A Look Back and a Leap Forward: A Review and Synthesis of the Individual Work Performance Literature

Carpini, Joseph A.; Parker, Sharon K.; Griffin, Mark

doi:10.5465/annals.2015.0151

Cited by 118 publications

(132 citation statements)

References 283 publications

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“…The motivational model of organizational goal pursuit aligns well with known antecedents of these types of work performance (Carpini et al . ), which include both abilities, role clarity and job autonomy, all of which can be promoted through factors that influence the satisfaction of the needs for competence, autonomy and relatedness, as discussed earlier. In turn, individual performance has been linked to decreased turnover, absenteeism, counterproductive behaviors (e.g.…”

Section: A Motivational Model Of Organizational Goal Pursuitmentioning

confidence: 99%

From Strategy to Action: Transforming Organizational Goals into Organizational Behavior

Gagné

2018

Int J Management Reviews

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The purpose of this paper is to develop a conceptual model to explain and predict how organizational goals are transformed into organizational behavior. Using the theory of action phases as the overarching framework to explain how organizations and employees commit to goals and successfully pursue them, in conjunction with self-determination theory to explain the development of goal commitment at the individual level, a motivational model of organizational goal pursuit is proposed. This model takes into consideration mission and strategic goal development, organizational-level implementation intentions in the form of strategic plans and dynamic capabilities, individual goal internalization, and implementation plans at the individual level. These goal phases are proposed to be affected by the attraction, selection, socialization and management of organizational members. The model can serve to develop knowledge in the area of behavioral strategy by integrating motivational considerations into strategic management models.

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Section: A Motivational Model Of Organizational Goal Pursuitmentioning

confidence: 99%

From Strategy to Action: Transforming Organizational Goals into Organizational Behavior

Gagné

2018

Int J Management Reviews

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“…The specific behaviours of OCBs are beyond the behaviours that are related to task performance (Caprini et al, 2017). The specific behaviours of OCBs are beyond the behaviours that are related to task performance (Caprini et al, 2017).…”

Section: Task Performance's Effect On Ocbsmentioning

confidence: 99%

“…Job engagement's effect on task performance Job engagement theory emphasizes that job engagement leads specifically to task performance because it provides employees the motivation to perform at work (Caprini, Parker, & Griffin, 2017;Kahn, 1990;Rich et al, 2010). Engaged employees have stronger task performance because they more intensely focus on performing their assigned duties for an expanded period of time, engage in activities that directly influence their task performance evaluations, connect emotionally to their job (Rich et al, 2010), and feel safe in devoting all of their knowledge to performing well.…”

Section: Human Capital's Effect On Ocbsmentioning

confidence: 99%

“…Organizational citizenship behaviours include specific behaviours such as helping others who have been absent, taking the time to listen to co-workers' problems and worries, and adhering to informal rules devised to sustain order. The specific behaviours of OCBs are beyond the behaviours that are related to task performance (Caprini et al, 2017). Based on COR theory (Hobfoll, 1989(Hobfoll, , 2001), we contend that task performance is positively associated with OCBs because employees' resources (e.g., energies of employees, as specifically defined by COR theory) are limited and employees allocate their energies to the job performance outputs to the extent to which the outputs are most valued by their organizations in order for employees to protect themselves against resource loss.…”

Section: Task Performance's Effect On Ocbsmentioning

confidence: 99%

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Hope and human capital enhance job engagement to improve workplace outcomes

Özyılmaz

2019

J Occupat & Organ Psyc

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Drawing from conservation of resources theory, we contend that motivation (job engagement) fully mediates the relationships between hope and human capital (antecedents) and task performance. We also propose that job engagement provides an interesting explanation for organizational citizenship behaviours (OCBs) that differs from the explanation provided by human capital. Using triad data collected from 170 employees, their supervisors, and their peers at 15 different business organizations in Turkey across four waves, we find that the associations of hope and human capital with task performance occur through job engagement. Interestingly, one path (human capital–job engagement–task performance–OCBs) provides a chain of positive associations that can explain OCBs, whereas another path (human capital–OCBs) has a direct, negative association with OCBs. The results suggest that the motivational value of job engagement leads to improvement in the task performance and OCBs of individuals who are full of hope and have high human capital. Practitioner points Practising managers should invest in hiring, training, and retaining individuals with high levels of hope and human capital to enhance job engagement in the workplace because such individuals conserve their resources to engage in their job. Job engagement in role A (task) contributes to role B (OCBs) because high accomplishment in task performance generates positive emotions, which lead to high achievement in OCBs. Therefore, practising managers should allow their subordinates to allocate their resources to addressing their multiple roles in the order of the importance that they assign to these roles because employees’ resources, energy, time, and attentional capacities are limited.

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“…In-role job performance is based on activities or procedures related to formal tasks, duties, and responsibilities required by the job (Carpini, Parker and Griffin 2017). Employees' inrole job performance can be influenced by the detrimental effects of workplace incivility in several ways (Pearson and Porath 2005).…”

Section: Workplace Incivility and Job Performancementioning

confidence: 99%

How workplace incivility influences job performance: the role of image outcome expectations

Jiang

Chai

et al. 2018

Asia Pac J Human Res

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This study aimed to investigate whether workplace incivility has negative influences on two types of job performance (i.e. in‐role job performance and innovative job performance), as well as the moderating role of image outcome expectations in the context of healthcare organizations. We tested the research hypotheses using data collected from 727 employees in three Chinese hospitals. The results reveal that workplace incivility has negative influences on both in‐role job performance and innovative job performance. In addition, the negative influence of workplace incivility on in‐role job performance is alleviated by expected image risks, while the negative influence of workplace incivility on innovative job performance is buffered by both expected image gains and risks. Managers are expected to establish informal norms of desired behaviors at work and encourage employees to adopt a future‐oriented perspective. This study provides novel insights for workplace incivility literature and practice.

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A Look Back and a Leap Forward: A Review and Synthesis of the Individual Work Performance Literature

Cited by 118 publications

References 283 publications

From Strategy to Action: Transforming Organizational Goals into Organizational Behavior

From Strategy to Action: Transforming Organizational Goals into Organizational Behavior

Hope and human capital enhance job engagement to improve workplace outcomes

How workplace incivility influences job performance: the role of image outcome expectations

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