Assessment of behavior-based performance in banking and insurance sector

Habeeb, Shaad

doi:10.1108/ijppm-02-2019-0074

Cited by 9 publications

(6 citation statements)

References 56 publications

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“…They tend to view employee satisfaction as a means to greater productivity and performance (Moro et al, 2020;Mohanty and Arunprasad, 2020). Individual performance has also been viewed from the Work-family conflict perspective of appropriate job attitude and behavior (Habeeb, 2020) that contributes to tangible on-the-job performance. It may hence be argued that an employee with positive work attitudes is more likely to behave in accordance with organizational goals and exhibit higher levels of productivity and performance (Koopmans et al, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Panda

Jain

Nambudiri

2021

IJPPM

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PurposeThe detrimental influence of perceived work–family conflict (WFC) on employees' job-related attitudes has been examined in individualistic cultures. However, this relationship needs to be studied in collectivist societies, where the “family” is a salient social institution with family-centric work ethics. This study empirically investigates the role of nurturant task leadership (NTL) behavior in attenuating (1) the negative direct effect of perceived WFC on job satisfaction and (2) the negative indirect effect of perceived WFC on job satisfaction, mediated through affective commitment (AC) on a sample of employees from a public sector bank in India.Design/methodology/approachThe study adopts a cross-sectional research design, and the data were collected from 244 executives working in the banking sector of India. The direct, indirect and moderated effects were analyzed using ordinary least squares (OLS) regression.FindingsNTL behavior was found to moderate the negative direct relationships between perceived WFC and job satisfaction as well as the negative indirect relationship between perceived WFC and job satisfaction, mediated through AC.Research limitations/implicationsThe study contributes to existing literature on WFC by introducing an important boundary condition in NTL behavior, thus providing impetus to further research in this direction through research designs that allow for causal inference and generalizability.Practical implicationsFindings from this study can provide useful pointers to organizations dealing with employee performance challenges owing to WFC. Results indicate that leaders who exhibit NTL behavior are more likely to attenuate the negative influence of WFC on employee attitudes and performance.Originality/valueThis study is among the first empirical examination of the effectiveness of NTL behavior in mitigating the negative effects of perceived WFC on job satisfaction.

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Section: Literature Reviewmentioning

confidence: 99%

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Panda

Jain

Nambudiri

2021

IJPPM

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“…The study highlights the importance of the technical aspects of the job and the behavioral side of the employees. The support provided by the organization in the form of training, as well as upskilling and reskilling, encourages positive work behavior among employees (Habeeb, 2020). The Indian respondents’ third preferred strategy in TBS is timely feedback from the supervisor.…”

Section: Discussionmentioning

confidence: 99%

Achieving organizational effectiveness of MNCs through People: evidence from India and Mozambique

Jha

Pereira

Misra³

2022

ICT

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Purpose The purpose of this study is to provide human resource (HR) practitioners of multinational companies aspiring to invest in these two countries with guidelines for attaining organizational effectiveness through people. Design/methodology/approach This study develops and tests a multiple criteria decision-making model with data collected in the banking sectors of India and Mozambique. It compares the job engagement, team building and innovation strategy preferences of Indian personnel with those of Mozambican employees. Findings The findings of the study reveal the differences in the perceptions of the respondents of both countries regarding the importance of the strategies for organizational effectiveness. Research limitations/implications Despite several contributions, the study has certain limitations too. Although utmost care was taken to avoid the issue of common method variance, the cross-sectional self-reported design of the study might be adversely affected by common method bias (MacKenzie and Podsakoff, 2012). Hence, future research might be conducted using different designs, such as diary studies or longitudinal studies. Future research might also be conducted making use of organizational productivity case studies to demonstrate the practicability of customizing the HR strategies using the multi-attribute decision-making approach. Practical implications This body of work is an addition to the existing literature on cross-national studies in the field of HR management (HRM) and adds to the limited literature on HRM in the least developed countries. The study is designed to provide guidelines for the HR practitioners of multi-national companies in these two countries to help them achieve enhanced organizational effectiveness. This should be of particular interest to the HR managers of the Indian companies aspiring to invest in Mozambique. Originality/value Research in the area of HRM is mainly limited to the developed and developing nations, with very few studies centering on emerging economies. While most cross-national studies on organizational effectiveness are also largely focused on developed and developing nations, this study is unusual, in that its focus is on a fast-developing nation (India) and an emerging economy (Mozambique).

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“…Similarly, to check for evidence relating to managerial tools for OCB decision-making, the keyword combinations "decision-making þ performance" and "OCB þ decision-making tool" reveal no pertinent coverage from the above repositories. The suggestive conclusion on the review of the existing work on OCB and performance, therefore, is that despite the presence of countless research, both theoretical (Harvey et al, 2018;Hazzi, 2018;Hoverstadt et al, 2020) and empirical (Franco and Franco, 2017;Scheuer and Loughlin, 2019;Habeeb, 2020), the focus on exterior (outside) behaviours is primarily limited. At the same time, out of the thousands of available research, none have put forward a decision-making tool by which managers can specifically separate contextual and TP attributes and consequences.…”

Section: Study Approach and Justificationmentioning

confidence: 99%

“…Thus, the application of performance theories to industry continues to be a tricky area for managers seeking to improve employee performance, owing partly to the diverse nature of organisations nowadays. In areas such as education (Sawalha et al, 2019), banking (Habeeb, 2020) and the public sector (Ingrams, 2020) where metrics, standards and expectations vary significantly, research needs to expand to deal with nonorthodox concepts such as "exterior" organisational citizenship behaviours (OCBs) that aid performance. As scholars continue to explore the theoretical subjects, they must not lose sight of the importance of practical tools that can address the employee-related issues that emerge from inside and outside of the organisation.…”

Section: Introductionmentioning

confidence: 99%

Theorising an organisational citizenship behaviour model for managerial decision-making: from history to contemporary application

Benuyenah

2021

MRR

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Purpose This study aims to expand the theory of organisational citizenship behaviour (OCB) to include “exterior” behaviours. By advancing the work of Blake and Mouton (1964) and remapping the performance/OCB dimensions offered in the historical literature, a new holistic model of organisational performance is proposed. As a further step, a decision-making tool is proposed for managerial decision-making and to help predict employee performance. Design/methodology/approach The paper adopts a critical review and conceptual approach to explore historical OCB theories and task performance (TP) taxonomies. It then used Blake and Mouton’s managerial grid to construct a contemporary conceptual tool for managerial decision-making. Findings Despite the performance literature not lacking in quantity, a few of such research have led to a pragmatic managerial tool. The review reveals several confusions regarding the accurate classification of what actually constitutes OCB and what constitutes TP – this gap is filled by the introduction of the OCB model for managerial decision-making (OMMD). Research limitations/implications The current work expands our thinking on OCBs that can occur outside the organisation. These exterior behaviours can influence the organisation’s performance and must be managed just like any other performance metric. The OMMD, primarily based on OCB and TP, provides an initial framework for exploring different typologies of employees. Despite being based on several cogent performance literatures, the proposals have not been tested empirically. Practical implications Like the Blake and Mouton model, the new OMMD can be useful in estimating the proportions of employee OCBs and TP. Social implications Culture and social exchange theory can be seen as playing a role in separating TP from OCB. Originality/value This study extends the work of Bateman and Organ (1983) by suggesting that some work behaviours can occur outside the organisation. Besides, a decision-making proposal is offered based on the managerial grid framework (Blake and Mouton, 1964).

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Assessment of behavior-based performance in banking and insurance sector

Cited by 9 publications

References 56 publications

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Work–family conflict, affective commitment, leadership and job satisfaction: a moderated mediation analysis

Achieving organizational effectiveness of MNCs through People: evidence from India and Mozambique

Theorising an organisational citizenship behaviour model for managerial decision-making: from history to contemporary application

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