Setting high expectations is not enough

Audenaert, Mieke; Decramer, Adelien; Lange, Thomas; Vanderstraeten, Alex

doi:10.1108/ijm-12-2015-0201

Cited by 23 publications

(9 citation statements)

References 58 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As people become a part of the organization, they enter into a psychological contract with the employer, wherein they show trust in management which subsequently impacts their performance (Argyris, 1964;Mayer and Gavin, 2005). Recent empirical evidence underscores a positive relationship between trust and employee performance (Audenaert et al, 2016;Kloutsiniotis and Mihail, 2018;Lee et al, 2020).…”

Section: Trust In Management and Employee Performancementioning

confidence: 99%

Teleworking: role of psychological well-being and technostress in the relationship between trust in management and employee performance

Jaiswal¹,

Sengupta

Panda³

et al. 2022

IJM

View full text Add to dashboard Cite

PurposeThe COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.Design/methodology/approachThe data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.FindingsStructural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.Research limitations/implicationsThe authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.Practical implicationsThe study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.Originality/valueThe authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.

show abstract

Section: Trust In Management and Employee Performancementioning

confidence: 99%

Teleworking: role of psychological well-being and technostress in the relationship between trust in management and employee performance

Jaiswal¹,

Sengupta

Panda³

et al. 2022

IJM

View full text Add to dashboard Cite

show abstract

“…Employee performance is a vital issue for organizations and has received copious research attention (Campbell et al, 1990). It can be defined as achieving individual work goals and fulfilling expectations set by the organization (Audenaert et al, 2016). For example, Mensah (2015) defines performance as the positive contribution of an employee to the success of the organization.…”

Section: Sc Levels and Employee Performancementioning

confidence: 99%

“…Studies have proven that supportive work climates tend to cause higher organizational performance (Audenaert et al, 2016). Specifically, it has been claimed that SC is connected to employee performance (Nahapiet and Ghoshal, 1998).…”

Section: Sc Levels and Employee Performancementioning

confidence: 99%

Social capital levels, gossip and employee performance in aviation and shipping companies in Israel

Ben‐Hador

2019

IJM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to understand better the organizational social capital (SC) levels and their impact on organizations by focusing on personal SC and intra-organizational SC as well as their different connections to organizational gossip and employee performance. Design/methodology/approach Participants in a field study included 617 employees from five Israeli organizations in the field of aviation and shipping. Levels of personal SC, intra-organizational SC, gossip and self-evaluated performance were measured, and connections between them detected. Findings The results indicate that intra-organizational SC is positively connected to employee performance, while personal SC is positively linked to gossip. Personal SC also leads to performance with the mediation of intra-organizational SC, although gossip was not found to be connected to performance. Originality/value The contributions of this study are both conceptual and practical. The distinction between organizational SC levels is refined, improving organizational research accuracy and facilitating a better grasp of the connections between SC and other variables. The scant research on organizational gossip has been expanded. From a practical perspective, clarification of the link between organizational SC and performance can be beneficial to employees and organizations.

show abstract

“…B. Akbar, Udin, Wahyudi, & Djastuti, 2018;Audenaert, Decramer, Lange, & Vanderstraeten, 2016;Bosak, Dawson, Flood, & Peccei, 2017;Nugroho, 2013;Sudarmanto Alugoro, 2002) show that organizational climate and motivation have a positive effect on employee performance.…”

Section: Discussionmentioning

confidence: 99%

Investigating the Relationships Between Organizational Change, Organizational Climate, and Organizational Performance

Supriyati¹,

Udin²,

Wahyudi³

et al. 2019

IJFR

View full text Add to dashboard Cite

This study aims to analyze the effect of organizational change (i.e., technostructure change, work procedure, and individual) on organizational climate and organizational performance. By using the census technique, the respondents are all employees of regional drinking water company (PDAM) in Kendal regency of Indonesia. Data are analyzed using simple and multiple regression analysis. The results show that technostructure change partially has a significant negative effect on organizational climate, while work procedure and individual change have a significant positive effect on organizational climate. Furthermore, organizational change simultaneously has a significant positive effect on organizational climate and organizational performance.

show abstract

Setting high expectations is not enough

Cited by 23 publications

References 58 publications

Teleworking: role of psychological well-being and technostress in the relationship between trust in management and employee performance

Teleworking: role of psychological well-being and technostress in the relationship between trust in management and employee performance

Social capital levels, gossip and employee performance in aviation and shipping companies in Israel

Investigating the Relationships Between Organizational Change, Organizational Climate, and Organizational Performance

Contact Info

Product

Resources

About