The relationship of emotional intelligence with task and contextual performance: More than it meets the linear eye

Bozionelos, Nikos; Singh, Sanjay Kumar

doi:10.1016/j.paid.2017.04.059

Cited by 104 publications

(99 citation statements)

References 40 publications

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“…Maamari and Majdalani (2017) • Higher the emotional intelligence of both employees and superior, better is the communication, job performance and lower is the employee turnover. Bozionelos and Singh (2017) • The quadratic equations between trait emotional intelligence and job performance in UAE organizations provide a more accurate picture of how trait EI relates to job performance than linear equations. Darwish, Singh, and Wood (2016) • Links between HR practices in the Middle Eastern organizations across industry sector and firm performance.…”

Section: Iles Et Al (2012)mentioning

confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of Buniversalisticâ nd Bbest practice^HRM (convergence) versus Bbest-fit^or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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Section: Iles Et Al (2012)mentioning

confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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“…Following this, abundant work has been done relevant to the various dimensions of job performance. In addition, Borman and Motowidlo's [31] work has been accepted by most relevant studies [32]. The present study adopts Borman and Motowidlo's [31] classification of job performance.…”

Section: Employee's Sustainable Performancementioning

confidence: 99%

The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

2017

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Abstract:Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee's sustainable performance.

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“…This viewpoint is supported by empirical studies which found that voice behavior is positively associated with the evaluation of employee performance [3,8,10,11]. In the existing literature, the voice is viewed as an aspect of citizenship behavior involving innovative suggestions that contribute toward changing existing practices and leading to improvements [12]. However, others have argued that voice can have unfavorable impacts on employees due to its challengeable nature.…”

Section: Introductionmentioning

confidence: 96%

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

Liu

Hanson-Rasmussen

2017

Sustainability

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Employees contribute to the sustainability of organizations in many ways, yet the specific impact of employee voice on employee performance appraisal, as an element of organization sustainability, is not clear. Based on the attribution theory, we present a model to investigate the relationship between employee voice and employee performance appraisal. Using the PLS (Partial Least Squares) method, we test our model's hypotheses with 273 dyads of supervisor-employee questionnaires administered on a branch of a state-owned enterprise in China. The results show that promotive voice is positively attributed to prosocial motives and constructive motives, while prohibitive voice is not significantly attributed to prosocial motives and constructive motives. The attribution of prosocial motives and constructive motives has a significant and positive effect on employees' performance appraisal. Moreover, the attribution of prosocial motives and constructive motives fully mediates the relationship between promotive voice and performance appraisal, but has no mediating effects on the relationship between prohibitive voice and performance appraisal.

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The relationship of emotional intelligence with task and contextual performance: More than it meets the linear eye

Cited by 104 publications

References 40 publications

The state of HRM in the Middle East: Challenges and future research agenda

The state of HRM in the Middle East: Challenges and future research agenda

The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

Voice Behavior, Supervisor Attribution and Employee Performance Appraisal

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