Factors affecting employee performance: a systematic literature review

Abstract

Purpose The purpose of this paper is to synthesize the fragmented literature on organizational citizenship behavior (OCB), leader–member exchange (LMX), learning, innovative work behavior (IWB) and employee performance across different countries, disciplines and organizations, thereby broadening the literature breath and making gap identification comprehensive. Second, it provides information on how much studies have been concentrated on Africa with the goal of provoking scholarly work in a unique cultural setting on the interrelatedness of these concepts. Design/methodology/approach Relevant literature search was undertaken using key search terms, “employee performance,” “OCB,” “LMX,” “IWB,” “individual learning” and “team learning.” Findings The findings show positive relationships between the behaviors and employee performance. They also reveal an interesting diversity in the study across multidisciplinary fields holding both cultural and contextual significance for academia and practitioners. Research limitations/implications The limitation of literature to peer-reviewed journals from the authors’ university library might have missed important information not in this domain. Further studies must make use of additional search terms and engines excluded from this study to provide a more comprehensive analysis. Practical implications The paper has important managerial implications for practitioners. The analysis can support the understanding of employee performance from a broader and more diverse view points; and help in providing insight into real-life opportunities, constraints and solutions in enhancing performance management. Originality/value This systematic literature review highlights important knowledge gaps which need to be explored especially in the African and Ghanaian contexts.

Work Stress Hampering Employee Performance During COVID-19: Is Safety Culture Needed?

“…The EP is performing the job-related responsibilities diligently ( Bartol, 1999 ; Briscoe and Claus, 2008 ). According to Atatsi et al (2019) , it is the degree to which employees fulfill the demands of the job assigned in a well-managed way within the given resources. EP is a combination of task performance (TP), contextual performance (CP), and adaptive performance (AP) ( Koopmans et al, 2011 ).…”

Employee creativity in war zones: Empirical evidence from small firms in Afghanistan

“…As shown in Table 3 In a business context in which the main concern and first priority of employees is physical safety (Wickramasekara & Baruah, 2013;Zangana, 2008) This study confirms the impact of creative work involvement on employee performance and therefore leads to the following: As our second hypothesis defines perceived psychological safety as a mediator for the relation between internal marketing orientation culture and creative work involvement, we argue that perceived psychological safety also supports and mediates employee performance. The employee performance model (Atatsi, Stoffers, & Kil, 2019) describes employee performance in three variable groups: Key independents, moderators and mediators, and outcome. In this regard, the model's collection of mediating variables for employee performance can be expanded by perceived psychological safety as a further impactful variable.…”

Leadermember exchange, organizational citizenship behaviours and performance of Ghanaian Technical University Lecturers

“…Central to any organization's growth is employee performance, a multi-dimensional concept (that is, task performance, citizenship behaviour, counter-productive behaviour), with each dimension referring to specific dimensions of performance, from individual standalone performance to the quality of interpersonal relations with other employees that ultimately impact overall performance of groups and organizations (Atatsi et al, 2019;Bergeron et al, 2014;Huei et al, 2014;Martin et al, 2016;Viswesvaran and Ones, 2002). Despite the significance of individual performance in organizations, little consensus exists regarding a definition for employee performance.…”

“…Although LMX promotes OCBs in higher education (Alabi, 2012;Power, 2013), the complex relationship between LMX, OCBs, and performance of lecturers as contributors to knowledge and national development, especially in Ghana, remain under examined and thus should be further explored (Atatsi et al, 2019). Research on OCBs in Ghana focuses on workforce in general organizational contexts (Asiedu et al, 2014;Gyekye and Haybatollabi, 2015;Mensah and Bawole, 2018), and the studies on lecturers' OCBs in higher education have not received much attention (Alabi, 2012;Inelmen et al, 2017).…”