The interplay of salesperson’s job performance and satisfaction in the financial services industry

Oh, Joon-Hee; Rutherford, Brian N.; Park, Jungkun

doi:10.1057/fsm.2014.7

Cited by 10 publications

(8 citation statements)

References 57 publications

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“…Studies show that a satisfied employee prefers to spend all of his/her work time in the workplace, not to be late, and also to have more accuracy, focus, and effort on his/her work to provide better quality (Sánchez-Beaskoetxea & Coca García, 2015;Yuen et al, 2018). Mount et al (2006), in a study with the statistical population of employees in customer service positions in 10 fast foods and by using path analysis, reported that job satisfaction has a direct impact on job performance (Mount et al, 2006;Oh et al, 2014). Mittal and Jain (2012) claimed in their qualitative research that according to existing research in the human resource management field; there is a direct relationship between employee's job satisfaction and the performance of the organization.…”

Section: The Relationship Between Job Performance and Job Satisfactionmentioning

confidence: 99%

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

Katebi

HajiZadeh

Bordbar

et al. 2021

Glob J Flex Syst Manag

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The purpose of this meta-analytic research is to obtain a clear and unified result for the relationship between job satisfaction and job performance, as previous research has shown contradictions in this regard. A total of 913 articles in both English and Persian languages were obtained from four databases, and finally, 113 articles with 123 independent data were selected and analyzed. The random-effects model was adopted based on results, and the analysis resulted a medium, positive, and significant relationship between job performance and job satisfaction (r=0.339; 95% CI=0.303 to 0.374; P=0.000). Finally, the country of India was identified as a moderator variable. The publication, language, selection, and citation biases have been examined in this study. Increasing and improving the job performance of employees have always been an important issue for organizations. The results of this study can be useful for managers in different industries, especially for Indian professionals in both public and private sectors, to better plan and manage the satisfaction and the performance of their employees. Also, Indian scholars can use these results to localize the global research in this regard.

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Section: The Relationship Between Job Performance and Job Satisfactionmentioning

confidence: 99%

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

Katebi

HajiZadeh

Bordbar

et al. 2021

Glob J Flex Syst Manag

View full text Add to dashboard Cite

show abstract

“…Perceived organizational support is an employee's perception that an organization values his or her contribution and cares about the employee's well-being (Eisenberger et al, 1986). Based on Nazir and Islam research (2017), Afzali et al 2014and Oh et al (2014) show that perceived organizational support has a positive effect on job performance. Employees who perceive more excellent organizational support will return the favor to the organization through higher performance.…”

Section: The Effect Of Perceived Organizational Support On Job Performentioning

confidence: 99%

“…Several studies have shown that job performance also influenced by several factors, including perceived organizational support and procedural justice. Based on research conducted by Nazir and Islam (2017), Afzali et al (2014), and Oh et al (2014), perceived organizational support has a positive effect on job performance.…”

Section: Introductionmentioning

confidence: 98%

The Mediating Role of Affective Commitment on the Effect of Perceived Organizational Support and Procedural Justice on Job Performance of Civil Servant

Tjahjono

Rahayu

Putra

2020

JLO

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This study aims to analyze the mediating role of affective commitment on the effect of perceived organizational support and procedural justice on job performance. Respondents in this study are Civil Servants at the BPS Statistics of the Province and the Special Region of Yogyakarta. The sample used was 188 selected using a purposive sampling technique. Data were analyzed using the Structural Equation Modeling (SEM) method with Analysis Moment of Structural (AMOS) 24.0 software. This study found that perceived organizational support and procedural justice has no significant direct effect on job performance. This research also shows that perceived organizational support and procedural justice have a significant effect on affective commitment, and there is a significant effect between affective commitment on job performance. The finding of this research show that affective commitment was able to mediate perceived organizational support and procedural justice on job performance. Recommendation for leaders, employees, and future research are discussed.

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“…Consistent with the work of Eisenberger et al (2001), POS was assessed with six items obtained from Eisenberger et al (1986). There are also a number of empirical studies conducted with employees in frontline service jobs or frontline bank employees that have used similar items to operationalize POS (Karatepe, 2012;Lages and Piercy, 2012;Oh et al, 2014). WE was operationalized via the shortened version of the Utrecht WE Scale (Schaufeli et al, 2006).…”

Section: Measurementmentioning

confidence: 99%

“…Third, it seems that there are empirical studies supporting the relationship between POS and JP (Oh et al, 2014). That is, employees perceiving that the organization provides sufficient support are likely to report higher JP.…”

Section: Introductionmentioning

confidence: 99%

The effects of organization mission fulfillment and perceived organizational support on job performance

Karatepe

Ağa

2016

International Journal of Bank Marketing

106

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Purpose – Drawing from Bagozzi’s (1992) reformulation of attitude theory, the purpose of this paper is to propose and test a conceptual model that links organization mission fulfillment (OMF) and perceived organizational support (POS) to job performance (JP) via work engagement (WE). Design/methodology/approach – Data gathered from frontline bank employees with a time lag of two weeks and their supervisors in Northern Cyprus were utilized to test the aforementioned relationships. Findings – The results from structural equation modeling suggest that OMF and POS foster WE. WE in turn stimulates employees’ JP. In short, WE fully mediates the effects of OMF and POS on JP. Research limitations/implications – Incorporating creative performance into the conceptual model would shed further light on WE as a mediator of the effects of OMF and POS on various performance outcomes. Gathering data from frontline bank employees in similar islands would allow conducting a cross-national study. Practical implications – Management of banks can organize workshops where frontline employees can contribute to the preparation of the mission statement. Employees making such contribution will display elevated levels of WE, because they contribute to something which is significant and meaningful. Management should also use selective staffing procedures to hire individuals who are customer oriented and therefore feel energetic and dedicated and are engrossed in their work. Originality/value – This study contributes to the current knowledge base by linking OMF and POS to JP via WE in frontline service jobs in the retail banking industry.

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The interplay of salesperson’s job performance and satisfaction in the financial services industry

Cited by 10 publications

References 57 publications

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

The Mediating Role of Affective Commitment on the Effect of Perceived Organizational Support and Procedural Justice on Job Performance of Civil Servant

The effects of organization mission fulfillment and perceived organizational support on job performance

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