Browsing Research Communication by Subject "Employee Performance"
Now showing items 1-7 of 7
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Linking behavioral control to frontline employee commitment and performance: a test of two alternative explanations using motivation theoriesWe propose and empirically test a model in which behavioral control is linked to frontline employee commitment and performance. We test two alternative explanations by examining the intermediate role of job autonomy and situational learning orientation. The hypotheses are tested using multiple-source survey data from a sample of 1184 frontline employees and their supervisors. Results indicate that situational learning orientation is an important construct in linking behavioral control to performance. Job autonomy shows to be important in explaining employee outcomes but is only marginally related to behavioral control. Theoretical and managerial implications are discussed.
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Linking job motivating potential to frontline employee attitudes and performance: testing the mediating role of psychological empowermentIn this study, we relate job motivating potential to frontline employee job satisfaction, affective commitment and performance levels and test the mediating role of psychological empowerment. Based on a sample of 1129 employee - supervisor dyads, we found that employee psychological empowerment fully mediates the relationship between job motivating potential and the outcome variables. Our findings confirm the importance of job design approaches to empowering employees. Next to proposing potential avenues for further research, we discuss some suggestions on how to put job redesign strategies into practice. Keywords: empowerment, job motivating potential, employee performance, mediation
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Psychological empowerment in the workplace: reviewing the empowerment effects on critical work outcomesThis paper reviews theory and empirical findings on the effects of empowerment in the workplace. Data from existing studies is used to assess the effects of the four empowerment dimensions on affective and behavioral employee responses. Data is reanalyzed using hierarchical regression analysis. Confirming growing skepticism among practitioners and academics, this study indicates that empowerment practices result in more satisfied and committed, but not necessarily better performing employees. Furthermore, it is shown that there is a differential impact of the distinct empowerment dimensions on employee performance levels. Theoretical and practical implications are discussed.
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The job challenge construct revisited: conceptualization, antecedents, and consequences of experienced challenge and overchallenge in the jobIn this study, we propose a conceptual model on individual and job-contextual antecedents, and affective and behavioral employee consequences of experienced job challenge and overchallenge. Based on a sample of 511 frontline employee - supervisor dyads, we found that autonomy in the job and outcome control are positively related to experienced job challenge and that internal locus of control, autonomy and behavioral control are negatively related to overchallenge. While challenge shows to have a consistent positive impact on employee affect and behavioral intentions, overchallenge has a consistent negative impact on the same outcome variables. Challenge and overchallenge did however not relate to effectiveness levels as rated by the supervisor. Theoretical and managerial implications are discussed. Keywords: frontline employee, job challenge, stress, control, employee performance
