Adaptive Performance: A New Scale to Measure Individual Performance in Organizations

As a component of overall employee performance, adaptive performance refers to the ability of an individual to change his or her behaviour to meet the demands of a new environment. The concept is relevant to firms that face especially complex and volatile business conditions. Research and practice have been hampered by a general lack of a widely available, psychometrically sound, multidimensional scale of adaptive performance that is applicable across a wide range of job contexts. Using both qualitative and quantitative methods, we develop and evaluate a 19‐item scale measuring five dimensions of adaptive performance. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

Grounded in the interactionist paradigm, this study shows that emotional exhaustion and perceived safety climate constitute important moderators of the relationship between proactive personality and work performance. More specifically, the study analyzes the relationship between proactive personality and its behavioural outcomes—organizational citizenship behaviour (OCB) and job performance—and investigates the interactive effects of emotional exhaustion and perceived safety climate. The study involves 485 Chinese airline employees including pilots, flight attendants, engineers, and service employees. Proactive personality positively predicted OCB and individual performance. Emotional exhaustion and perceived safety climate moderated the relationship between proactive personality and individual performance both independently and jointly. Implications of the findings for future research are discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

Do career satisfaction and support mediate the effects of justice on organizational citizenship behaviour and counterproductive work behaviour?

Following Lavelle, Rupp, and Brockner's ( 2007 ) target similarity framework, we propose that perceptions of support and career satisfaction mediate the influence of justice perceptions on citizenship and counterproductive performance. Structural equation modelling results from 356 employees supporting partial mediation. Collectively, the model explained 19% of the variance in perceptions of organizational support, 44% in perceived supervisor support, 33% in career satisfaction, 35% in citizenship performance directed toward the supervisor, 42% in citizenship performance directed toward the organization, 49% in job/task conscientiousness citizenship performance, 9% in counterproductive performance toward the supervisor, and 20% of the variance in counterproductive performance directed toward the organization. We argue that distributive, procedural, informational, and interpersonal dimensions of organizational justice follow different pathways and variously influence organizational outcomes. We discuss the implications of the results for the target similarity framework and more generally for human resources management. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

A Note on the Incremental Validity of Integrity Tests beyond Standard Personality Inventories for the Criterion of Counterproductive Behaviour

Although the validity of integrity tests for predicting the focal criterion of counterproductive work behaviour (CWB) is well‐established, little research has yet addressed the incremental CWB‐related validity of integrity tests beyond basic personality traits. The present research addresses this issue by re‐analyzing data adopted from Marcus, Lee, and Ashton (2007), in which four different overt and personality‐based integrity tests and the HEXACO‐Personality Inventory (Lee & Ashton, 2004) were related to CWB. Integrity accounted for practically significant proportions of incremental variance beyond personality across all integrity tests, yet effect sizes of incremental validity dropped considerably if Honesty‐Humility was added to traditional Big Five dimensions. In addition, findings suggest that CWB is best predicted by a combination of integrity and personality tests. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Target‐Setting,Pay for Performance,and Quality Improvement: A Case Study of Ontario Hospitals’ Quality‐Improvement Plans

This study examines whether difficult targets and quality indicators in executives' pay‐for‐performance (P4P) plans affect performance. The impact of target‐setting and P4P plans on quality improvement in the public sector is unclear. The Ontario government initiated the Quality Improvement Plan (QIP), which requires hospitals to set targets for quality indicators annually and link executive pay to target achievement since 2011. Analyzing Health Quality Ontario's database and hospitals' 2012–2013 QIPs, this study shows greater quality improvement in hospitals with difficult targets than hospitals with easy targets or without assigned targets; however, the positive impact disappears for high‐performance hospitals relative to their peers. We find no significant effect of the use of quality indicators in executives' P4P plans on quality improvement. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Salespersons' self‐monitoring: Direct,indirect, and moderating effects on salespersons' organizational citizenship behavior

Research into self‐monitoring (SM) confirms that people differ when it comes to how much they observe, regulate, and control themselves in certain social settings and interpersonal relationships. Research also shows that high self‐monitors, as opposed to low self‐monitors, perform better in boundary‐spanning positions that require good communication skills. Therefore, it is a matter of interest to analyze the effects of SM on salespeople's behavior, and on organizational citizenship behavior (OCB) in particular. It has been proven that this behavior affects the performance of organizations and influences supervisors' evaluations of subordinates. Although a number of studies examine the antecedents of OCB, certain relationships have yet to be looked at. This study proposes and tests a model stating that salespersons' OCB is determined by salespersons' SM, with this relationship being mediated by salespersons' person–organization (PO) fit and job satisfaction. This study also analyzes the moderating effect of salespersons' SM on PO fit to job satisfaction relationships, as well as on job satisfaction to OCB relationships. Data collected from 122 supervisor–salesperson dyads in 35 companies across 9 different sectors confirm the proposed model. In fact, the results show that SM, both directly and indirectly, has a positive effect on OCB due to the way in which it influences salespersons' PO fit and job satisfaction. The results also confirm the moderating role of SM in the relationships between job satisfaction and OCB, and between PO fit and job satisfaction. Certain implications of this study, as well as directions for future research, are also addressed. © 2009 Wiley Periodicals, Inc.     

员工情感状态与工作满意度对工作绩效的影响:领导-部属交换的调节作用

本文运用多层线性回归分析方法,探讨了员工个体内层面因素(积极情感、消极情感和工作满意度)对员工工作绩效(任务绩效、情境绩效和反生产绩效)的影响,并检验了个体间层面因素(领导-部属交换)对这些影响的跨层调节作用。研究结果表明:员工的积极情感与其任务绩效和情境绩效正相关;员工的消极情感与其反生产绩效正相关;与领导-部属交换水平高的员工相比,低水平领导-部属交换的员工,积极情感与情境绩效的正相关关系更强。     

Job Classification for the Purpose of Making Optimal Decisions Concerning Management Control

The job classification literature has been dominated by a micro‐level orientation reflective of the needs of specialists in human resources. In contrast, we take a multidisciplinary approach involving both micro‐ and macro‐level variables to propose a relatively simple system comprised of four job classes. Our model isintended to inform management as to the type and mix of controls (e.g., centralization, formalization, and various human resources policies) that could be applied to different job types to optimally promote the overall goals of the organization. Fuzzy numbers analysis is employed to illustrate the application of the system using four jobs in a car dealership in Spain. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

In this study, we explore the relationship between inclusive leadership and change‐oriented organizational citizenship behaviour (OCB) with the mediating roles of behavioural integrity and trust in leadership. Data were collected from 151 supervisor–subordinate dyads from small and medium enterprises in Pakistan. The results revealed that inclusive leadership is positively related to change‐oriented OCB. Our study reaffirms the indirect effect of the inclusive leadership on change‐oriented OCB via behavioural integrity and trust in leadership. Finally, the results supported the chain of causality: sequential mediation of behavioural integrity, and trust in leadership between inclusive leadership and change‐oriented OCB. Causal attribution theory is used to support the findings. Implications for theory and practice are discussed.     

Guanxi with Supervisor and Counterproductive Work Behavior: The Mediating Role of Job Satisfaction

This study aims to explore the role of informal leader–member interactions in managing counterproductive work behavior (CWB) in a non-Western context. We propose that under the Chinese background, guanxi with supervisor increases employees’ job satisfaction, which further reduces their CWB. Partial least square structural equation modeling with a sample of 272 Chinese employees confirms this mediating effect of job satisfaction. However, we also find that job satisfaction passes the effect of guanxi with supervisor on to CWB targeting people, but not to CWB targeting the organization. Implications for research on CWB and guanxi with supervisor are discussed.     

Taking a positive approach to organizational downsizing

We drew from the literature on positive organizational behaviour (Luthans & Youssef, 2007) to test a process model relating generalized optimism (Carver & Scheier, 1999) to the cognitions, affect, and behaviour of 237 Canadian federal government managers during and following a major organizational downsizing. Our data supported a model in which generalized optimism measured 18 months prior to the downsizing (T1) associated positively with managers' cognitions, attitudes, job performance, and self‐reported coping effectiveness measured 12 months postdownsizing (T3). Analyses suggested that some of these associations were partially mediated by a positive thinking coping strategy and expectations for future career and job success reported during the downsizing (T2). We advocate for more research that draws from the positive organizational behaviour literature to study the effects of downsizing on survivors. Copyright © 2008 ASAC. Published by John Wiley & Sons, Ltd.     

基于素质的知识型员工绩效研究

通过对290名知识型员工进行员工个性问卷、综合能力问卷和工作绩效问卷调查,结果发现：责任心、心智思维、控制性、人际关系以及学习创新能力、信息处理能力、自我管理能力、认知能力对个人任务绩效的影响较大,而心智思维、责任心、外向主动性、成就动机、道德评价以及认知能力、专业技术能力、学习创新能力对个人周边绩效的影响较大;外向主动性、心智思维、责任心以及认知能力、自我管理能力、学习创新能力对组织任务绩效的影响较大,而心智思维、道德评价、外向主动性以及学习创新能力、认知能力、自我管理能力对组织周边绩效的影响较大。     

组织分配制度对工作满意度与绩效相关性影响实证研究

首先借鉴影响变量论的观点,分析了组织分配制度对员工工作满意度与绩效相关性的调节作用;其次,对工作满意度和绩效概念进行了细分,在此基础上,提出有关组织分配制度如何影响员工工作满意度与绩效相关性的五条假设;接着,采用问卷调查法对本文提出的假设进行实证研究,结果表明组织分配制度对工作满意度与绩效相关性具有显著影响;最后,根据研究结论,提出相应建议。     

Is “getting started” an effective way for people to overcome the depletion effect?

Whereas most research on depletion focuses on its effect on the overall performance of a subsequent task requiring self‐control, we examine the effect of depletion on self‐control after performance has begun. Across different manipulations of depletion and using different measures of self‐control (e.g., overriding an automatic behavioural tendency, enduring on a physically demanding task, and making healthy consumption choices), the results of three studies show that when self‐control has been initiated, the effect of depletion has little influence on subsequent behaviour also requiring self‐control: in other words, “getting started” on a self‐control task attenuates the depletion effect. The results also show that the way in which self‐control starts—that is, whether people choose to regulate, or whether this choice is forced—appears irrelevant. This research clarifies an effective way to facilitate self‐control after depletion, while providing a better understanding of the process underlying depletion. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

不合规任务对员工工作绩效的影响研究:一个被调节的双中介模型北大核心

基于认知—情感个性系统理论和资源保存理论构建了一个被调节的双中介模型,探讨了不合规任务对员工工作绩效的影响机制。通过对建筑行业239份领导与员工配对数据的分析发现:(1)不合规任务对员工工作绩效具有显著的负向影响;(2)工作目标进展和情绪耗竭在不合规任务与员工工作绩效间起中介作用;(3)时间管理技能不仅弱化了不合规任务与工作目标进展的负向关系,还削弱了不合规任务与情绪耗竭的正向关系;(4)时间管理技能负向调节了工作目标进展在不合规任务与员工工作绩效间的中介作用,对情绪耗竭在不合规任务与员工工作绩效间中介作用的负向调节效应不显著。本研究的结论为企业进行员工压力和任务管理,提高工作绩效提供实践指导。     

The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement

The effect of authentic leadership and leader competency on employee job performance has received growing attention in the past decades; however, few studies have simultaneously integrated these two leadership perspectives. We have thus developed a mediated moderation model to test the interactive effect of authentic leadership and competency on followers’ job performance through work engagement. Based on a sample of 248 subordinate–supervisor pairs, hierarchical regression analyses reveal that (1) authentic leadership positively relates to followers’ task performance and organizational citizenship behavior (OCB); (2) leader competency moderates the relationship between authentic leadership and OCB; (3) and followers’ work engagement mediates the main effect of authentic leadership and the interactive effect of authentic leadership and competency on followers’ task performance and OCB. All the three results are consistent with our hypotheses.     

Preferences for Performance versus Potential in Promotion Recommendations

As high-performing employees with high potential (or superstars) are rare in the workplace, practitioners often face a performance–potential trade-off when deciding who to promote. We use regulatory focus theory as a framework to examine whether Canadian managers (n = 58) and human resource (HR) professionals (n = 121) show a preference for performance or potential when making near-term promotion recommendations. We show that respondents generally had a preference for performance versus potential when making their recommendations, and HR professionals versus managers accorded greater weight to potential. We discuss the implications of the relative emphasis on performance versus potential in promotion recommendations and when this may contribute to organizational inefficiencies.     

Returning the favor: positive employee responses to supervisor and peer support for training transfer

Drawing on social exchange theory and associated notions of reciprocity, we argue that interpersonal support for training transfer in the workplace is associated with increased employee task performance and organizational citizenship behavior (OCB) and reduced turnover intention. We test our hypotheses using survey data from 786 Chinese retail employees. The findings show that when employees perceive high levels of supervisor/peer support for training transfer, they are more likely to deliver higher levels of task performance and OCB in response, which in turn, lead to reduced turnover intention. We also found that the strength of the relationship between supervisor/peer support for training transfer on individuals’ OCB varied across regions within China. The results confirm the moderating role of regional context (coastal and inland regions) on the relationship between supervisor/peer support for training transfer on individuals’ OCB, with a stronger effect found in less economically developed inland regions. The moderating effect of region indicates that cross‐cultural researchers need to be aware of possible within‐country variations in employee attitudes and values.     

Behaviour‐Based and Outcome‐Based Control Systems: A Meta‐Analytic Study

Sales control systems are instruments used by firms to improve performance and other organizational outcomes. To understand their antecedents and consequences, this paper conducts a meta‐analysis based on 104 studies. The results showed significant relationships between behaviour‐ and outcome‐based control systems and the complexity of the products, bonuses, financial performance, sales innovation, organizational support and satisfaction with supervisors. The outcomes revealed that behaviour‐based control systems were the most effective mechanism in turbulent markets and for determining financial performance. However, outcome‐based control systems were the most efficient instrument for complex products.     

Impact of psychological capital on innovative performance and job stress

We investigated the impact of psychological capital (PsyCap) on supervisory‐rated innovative performance and job stress. Data collected from a diverse sample (N = 237 paired responses) of employees from various organizations in Pakistan provided good support for the hypotheses. The results indicate that PsyCap is positively related to innovative job performance and negatively related to job stress. High PsyCap individuals were rated as exhibiting more innovative behaviours by their supervisors than low PsyCap individuals. Particularly, we found that high PsyCap individuals were more likely to generate, acquire support for, and implement novel ideas in their workplace. Similarly, individuals with high PsyCap reported lower levels of job stress as compared to their low PsyCap counterparts. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.