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The purpose of this paper is to develop an employee job performance (EJP) scale questionnaire that encompasses the job time, job quality and job quantity dimensions of employee performance.

In this study, the questionnaire questions were first validated using exploratory factor analysis (EFA) and then confirmatory factor analysis (CFA) along the three performance dimensions. The research samples were auto-parts assembly line workers. The factor analysis results confirmed the validity of the questionnaire as a reliable employee performance evaluation tool, as evidenced by the composite reliability (CR) and the average variance extracted (AVE).

The questionnaire questions identified three factors of EJP, namely, job time, job quality and job quantity, with 13 items. The factor analysis results confirmed the validity of the questionnaire as a reliable employee performance evaluation tool, as evidenced by a CR of 0.894 and AVE of 0.739, in addition to χ²=63.340, df=54, p=0.180, goodness of fit index=0.976, adjusted goodness of fit index=0.960, RMSEA=0.021 and root mean square residue=0.014.

The EJP scale questionnaire was examined using only EFA and CFA. These scales are expected to help academics, researchers and practitioners test theories. Because of the features of the sample, the final results should be considered carefully.

Importantly, the factor analysis results suggest that the proposed EJP scale questionnaire can be applied to various industries and settings either as is or with minimal modifications.

The EJP questionnaire is novel and can serve as an excellent EJP tool to measure employees’ behavioral output. The questionnaire can provide empirical data on employee performance output based on the employee’s perspective.

The purpose of this paper is to investigate the direct and indirect influences of workplace environment factors on the motivation to transfer the acquired training (MT) and the transfer of training. The workplace environment factors under study encompass the organizational support, supervisor support, peer support, technological support and the opportunity to use the acquired training.

In the study, the empirical data were garnered from a sample of 220 business school students, using a 52-question questionnaire. A research framework was first proposed and the structural equation modeling subsequently utilized to test the research framework and determine the direct influence of the workplace environment factors on the transfer of training and also their indirect influence on TT through the MT variable.

The structural equation modeling model is congruent with the empirical data, with the χ² statistic of 24.414, the degree of freedom of 21, the p-value of 0.273, the goodness of fit index of 0.977 and the root mean square error of approximation of 0.027. The findings revealed that the workplace environment factors directly influenced the training transfer behavior of the participants and indirectly through the MT of the individuals. Most importantly, the proposed model could achieve the coefficient of prediction (R²) as high as 82 percent.

Workplace environment is important to motivation to transfer and transfer of training. To enhance the training transfer effectiveness, businesses should take into account the contributions associated with each environment factor in the design and implementation of training programs.

The purpose of this paper is to develop a performance management (PM) scale questionnaire that encompasses the pre-requisite, performance planning, performance evaluation, performance review, and performance application dimensions of PM.

In the study, the 33 questionnaire questions were first validated using exploratory factor analysis (EFA) and then by confirmatory factor analysis (CFA) along the three performance dimensions. The research sample consists of 330 entrepreneurs. The factor analysis results confirm the validity of the questionnaire as a reliable entrepreneur PM evaluation tool, as evidenced by the composite reliability of 0.845 and the average variance extracted of 0.532.

All constructs revealed the acceptable internal consistency reliability. A good model fit was found for the measurement model using several fit index like χ²=449.983, degree of freedom=415, p-value (p)=0.114, goodness of fit index=0.927, adjusted goodness of fit index=0.901, root mean square error of approximation=0.016, and root of mean square residuals=0.032.

The PM model was examined using EFA and CFA only. A sample with only SMEs entrepreneurs and large sample size and sample area can be used in future research.

This research paper is an endeavor to explore only the reliability and validity of the PM model. Thus all the five dimension, namely “pre-requisite” “performance planning,” “performance evaluation,” “performance review,” and “performance application” proved out of be reliable and validated when it will be tested in case of SMEs’ high-growth sectors and high-impact sectors.

The main contribution of this research is that all factors have a good fit and acceptable reliability value; each factor can be measured individually depending on the nature of the research.

Employee engagement (EE) is an expression of a person's own preferred task behaviours that promote their relationship with work and personal physical, cognition and emotion and make them more active in terms of vigour, dedication and level of absorption with their work. To deal with EE in different environments and organisations, it is necessary to both understand and continually assess their employees. This paper presents an instrument which was developed to measure EE for small and medium-sized enterprises (SMEs) in Thailand.

The study was conducted in three stages to develop an EE measurement scale. To begin with, 18 questions were developed for a questionnaire based on the concepts of EE and validated using exploratory factor analysis (EFA) which is split into the dimensions of vigour, dedication and absorption. A survey was then conducted with 270 employees in SMEs. Finally, confirmatory factor analysis (CFA), convergence and validity were tested along the three engagement dimensions.

This research extended and broadened the EE concept to provide theoretical support for engaging with intelligence research. Three dimensions were developed to measure EE, including aspects of vigour, dedication and absorption with their work.

The questionnaire used was produced primary data collection which was self-assessed, and data was collected only from the sample of employees working for SMEs in high-growth sectors of the Thai economy. The EE findings exhibited a good fit, but the results require further future refinement and validation using a larger sample size and sampling area.

The EE questionnaire has practical uses for monitoring management behaviour and can assist practitioners to assess the level of EE. This knowledge will help to encourage and support practitioners to improve EE. This research also provides other measurements for assessing EE in organisations.

The EE questionnaire validity will facilitate future studies on the boundaries of EE measurements in the context of SMEs. The empirical research results verified that EE assessment offered new perspectives to explore vital individual EE which is necessary for SMEs. This instrument can also support and help researchers to effectively understand EE and explore its potential in future studies.