The Role-Based Performance Scale: Validity Analysis of a Theory-Based Measure.

Welbourne, Theresa M.; Johnson, Diane E.; Erez, Amir

doi:10.2307/256941

Cited by 528 publications

(255 citation statements)

References 36 publications

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“…Welbourne, Johnson, and Erez (1998) suggest that besides core task performance, employees should also be evaluated on their roles as organizational citizens, team-players, innovators, and careerists. For instance, Blau (1993) found that LOC was related to initiative performance (a type of citizenship behavior).…”

Section: Future Researchmentioning

confidence: 99%

Locus of control at work: a meta‐analysis

2006

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SummaryThis study meta-analyzed the relationships between locus of control (LOC) and a wide range of work outcomes. We categorized these outcomes according to three theoretical perspectives: LOC and well-being, LOC and motivation, and LOC and behavioral orientation. Hypotheses reflecting these three perspectives were proposed and tested. It was found that internal locus was positively associated with favorable work outcomes, such as positive task and social experiences, and greater job motivation. Our findings are discussed in relation to research on core self-evaluation and the Big Five personality traits.

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Section: Future Researchmentioning

confidence: 99%

Locus of control at work: a meta‐analysis

2006

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“…Second, this study illuminated some negative effects of MMs' role conflict; there may be other negative consequences of role conflict worthwhile avoiding. Although the number of potential roles employees may take on at work is unlimited (Welbourne et al 1998), empirical evidence on how and under what circumstances managers are able to deal with contradictory demands, is still scarce (Birkinshaw and Gupta 2013). It would be interesting to include other coping mechanisms and personality traits, such as self-monitoring, self-efficacy and regulatory focus, which act as moderators of the relationship between role conflict and performance outcomes (Das and Kumar 2010;McMullen et al 2009).…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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“…According to the DASS manual (Lovibond & Lovibond, 1995), the percentile cut-offs (and corresponding mean scores) for symptom severity are as follows: 0-78 (M ≤ 13) = Normal, 78-87 (M = 14-18) = Mild, 87-95 (M = 19-28) = Moderate, and > 95 (M ≥ 28 = Severe). [Welbourne, Johnson, & Erez, 1998]): The RBPS is a 20-item measure of general work performance. The RBPS is based on role theory and identity theory, and adopts a multidimensional approach to work performance.…”

Section: Hse Management Standards Work-related Stress Indicator Tool mentioning

confidence: 99%

Meditation Awareness Training (MAT) for Work-related Wellbeing and Job Performance: A Randomised Controlled Trial

Shonin

Gordon

Dunn

et al. 2014

Int J Ment Health Addiction

140

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Due to its potential to concurrently improve work-related wellbeing (WRW) and job performance, occupational stakeholders are becoming increasingly interested in the applications of meditation. The present study conducted the first randomized controlled trial to assess the effects of meditation on outcomes relating to both WRW and job performance.Office-based middle-hierarchy managers (n = 152) received an eight-week meditation intervention (Meditation Awareness Training; MAT) or an active control intervention. MAT participants demonstrated significant and sustainable improvements (with strong effect sizes) over control-group participants in levels of work-related stress, job satisfaction, psychological distress, and employer-rated job performance. There are a number of novel implications: (i) meditation can effectuate a perceptual shift in how employees experience their work and psychological environment and may thus constitute a cost-effective WRW intervention, (ii) meditation-based (i.e., present-moment-focussed) working styles may be more effective than goal-based (i.e., future-orientated) working styles, and (iii) meditation may reduce the separation made by employees between their own interests and those of the organizations they work for.

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The Role-Based Performance Scale: Validity Analysis of a Theory-Based Measure.

Cited by 528 publications

References 36 publications

Locus of control at work: a meta‐analysis

Locus of control at work: a meta‐analysis

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Meditation Awareness Training (MAT) for Work-related Wellbeing and Job Performance: A Randomised Controlled Trial

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