Construct Validity of the Individual Work Performance Questionnaire

Koopmans, L.; Bernaards, C.M.; Hildebrandt, V.H.; Vet, Henrica C.W. de; Beek, Allard J. van der

doi:10.1097/jom.0000000000000113

Cited by 194 publications

(176 citation statements)

References 25 publications

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“…However, in the developmental phase of the IWPQ scales, Rasch analysis [50] was performed to make sure that those items with a high discrimination parameter (i.e., high slope) were retained in the IWPQ 1.0 [14,15]. Also, in the validation phase of the IWPQ scales, the IWPQ 1.0 was able to discriminate between known groups [20]. The fact that items with a high discrimination parameter were included in the IWPQ, and its good discriminant validity, suggest that it is likely that the IWPQ scales can also detect changes within groups over time.…”

Section: Discussionmentioning

confidence: 99%

“…The psychometric properties of the IWPQ have been tested and results indicated good to excellent internal consistency for task performance (α = 0.78), contextual performance (α = 0.85) and counterproductive work behaviour (α = 0.79). The IWPQ has shown good face and structural validity [6,14,15], as well as sufficient convergent validity and good discriminative validity [20]. …”

Section: Methodsmentioning

confidence: 99%

“…For example, in a review by Judge et al [38], the correlation between overall job satisfaction and work performance was estimated to be 0.30. Therefore, the change in the IWPQ task and contextual performance scale was expected to correlate moderately positive (0.30–0.50) with the change in presenteeism [20], job satisfaction e.g., [38], work engagement e.g., [39], work ability e.g., [40], performance rating by the manager [41], work quality, and work quantity. The change in the IWPQ counterproductive work behaviour scale was expected to correlate moderately negative (-0.50–-0.30) with the change in presenteeism [20], job satisfaction e.g., [38], work engagement e.g., [39], and work ability e.g., [40].…”

Section: Methodsmentioning

confidence: 99%

“…Therefore, the change in the IWPQ task and contextual performance scale was expected to correlate moderately positive (0.30–0.50) with the change in presenteeism [20], job satisfaction e.g., [38], work engagement e.g., [39], work ability e.g., [40], performance rating by the manager [41], work quality, and work quantity. The change in the IWPQ counterproductive work behaviour scale was expected to correlate moderately negative (-0.50–-0.30) with the change in presenteeism [20], job satisfaction e.g., [38], work engagement e.g., [39], and work ability e.g., [40]. Based on literature, the change in the IWPQ counterproductive work behaviour scale was expected to correlate weakly or not at all (-0.20–0.20) with the change in performance rating by the manager, work quality, and work quantity [13].…”

Section: Methodsmentioning

confidence: 99%

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Responsiveness of the individual work performance questionnaire

et al. 2014

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BackgroundIndividual work performance is an important outcome measure in studies in the workplace. Nevertheless, its conceptualization and measurement has proven challenging. To overcome limitations of existing scales, the Individual Work Performance Questionnaire (IWPQ) was recently developed. The aim of the current study was to gain insight into the responsiveness of the IWPQ.MethodsData were used from the Be Active & Relax randomized controlled trial. The aim of the trial was to investigate the effectiveness of an intervention to stimulate physical activity and relaxation of office workers, on need for recovery. Individual work performance was a secondary outcome measure of the trial. In total, 39 hypotheses were formulated concerning correlations between changes on the IWPQ scales and changes on similar constructs (e.g., presenteeism) and distinct constructs (e.g., need for recovery) used in the trial.Results260 Participants completed the IWPQ at both baseline and 12 months of follow-up. For the IWPQ scales, 23%, 15%, and 38%, respectively, of the hypotheses could be confirmed. In general, the correlations between change scores were weaker than expected. Nevertheless, at least 85% of the correlations were in the expected direction.ConclusionsBased on results of the current study, no firm conclusions can be drawn about the responsiveness of the IWPQ. Several reasons may account for the weaker than expected correlations. Future research on the IWPQ’s responsiveness should be conducted, preferably in other populations and intervention studies, where greater changes over time can be expected.

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Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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Responsiveness of the individual work performance questionnaire

et al. 2014

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“…Home‐based telework refers to working at or from home during (at least part of) the employees’ contractual working hours (Felstead and Jewson, ; Sullivan, ; Peters and Van der Lippe, ). Employee work performance is evaluated in terms of the perceived proficiency with which an individual carried out the tasks specified in his or her job description (Koopmans et al , ). Our measure of co‐workers working from home is reported by the co‐workers themselves, and we also employ performance indicators reported by the employee and by the team manager, which help to minimise possible common method biases (Podsakoff et al , ).…”

Section: Introductionmentioning

confidence: 99%

Co‐workers working from home and individual and team performance

Lippe

Lippényi²

2019

New Technol Work Employ

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The number of firms supporting work from home has risen dramatically as advances in communication technology have fundamentally transformed the way humans cooperate. A growing literature addresses working from home, but focuses only on individual workers, overlooking potential influence of co‐worker engagement. Our aim is to study the influence of co‐workers working from home on individual and team performance. We use unique data from a large‐scale survey involving nine European countries, 259 establishments, 869 teams and 11,011 employees to show that the impact of working from home by co‐workers on performance is considerable and has remained hidden in past studies because they did not account for co‐worker effects. While working from home may be useful for some workers, it does bring issues for them as well. Specifically, we demonstrate that co‐workers working from home negatively impact employee performance. Moreover, team performance is worse when more co‐workers are working from home.

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Does cyberloafing and person‐organization fit affect employee performance? The mediating role of innovative work behavior

2022

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The aim of this study is to find out whether cyberloafing and person-organization fit has a positive effect on employee performance, and whether innovative work behavior plays a mediating role in this relationship. The study takes a quantitative approach using partial least squares structural equation modelling with data from 210 online questionnaires that were distributed to employees in the banking sector in Indonesia who had access to the internet at the workplace, and were allowed to use it for non-work activities (i.e., cyberloafing). The study shows a positive relationship between innovative work behavior, and both cyberloafing and person-organization fit. It also shows that innovative work behavior acts as a mediator between cyberloafing, person-organization fit, and employee performance. The study advances the management literature by showing how cyberloafing and person-organization fit influences employee performance through innovative work behavior, and provides new insights into the antecedents of cyberloafing. In addition, by clarifying the type of situations in which practitioners should adopt a positive or negative view towards cyberloafing, it provides guidance for those who wish to address the issue of cyberloafing and employee performance in their organization.

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Construct Validity of the Individual Work Performance Questionnaire

Cited by 194 publications

References 25 publications

Responsiveness of the individual work performance questionnaire

Responsiveness of the individual work performance questionnaire

Co‐workers working from home and individual and team performance

Does cyberloafing and person‐organization fit affect employee performance? The mediating role of innovative work behavior

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