دانلود مقاله رویکردی به عملکرد شغلی کارکنان از طریق متغیرهای کاری و رهبری
چکیده
1. مقدمه
2. مرور مطالعات پیشین
3. روش
4. نتایج
5. بحث
6. نتیجه گیری و پیامدهای مدیریتی
منابع
Abstract
1. Introduction
2. Literature review
3. Method
4. Results
5. Discussion
6. Conclusions and managerial implications
Declaration of Competing Interest
References
چکیده
این مطالعه بررسی می‌کند که چگونه اثرات ترکیبی عوامل محیطی کار و رفتارهای رهبری منجر به حضور (یا عدم حضور) عملکرد شغلی کارکنان صنعتی با استفاده از تحلیل مقایسه‌ای کیفی فازی (fsQCA) می‌شود. برای آزمون گزاره های این پژوهش از نمونه ای متشکل از زوج های سرپرست-فرد استفاده شد. نتایج نشان می دهد که مهمترین متغیرها رهبری تحول آفرین و حمایت اجتماعی است. به نظر می رسد توانمندسازی کارکنان و اهمیت وظیفه نقش ثانویه ای در هدایت عملکرد شغلی کارکنان دارد. این یافته ها از نیاز مدیران به استفاده از رهبری مثبت برای مدیریت منابع انسانی حمایت می کند. این مقاله از طریق شناسایی ترکیبی از شرایطی که می تواند منجر به وجود یا عدم وجود این پیامد مهم سازمانی شود، به پیشرفت دانش عملکرد شغلی کارکنان کمک می کند. رهنمودهایی برای مطالعات آتی در پایان مقاله توضیح داده شده است.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
This study examines how the combined effects of work environmental factors and leadership behaviours lead to the presence (or absence) of industrial employees job performance by applying fuzzy-set qualitative comparative analysis (fsQCA). A sample composed of supervisor-subordinate dyads was used to test the propositions of this study. The results show that the most important variables are transformational leadership and social support. Employee empowerment and task significance seem to play a secondary role in leading to employee job performance. These findings support the need for managers to use positive leadership to manage human resources. This paper contributes to the advancement of the knowledge of employee job performance through the identification of the combinations of conditions that can lead to the presence or absence of this important organizational outcome. Directions for future studies are commented on at the end of the paper.
Introduction
Job performance is probably the most important and studied variable in industrial management and organizational behaviour (Carpini, Parker, & Griffin, 2017). It can be defined as individual behaviour-something that people do and can be observed-that generates value for the organization (Campbell, McCloy, Oppler, & Sager, 1993) and contributes to the organization’s goals (Campbell & Wiernik, 2015). Job performance can also be understood as an achievement-related behaviour with some evaluative component (Motowildo, Borman, & Schmit, 1997), that is, the extent to which an employee meets general organizational performance expectations (Afzali, Arash-Motahari, & Hatami-Shirkouhi, 2014).
Over the last decades, the meaning of job performance has varied considerably, from the more traditional view focused on employment and fixed tasks to a broader understanding of work roles in dynamic organizational contexts (Ilgen & Hollenbeck, 1991). The fundamental reason for this focus shift is to the highly competitive and global work environment, where all organizations must be oriented to respond to dynamic and changing situations (Baard, Rench, & Kozlowski, 2014). This new context requires a broader conceptualization of job performance that brings together all the potential behaviours that positively contribute to the achievement of organizational goals (Griffin, Neal, & Parker, 2007). The new conceptualization of individual performance includes in-role performance (e.g., Williams & Anderson, 1991), adaptative performance (e.g., Berg, Wrzesniewski, & Dutton, 2010), proactive performance (e.g., Parker, Williams, & Turner, 2006) and citizenship behaviours (e.g., Podsakoff, Whiting, Podsakoff, & Blume, 2009). Delving into this new conceptualization of job performance, Griffin et al. (2007) developed an integrative performance model that cross-classifies ‘the three levels at which role behaviours can contribute to effectiveness (individual, team, and organization) and the three different forms of behaviour (proficiency, adaptivity, and proactivity) into subdimensions of work role performance’ (p. 330). Although previous research recommends taking advantage of the existing commonalities between the different job performance constructs (Carpini & Parker, 2017), this study is limited to the individual-level behaviours that generate value for organizations.
Results
The outcome of the model was the presence of employees’ job performance. The five conditions were task significance, coworker social support, supervisor social support, transformational leadership, and empowerment. To conduct a more thorough analysis and provide greater insight into the proposed model, the analysis was conducted considering both the presence and absence of employee job performance. Table 1 shows the results of the analysis of necessary conditions for the presence (and absence) of job performance among industrial workers.