The Development of a Feedback Environment and Role Clarity Model of Job Performance

Whitaker, Brian G.; Dahling, Jason J.; Levy, Paul E.

doi:10.1177/0149206306297581

Cited by 184 publications

(197 citation statements)

References 60 publications

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“…A "role" is a set of expectations or norms applied to the incumbent by others in the organization; thus, employees with high role clarity possess a clearer understanding of their requirements (Whitaker et al 2007). Role clarity has been investigated in the context of employees' roles (Woodard et al 1994), consumers' roles (Meuter et al 2005), and channel members' roles (Teas and Sibley 1980).…”

Section: Hypothesis 3: Employees' (A) Feelings Toward and (B)mentioning

confidence: 99%

Frontline employee motivation to participate in service innovation implementation

Cadwallader

Jarvis

Bitner

et al. 2009

J. of the Acad. Mark. Sci.

253

212

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Companies today face the challenge not only of designing innovative customer-focused service strategies to compete and grow but also of translating such strategies into results through successful execution. Experience and research demonstrate the difficulty of such an execution, but little research in marketing has focused on strategy implementation, particularly at the employee level. Prior research has suggested that frontline employee participation is critical to successful innovation implementation, especially in service contexts. We develop a theoretical model to investigate the complex role of motivation in engaging employee participation in service innovation implementation and test it with field data from a real-world context.The study contributes to motivation research in marketing by adapting and extending a hierarchical conceptualization from psychology that incorporates three levels of motivation: global, contextual, and situational. We also investigate the antecedents managers can control to increase employee motivation to participate in implementation efforts and subsequently to improve participation behaviors that are critical to the successful implementation of a customer service innovation.

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Section: Hypothesis 3: Employees' (A) Feelings Toward and (B)mentioning

confidence: 99%

Frontline employee motivation to participate in service innovation implementation

Cadwallader

Jarvis

Bitner

et al. 2009

J. of the Acad. Mark. Sci.

253

212

View full text Add to dashboard Cite

show abstract

“…Researchers agree that before feedback can be used it must be accepted and internalized (Ashford, 1986), and as result of its theoretical importance, feedback acceptance has received extensive empirical attention (e.g., Brett & Atwater, 2001;Ryan, Brutus, Greguras, & Hakel, 2000). Researchers has suggested that feedback environment may have important effects on employees" task performance and organizational citizenship behaviour (OCB) (e.g., Kluger & Denisi, 1996;Norris-Watts & Levy, 2004;Rosen, Levy, &Hall, 2006;Steelman et al, 2004;Whitaker, Dahling, & Levy, 2007).…”

Section: Job Characteristics and Job Performance Relationship At Facementioning

confidence: 99%

Construction Professionals Job Performance and Characteristics: A Comparison of Indigenous and Expatriate Construction Companies in Nigeria

Onukwube

Iyagba

2011

CEB

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Job performance is considered one of the most important constructs in human resources management because it helps to explain the value and utility that each employee adds to the organisation. This study examined the relationship between job characteristics and task performance for overall as well as facets of job characteristics. In carrying out this investigation, construction professionals (Architects, Builders, Civil Engineers, Quantity Surveyors and Services Engineers) were asked to respond to job characteristics questionnaire (JCQ) and their immediate supervisors were asked to respond to task performance questionnaire (TPQ). Data collected were analysed using Pearson correlation, correlation matrix and independent sample t-test where appropriate. Results indicate that there is positive significant relationship between overall job characteristics and overall task performance. However, when the facets of job characteristics were considered, different relationship emerged. There were stronger positive and significant relationships between facets of job characteristics and subjective task performance than objective task performance. There were significant differences in the figure of task performance score between construction professionals in indigenous and expatriate construction companies. Results indicated the importance of considering different facets with the job characteristics and task performance relationship.

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“…This proved to be a relatively difficult field of learning in both arenas examined, and there were also certain considerations of national character involved in people's understanding of the difficulties of giving and receiving feedback. When employees have greater access to information about behaviours that are acceptable and desired at work and the feedback environment is of high quality and supportive of feedback seeking, then, work role clarity, work outcomes and job satisfaction are enhanced (Rosen et al 2006;Whitaker et al 2007).…”

Section: Feedback and Learningmentioning

confidence: 99%

Workaholic or easygoing?

Raunio

Säävälä

2017

Finnish Yearb Popul Res

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The Development of a Feedback Environment and Role Clarity Model of Job Performance

Cited by 184 publications

References 60 publications

Frontline employee motivation to participate in service innovation implementation

Frontline employee motivation to participate in service innovation implementation

Construction Professionals Job Performance and Characteristics: A Comparison of Indigenous and Expatriate Construction Companies in Nigeria

Workaholic or easygoing?

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