Employee Performance at Workplace: Conceptual Model and Empirical Validation

Abstract

The present study explores the concomitant areas for extending the scope of employee performance as a major domain of human resource (HR) effectiveness. We have interviewed researchers and corporate practitioners regarding their understanding of performance at workplace. On the basis of literature and feedback from academicians and industry professionals, a conceptual framework along with 42-item instrument on employee performance was proposed for empirical validation. The instrument obtained empirical views from experts on its proposed dimensions and statements. The initial analysis of content validity ratio (CVR) of the instrument had resulted in 38 items having CVR value of 0.49 and above with 75 percent acceptability from expert analysis. The retained items were taken for field survey. In total, 361 executives from Indian manufacturing and service organizations responded to the 38-item employee performance scale. Exploratory factor analysis revealed three distinct factors of employee performance that constitute the new scale: task performance, adaptive performance, and contextual performance (TAC). Reliability study on the sample reported significant internal consistency on the total scale (a = 0.80) along with the three subscales (a ranging from 0.80 to 0.91). The prescribed framework offers an inclusive understanding of the nature and subtleties of employee performance. It is proposed that, HR managers and organizational behavior (OB) practitioners must use the insights from the explored factors to create and maintain a better work environment. In applied perspective, the proposed instrument and its corresponding findings are expected to provide insights for designing organization-specific policies for improving employee performance.

Improving the Effect of Work Satisfaction on Job Performance through Employee Engagement

“…The description of the work of a simple miner is to do mining individually, to prioritize quantity, not to be tied to the work of other employees, and not to prioritize the quality of work, so that the most visible here is productivity in the form of mining output. This has been supported by Pradhan and Jena's research (Pradhan and Jena, 2017) that most work performance is shown in the form of task performance.…”

The Role of Organizational Citizenship Behavior in Mediating the Effect of Organizational Support on Employee Performance

“…When organizations foster superior citizenship behavior, they become more attractive places to work and are able to recruit, train, and retain the best people (Afsar & Badir, 2016). Pradhan and Jena (2017) suggest five dimensions used in research on OCB, namely altruism, conscientiousness, courtesy, civic virtue, and sportsmanship.…”

“…Every implementation of a task or job there is an activity to process or change the input (input) into an output (output) that has added value as a product or work result. Pradhan and Jena (2017) Classifying and classifying performance conceptually into three different dimensions, namely task performance that refers to employee skills in order to complete the main tasks of work. Contextual performance that refers to employee behavior that supports the organizational, social, and psychological environment in order to complete the main tasks of the job.…”

Influence of Organizational Conflict Management and Procedural Justice on Employee Performance in Academia of Pakistan

“…Employee's performance is a multi-component concept and one can elaborate the procedure and area of performance, that is behavioral engagement of an expected result. The behavior describes here the action of people to full fill a task, whereas the term result and consequences situations about the results related to job behaviors of each employee (Pradhan & Jena, 2017). Job performance compares of job external attitudes that includes job duties allot as a part of task knowledge, job skills and task habits.…”