The Relative Importance of Employee Engagement, Other Job Attitudes, and Trait Affect as Predictors of Job Performance

Abstract

We used univariate and multivariate relative weight analysis to assess the relative importance of a new job attitude (employee engagement), several longstanding job attitudes (job satisfaction, organizational commitment, job involvement, perceived organizational support, and work centrality), and trait positive and negative affect as predictors of 3 important components of overall employee performance: task performance, organizational citizenship behavior (OCB), and counterproductive (or deviant) work behavior. The results indicate that the best predictors of overall employee performance were trait negative affect, employee engagement, and job satisfaction. Moreover, the results were unaffected by the removal of a few behavioral items (akin to OCB) from measures of employee engagement. Implications and suggestions for future research are discussed.

Assessing Moderation of Employee Engagement on the Relationship between Work Discretion, Job Clarity and Business Performance in the Banking Sector of Pakistan

“…The component of employee engagement has a considerable value towards individual and organizational performance outcomes (Dalal et al, 2012). Therefore, one can ideally understand the prominence of the concept for business that are enthusiastic about gaining competitive strength and promising business results.…”

Service organisations resilience through the application of the vanguard method of systems thinking: a case study approach

“…This virtue of the Vanguard Method encourages team members to point out the system pitfalls that decrease system performance, and introduce them as the experts through which the new design of processes is made. Team members, this way, get the chance of self-development and continuous learning (Dalal et al 2012). …”

“…Through organic systems, a great deal of decision making authority is delegated to team members to allow for flexibility and quick response to unpredictable circumstances (Griffin 1999). Team members, this way, are fully engaged in performing their tasks with high performance effectiveness (Dalal et al 2012). They can approach each other informally as well as officially as the personal relationships comprise an important aspect for the organisational life in such environment (McKenna 2006), team members can also approach other departments where needed to find expertise with the required level of information to solve a problem (Courtright et al 1989).…”

RWA Web: A Free, Comprehensive, Web-Based, and User-Friendly Tool for Relative Weight Analyses

“…Turning to leadership, Braddy et al (2013) examined the relative importance of different leader behaviors for predicting derailment, whereas Snell et al (2013) used a similar approach to understand how political skill predicts managerial effectiveness. Concerning job performance, Dalal et al (2012) examined the relative importance of employee engagement, personality, and job attitudes as predictors of performance, and Gentry et al (2013) used relative weight analysis to understand how different character virtues might be more or less important for managers at different levels of an organization. Scherer et al (2013) used relative weight analysis to examine the contributions of sub-clinical psychopathy and the global traits of the Five Factor Model in the prediction of counter-productive workplace behaviors.…”