satisfaction was also a significant predictor of all outcomes. This indicates that the role of firms in providing a supportive work–family climate is important and can consistently contribute to employee outcomes. Furthermore, the role of non-work attitudes is also important to acknowledge, and highlights the need to explore non-work aspects as potential mediators of work outcomes in social exchange relationships.     

Leader–member exchange as a moderator of the relationship between employee–organization exchange and affective commitment

While there is some evidence on the outcomes of employee–organization exchange relationships and leader–member exchange (LMX) relationships, less is known about their combined role as predictors of employee outcomes. Relying on a recent conceptualization of social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) as two separate dimensions of LMX, the present study explored whether SLMX and ELMX moderate the associations between organizational social and economic exchange and affective commitment. The main finding was that the association between organizational economic exchange and affective commitment is attenuated by SLMX. In addition, a positive association between intrinsic motivation and affective commitment was also unveiled, suggesting that affective commitment is not only determined by the prosocial motivation emanating from social exchange relationships, but also from the intrinsic motivation inherent in the work itself.