Organizational policy as a moderator between online social networking and job performance

Abstract

PurposeThe purpose of this paper is to investigate the moderating effect of organizational policy on the relationship between online social networking (OSN) and job performance of IT professionals engaged full‐time in offshore outsourced IT firms in Sri Lanka.Design/methodology/approachSurvey methodology was used and a random sample of 215 respondents who fulfilled the selection criteria set for the study, responded. To examine the hypothesized relationships, factor analysis and multiple regression were used.FindingsIt was found that individuals engaged in online social networking while at work enjoy several benefits such as solving work‐related problems collaboratively. However, individuals also suffer from several drawbacks, which could be mainly categorized into two in terms of interference to job tasks and interference to workplace. Further, it was found that online social networking has significant effects on individual job performance; organizational policy moderates the relationship between online social networking and job performance.Originality/valueAlthough online social networking has attracted a substantial amount of media attention over the last few years empirical research attempts have not taken off worldwide. Therefore, the influence of online social networking on employee job performance would be of interest to academics and practitioners worldwide. It is expected that the findings of this study will provide insight into benefits, challenges and issues associated with OSN to allow individuals, organizational leaders, and IT decision‐makers to better understand and utilize online social structures for success. Further, it is expected that the findings of this study will be a source of general guidance in stimulating future research in this area.

The Effects of HRM Practices on Teamwork and Career Growth in Offshore Outsourcing Firms

“…Even firms espousing a short‐term productivity focus in outsourcing may apply certain HRM practices to not only ensure sustainability but also to foster employees’ favorable perceptions of the work environment as satisfying their need for growth (Wickramasinghe & Liyanage, ; Wickramasinghe & Nisaf, ). Further, although HRM practices associated with hierarchical advancement are rare in offshore outsourcing, HRM practices associated with expertise development, professional identity creation, and challenging work are not scarce (Wickramasinghe & Liyanage, ). The motivation for offering these practices could stem from competitive pressures in the offshore outsourcing sector and from a recognition of the organizations’ reliance on the capabilities of their employees as a source of competitive advantage.…”

“…When employees are aware of the use of performance management data to make critical decisions regarding rewards, skill development, and career management, they realize that the organization values them (Biron et al, ). Formalized job‐based performance evaluation with opportunities for two‐way communication guides individuals to achieve a higher level of performance, enhancing their motivation (Wickramasinghe & Liyanage, ). According to Cleveland and Murphy ( ), individuals are most interested in performance management that addresses task‐performance, interpersonal, and internalized goals; the creation of a positive work climate; how to increase one's standing in the organization; and the maintenance of values.…”

“…For example, Wickramasinghe and Widyaratne ( ) note the identification of training needs through daily and weekly meetings that project teams conduct to handle problems on the job. Such programs, however, are primarily intended to enhance productivity and upgrade skills in order to complete projects at hand rather than to address long‐term improvements for either the firm or its employees (Wickramasinghe, ; Wickramasinghe & Liyanage, ). In these cases, widely used HRD programs focused on on‐the‐job training through additional job‐related responsibilities, feedback from superiors, self‐study, learning blogs, and customized training provided by vendors on specific project‐related topics (Wickramasinghe & Jayaweera, ; Wickramasinghe & Kumara, ; Wickramasinghe & Weliwitigoda, ).…”

“…There has been an increase in the use of e‐learning solutions—such as online databases, videos, Web‐based HTML files, social networking and bookmarking, and Wikis—to improve employees’ procedural, administrative, and job‐related technical knowledge and skills (Wickramasinghe, ; Wickramasinghe & Nisaf, ; Wickramasinghe & Widyaratne, ). When organizations provide such skill‐development opportunities, it is important to ensure that they align with employees’ career goals (Wang et al, ; Nouri & Parker, ).…”

Are social media bad for your employees? : effects of at-work break activities on recovery experiences, job satisfaction, and life satisfaction

“…Positive impacts of social media use at work for professional purposes have been established. Wickramasinghe and Nisaf (2013) found social media are effective for seeking work-related information and collaborating on work-related problems, which eventually contribute to increased employee productivity and performance. Common reasons for using social media for work-related purposes are to share knowledge with coworkers, to monitor the market/competitors, and to stay in touch with customers (Leftheriotis & Giannakos, 2014).…”