Linda Koopmans, Claire Bernaards, Vincent Hildebrandt, Stef van Buuren, Allard J. van der Beek and Henrica C.W. de Vet
The purpose of the current study is to develop a generic and short questionnaire to measure work performance at the individual level – the Individual Work Performance…
Abstract
Purpose
The purpose of the current study is to develop a generic and short questionnaire to measure work performance at the individual level – the Individual Work Performance Questionnaire (IWPQ). The IWPQ was based on a four‐dimensional conceptual framework, in which individual work performance consisted of task performance, contextual performance, adaptive performance, and counterproductive work behavior.
Design/methodology/approach
After pilot‐testing, the 47‐item IWPQ was field‐tested amongst a representative sample of 1,181 Dutch blue, pink, and white collar workers. Factor analysis was used to examine whether the four‐dimensional conceptual framework could be confirmed. Rasch analysis was used to examine the functioning of the items in more detail. Finally, it was examined whether generic scales could be constructed.
Findings
A generic, three‐dimensional conceptual framework was identified, in which individual work performance consisted of task performance, contextual performance, and counterproductive work behavior. Generic, short scales could be constructed that fitted the Rasch model.
Research limitations/implications
A generic, short questionnaire can be used to measure individual work performance across occupational sectors. In future versions of the IWPQ, more difficult items should be added to improve discriminative ability at the high ranges of the scale.
Originality/value
This study shows that, using Rasch analysis, a generic and short questionnaire can be used to measure individual work performance.
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Muhammad Bello Jakada, Najib Sabo Kurawa, Aliyu Rabi'u, Armaya'u Alhaji Sani, Ahmed Ibrahim Mohammed and Abdurrahman Umar
Drawing from tripartite theory of attitude, this study examined whether interaction effect of psychological ownership (cognitive component) changes the nature of the relationship…
Abstract
Purpose
Drawing from tripartite theory of attitude, this study examined whether interaction effect of psychological ownership (cognitive component) changes the nature of the relationship between job satisfaction (affect component) and job performance (behavioral component) toward a higher or weaker relationship. Furthermore, the study draws from psychological ownership theory to find support whether job satisfaction is nurtured by the feeling of psychological ownership.
Design/methodology/approach
Longitudinal data from 211 academic and non-academic employees was randomly collected and partial least square-structural equation model (PLS-SEM) was used for data analysis through SmartPLS version 3.3.2.
Findings
The study found a positive interaction effect of psychological ownership on the relationship between job satisfaction and job performance. Furthermore, the study found that feeling of psychological ownership nurtures employees' satisfaction with their job.
Practical implications
The findings of the study explicate to human resource managers and practitioners the mechanism through which job satisfaction affects job performance and how feelings of psychological ownership nurtures employees' satisfaction with their job.
Originality/value
The study provides new insight into the relationship between job satisfaction and job performance by drawing on the tripartite theory of attitude perspective, and concluded that job performance as overall employee attitude toward the organization is predicted by the interaction and interplay of job satisfaction, psychological ownership and job performance as components of attitude. To the authors’ best knowledge, none of the previous literatures on job satisfaction–job performance relationship draws its conclusions from the perspective of tripartite theory of attitude. Furthermore, the study found empirical evidences that psychological ownership nurtures employees' job satisfaction.
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Dirk F. de Korne, Jeroen D.H. van Wijngaarden, Cathy van Dyck, U. Francis Hiddema and Niek S. Klazinga
The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the…
Abstract
Purpose
The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program’s content and procedures. Aviation-based TRM training is recognized as a useful approach to increase patient safety, but little is known about how it affects safety culture.
Design/methodology/approach
Pre- and post-assessments of the hospitals’ safety culture was based on interviews with ophthalmologists, anesthesiologists, residents, nurses, and support staff. Interim observations were made at training sessions and in daily hospital practice.
Findings
The program consisted of safety audits of processes and (team) activities, interactive classroom training sessions by aviation experts, a flight simulator session, and video recording of team activities with subsequent feedback. Medical professionals considered aviation experts inspiring role models and respected their non-hierarchical external perspective and focus on medical-technical issues. The post-assessment showed that ophthalmologists and other hospital staff had become increasingly aware of safety issues. The multidisciplinary approach promoted social (team) orientation that replaced the former functionally-oriented culture. The number of reported near-incidents greatly increased; the number of wrong-side surgeries stabilized to a minimum after an initial substantial reduction.
Research limitations/implications
The study was observational and the hospital’s variety of efforts to improve safety culture prevented us from establishing a causal relation between improvement and any one specific intervention.
Originality/value
Aviation-based TRM training can be a useful to stimulate safety culture in hospitals. Safety and quality improvements are not single treatment interventions but complex socio-technical interventions. A multidisciplinary system approach and focus on “team” instead of “profession” seems both necessary and difficult in hospital care.
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Christin Mellner, Walter Osika and Maria Niemi
Contemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and…
Abstract
Purpose
Contemporary workplaces undergo frequent reorganizations in order to stay competitive in a working life characterized by globalization, digitalization, economic uncertainty, and ever-increased complexity. Managers are in the frontline of these challenges, leading themselves, organizations and their employees in high stress environments. This raises questions on how to support managers’ work-life sustainability, which is crucial for organizational sustainability. Mindfulness has been related to enhanced capacities to cope with challenges that are associated with organizational change. The authors evaluated short- and long-term effects of an eight-week mindfulness-based intervention in a company setting, which was going through reorganization.
Design/methodology/approach
Forty managers (42.5% males), mean age 54.53 (SD 5.13), were randomized to the mindfulness intervention or a non-active wait-list control. Self-report data were provided on individual sustainability factors in a work context: job demands and resources, psychological detachment, i.e. possibilities for letting go of work-related thoughts during leisure, control over work-nonwork boundaries, work-life balance, and mindfulness at baseline, postintervention, and at 6-month follow-up.
Findings
Linear mixed models (LMMs) analysis (all ps < 0.005 to 0.05) showed that the intervention group had a larger decrease in job demands and a smaller decrease in job resources, a larger increase in psychological detachment, work-nonwork boundary control, work-life balance, and mindfulness from baseline to postintervention when compared with the reference group. These initial effects were sustained at 6-month follow-up.
Originality/value
The study provides evidence that mindfulness practice can enhance managers’ long-term capacity to cope with challenging working conditions, and increase their work-life sustainability in times of organizational change and disruption.
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Guodong Cui, Fuxi Wang, Yanyuan Cheng and Ying Zhang
Based on goal content theory (GCT), this study examines the associations between different work goal contents (intrinsic and extrinsic goals) and early retirement intentions and…
Abstract
Purpose
Based on goal content theory (GCT), this study examines the associations between different work goal contents (intrinsic and extrinsic goals) and early retirement intentions and reveals the underlying mechanisms of abovementioned relations.
Design/methodology/approach
The paper tested the proposed model by using a sample of 265 workers in China using a two-wave survey.
Findings
Findings(1) employees' intrinsic and extrinsic goals are both negatively related to early retirement intentions, and the effect of extrinsic goals on early retirement intentions is more significant. (2) Work passion was found to be a strong mediator between work goal content and employees' early retirement intentions. (3) Human resource (HR) practices’ flexibility significantly moderates the relationship between work passion and early retirement intentions.
Originality/value
The contribution of the current study is that this study first takes into account individuals’ psychological and organizational factors, aiming to reveal the differential effect of different work goals on individuals' early retirement intentions as well as the mediating effect of work passion and the moderating effect of HR practices’ flexibility in the abovementioned relations.