Dimensions of Job Performance

Murphy, Kevin R.; Kroeker, Leonard

doi:10.21236/ada194951

Cited by 111 publications

(127 citation statements)

References 18 publications

Supporting

Mentioning

109

Contrasting

Unclassified

Order By: Relevance

“…The communication whether it may be oral or written shows the expertise and reflects an important factor of job performance. Murphy and Kroeker (1988) explains the job performance as a set of four dimensions: task job performance, interpersonal, down-time behavior, and destructive behaviors. Task job performance means doing role-prescribed actions; and interpersonal behavior means assisting co-workers, joint team effort, and pro-social attitude.…”

Section: Job Performancementioning

confidence: 99%

The Impact of Structural Empowerment on Organizational Citizenship Behavior-Organization and Job Performance: A Mediating Role of Burnout

Jaffery¹,

Farooq²

2015

JMS

View full text Add to dashboard Cite

The banking sector employees are usually exposed to potential job burnout which impacts their employee performance. This study examined the impact of structural empowerment on organizational citizenship behavior-organization (henceforth, OCBO) and job performance and further examined the mediating effect of job burnout in the relationships of structural empowerment, OCBO and job performance. In this study, data from 282 employees was taken from four banks: both public and private sectors. Two stage sampling technique was carried out to collect data. In the first stage probability cluster sampling and in the second stage convenience sampling was used. Different data analysis techniques like correlation, regression analysis, were used to test the four hypotheses of the study. Findings show that there are strong positive relationships of structural empowerment with OCBO and job performance. It has also proved that job burnout strongly mediates the relationship of structural empowerment and organizational citizenship-behavior (OCBO) and weakly mediates the relationship between structural empowerment and job performance. The findings would help the HR executives of the organizations to formulate future development to combat the burnout and ensure effective overall performance of employees through structurally empowering them.

show abstract

Section: Job Performancementioning

confidence: 99%

The Impact of Structural Empowerment on Organizational Citizenship Behavior-Organization and Job Performance: A Mediating Role of Burnout

Jaffery¹,

Farooq²

2015

JMS

View full text Add to dashboard Cite

show abstract

“…Not only are these dependent variables highly relevant to organisations, they also represent two different processes. The enactment of OCB is an energising and activating process, in which employees enact discretionary efforts that promote the effectiveness of the organisation (Borman andMotowidlo, 1997, Organ, 1997), whereas exhibiting an intention to turnover is characterised as a withdrawal process (Murphy, 1989).…”

Section: Introductionmentioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

593

586

View full text Add to dashboard Cite

Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

show abstract

“…While some of scholars think that performance is a kind of behavior rather than a result (Campbell, McCloy, Oppler, 1993) [37]. These behaviors were related to the goals of organization or the department or team which the employee is in (Murphy, 1989) [38]. In fact, performance has both positive and negative effects on production.…”

Section: Discussionmentioning

confidence: 99%

The Effect of Leadership Task Behavior and Relational Behavior on Job Performance: Investigating the Moderating Role of Work Alienation

Guo¹,

Dai²,

Yang³

2016

JSSM

View full text Add to dashboard Cite

When the new career, the feature of which was boundaryless career attitudes, organizational mobility preference, self-directed and values-drive had appeared in employees, the new subject of the current academic and organizational practices faced was what actions the leader should take to guide the behavior of employees effectively, even to improve job performance. On the basis of reviewing the existing literature, a theoretical framework of leadership task behavior and relational behavior, work alienation and job performance had been proposed in this study by using leadership behavior theory. Questionnaire data were collected from employees by paired data and analysis data using SPSS17.0 LISREL8.7. Regression analyses revealed insignificant relationships between the leadership task behavior, relational behavior, and job performance, and work alienation partially mediated this relationship. This study not only enriches the theory of leadership behavior, but also has a guide and reference for the leadership and management practices of enterprises.

show abstract

Dimensions of Job Performance

Cited by 111 publications

References 18 publications

The Impact of Structural Empowerment on Organizational Citizenship Behavior-Organization and Job Performance: A Mediating Role of Burnout

The Impact of Structural Empowerment on Organizational Citizenship Behavior-Organization and Job Performance: A Mediating Role of Burnout

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

The Effect of Leadership Task Behavior and Relational Behavior on Job Performance: Investigating the Moderating Role of Work Alienation

Contact Info

Product

Resources

About