Contextual and Task Performance: Do Demographic and Organizational variables matter?

Abstract

Purpose -Improving employee's performance has always remained an area of concern in the hospitality industry where employees' performance is related to customers' satisfaction. The inadequacy of research work on demographics and organization variables' influence on contextual and task performance has led to present research. Thus, the purpose of this study is to identify role of demographic and organizational variables in affecting contextual and task performance of hotel employees.Design/methodology/approach -Data was collected from a sample of 350 hotel employees. The research is based on primary data and a structured questionnaire.Findings -Task performance of employees increases with the age but contextual performance improves up to 40-50 years and then remains constant. Low salaries and job insecurity affected the performance of employees. A change of designation alone, without a corresponding increase in pay, did not enhance the performance of the employees. The type and size of the organization significantly affect job performance.Research limitations/implications -The study is a contribution to the theory and practice of employee management and improving employee's performance. Factors affecting contextual and task performance have been identified. Future research can be conducted based on this study.Practical implications -The study has highlighted the significant effect of demographic variables, organizational variables on contextual and task performance of hotel employees. The hotel industry plays an important role in economic development of a country. The study is practically helpful for hotel industry to understand what demographical and organizational variables can be considered to enhance employee's performance.Originality/value -Previous literature has lacked in identifying factors, which can affect the contextual and task performance of hotel employees. The paper is contributing to the existing body of knowledge related to employees' performance. The managers of hotel industry can use outcome of this research to improve job performance of the employees. Findings open new avenues for future research.

Employees Demography and Team-Playing Behaviour of Bank Workers in Ijebu Ode, Ogun State, Nigeria

“…Over time, these factors have shaped people's behaviour at work. Several other empirical researches have also demonstrated that these factors are not only strong predictors of job satisfaction (Chirchir, 2016), but also on employee voice and trust in employer (Hatipoqlu & Inelmen, 2018), participation in wellbeing programmes (Baloshi, 2018), task performance (Kalia & Bhardwaj, 2019), job attitudes in general (Ng & Sorensen, 2008) and on organisational citizenship behaviour (Mitonga-Monga, Flotman, & Cilliers, 2017). Employee demography has been found to be a strong predictor of employee counterproductive work behaviours (Uche et al, 2017).…”

“…Where team membership is formed on demographic line, there are very high tendencies that individuals who perceive themselves as members of an in-group will behave in cooperation and collaboration with others in their in-group and compete with other individuals who are perceived as members of an out-group (Chatman, Polzer, Barsade, & Neale, 1998) and these have implications for team performance and effectiveness. In summary, demographic heterogeneities or differences have consequences for labour and employment relations (Kalia & Bhardwaj, 2019;Hatipoqlu & Inelmen, 2018;Giuliano, Levine, & Leonard, 2006), including supportive and non-supportive team-playing behaviour.…”

“…It may become even worse when the differences have to do with age or experience because these two demographic factors may be strong predictors of non-assistive or non-supportive team playing behaviour in individual members of a team. In one recent study, citing Fletchl (2010), Kalia and Bhardwaj (2019), stated that the extent to which employee perform or behave, the number of years they are ready to assist and support the organisation and the extent to which they demonstrate assistive and supportive team playing behaviour towards firm's objectives heavily depends on the extent to which the organizations take care of the needs that are related to their demographic characteristics (Kalia & Bhardwaj, 2019).…”

Contextual and task performance: role of employee engagement and organizational culture in hospitality industry

“…Christen et al (2006) noted that job performance increased with both effort and ability. Previous research suggests that among the various variables influencing job performance; employee engagement and organizational culture play an important role (Carrell and Elbert, 1974;K onya et al, 2016;Marcus and Gopinath, 2017;Kalia and Bhardwaj, 2019).…”

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

“…There is a practice in organisations that defines core job responsibilities and highly promotes result-oriented efforts, that is driven towards the accomplishment of goals. According to Kalia, & Bhardwaj [61], task performance are technical behaviours, and activities that are required for job performance, which contributes effectively to the performance of organisations. This is often influenced by emphasis on the instrumentality of performance towards organisational goals, that is associated with competency and expertise [62].…”