The SELAP Continuum: How to Assess Student Employee Learning and Job Performance

Brian C. Leventhal; Laura K. Miller; Matthew Trybus

doi:10.1002/au.30254

Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17030776 ◽

2020 ◽

Vol 17 (3) ◽

pp. 776 ◽

Cited By ~ 1

Author(s):

Vivi Gusrini Rahmadani ◽

Wilmar B. Schaufeli ◽

Jeroen Stouten ◽

Zhenduo Zhang ◽

Zulkarnain Zulkarnain

Keyword(s):

Job Performance ◽

Work Engagement ◽

Team Work ◽

Work Behavior ◽

Job Outcomes ◽

Innovative Work Behavior ◽

Team Innovation ◽

Innovative Work ◽

The Individual ◽

Employee Learning

The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

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Refinement or breakthrough? the link between goal orientation, employee learning, creativity and job performance

10.14711/thesis-b1136558 ◽

2011 ◽

Author(s):

Siu Yin Cheung

Keyword(s):

Job Performance ◽

Goal Orientation ◽

Employee Learning

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Clinical Update: Functional Capacity Evaluations—An Update

Guides Newsletter ◽

10.1001/amaguidesnewsletters.1999.sepoct02 ◽

1999 ◽

Vol 4 (5) ◽

pp. 4-7 ◽

Cited By ~ 1

Author(s):

Laura Welch

Keyword(s):

Job Performance ◽

Functional Capacity ◽

Injury Risk ◽

Disability Evaluation ◽

Time Period ◽

Submaximal Effort ◽

Lack Of Sleep ◽

Overall Performance ◽

Time Required ◽

Specific Limitation

Abstract Functional capacity evaluations (FCEs) have become an important component of disability evaluation during the past 10 years to assess an individual's ability to perform the essential or specific functions of a job, both preplacement and during rehabilitation. Evaluating both job performance and physical ability is a complex assessment, and some practitioners are not yet certain that an FCE can achieve these goals. An FCE is useful only if it predicts job performance, and factors that should be assessed include overall performance; consistency of performance across similar areas of the FCE; consistency between observed behaviors during the FCE and limitations or abilities reported by the worker; objective changes (eg, blood pressure and pulse) that are appropriate relative to performance; external factors (illness, lack of sleep, or medication); and a coefficient of variation that can be measured and assessed. FCEs can identify specific movement patterns or weaknesses; measure improvement during rehabilitation; identify a specific limitation that is amenable to accommodation; and identify a worker who appears to be providing a submaximal effort. FCEs are less reliable at predicting injury risk; they cannot tell us much about endurance over a time period longer than the time required for the FCE; and the FCE may measure simple muscular functions when the job requires more complex ones.

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Daily Fluctuations in Work Engagement

European Psychologist ◽

10.1027/1016-9040/a000160 ◽

2014 ◽

Vol 19 (4) ◽

pp. 227-236 ◽

Cited By ~ 52

Author(s):

Arnold B. Bakker

Keyword(s):

Job Performance ◽

Work Engagement ◽

Research Evidence ◽

Organizational Outcomes ◽

Reciprocal Relationship ◽

Proactive Behavior ◽

Negative Events ◽

Daily Work ◽

Work Pressure ◽

Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

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