Digital connectivity for work after hours: Its curvilinear relationship with employee job performance

2021 ◽  
Author(s):  
Shuang Ren ◽  
Jia Hu ◽  
Guiyao Tang ◽  
Doren Chadee
Keyword(s):  
Job Performance ◽  
Curvilinear Relationship ◽  
After Hours

scholarly journals The relation between conscientiousness, empowerment and performance

2007 ◽  
Vol 5 (2) ◽  
pp. 62 ◽  
Author(s):  
Riëtte Sutherland ◽  
Gideon P. De Bruin ◽  
Freddie Crous
Keyword(s):  
Information Technology ◽  
Job Performance ◽  
Customer Service ◽  
Employee Empowerment ◽  
Information Technology Professionals ◽  
Curvilinear Relationship ◽  
Social Desirability Scale ◽  
And Performance ◽  
The Relationship ◽  
Service Engineer

This study examined the relationship between conscientiousness, empowerment and job performance among information technology professionals. An Employee Empowerment Questionnaire (EEQ), a Conscientiousness Scale and a Social Desirability Scale were administered to 101 information technology customer service engineers. Managers completed a Performance Evaluation Questionnaire (PEQ) for each customer service engineer. The results indicated a significant relationship between conscientiousness and empowerment. A curvilinear relationship was found between empowerment and performance. The practical and theoretical implications of the findings are discussed.

scholarly journals Unpacking the curvilinear relationship between negative affectivity, performance, and turnover intentions: The moderating effect of time-related work stress

2016 ◽  
Vol 23 (3) ◽  
pp. 373-391 ◽  
Author(s):  
Dave Bouckenooghe ◽  
Usman Raja ◽  
Arif Nazir Butt ◽  
Muhammad Abbas ◽  
Sabahat Bilgrami
Keyword(s):  
Job Performance ◽  
Work Stress ◽  
Turnover Intentions ◽  
Negative Affectivity ◽  
Self Regulation ◽  
Future Research ◽  
Curvilinear Relationship ◽  
Low Levels ◽  
Reported Data ◽  
The Relationship

AbstractThis study explores the relationships of negative affectivity with two frequently studied outcome variables job performance and turnover intentions. Conventional wisdom holds that negative affectivity has a harmful impact on both job performance and intentions to leave; however, we propose a more nuanced perspective using empirical and theoretical arguments (e.g., self-regulation theory) to highlight the functional effects of negative affectivity. To test our hypotheses, we collected self-reported and supervisor-reported data from seven organizations in Pakistan. The findings based on data collected from 280 employees show that while negative affectivity is detrimental for job performance, this effect is mitigated as negative affectivity increases. It further shows that the linear negative main effect of negative affectivity on job performance is more pronounced when employees experience less time-related work stress. Finally, the curvilinear relationship between negative affectivity and turnover intentions is moderated by time-related work stress. The relationship has a U shape at high levels of time-related work stress, whereas at low levels it has an inverted U shape. A discussion of the limitations, future research, and implications for theory building and practice conclude the article.

scholarly journals Does the Employability Paradox Exist or Not? An Inverted U-Shaped Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Haibo Yu ◽  
Changli Yan ◽  
Lu Zhang ◽  
Zhenhua Dong ◽  
Long Cheng ◽  
...  
Keyword(s):  
Job Performance ◽  
Linear Relationship ◽  
Prospect Theory ◽  
Turnover Intention ◽  
Hierarchical Regression ◽  
Curvilinear Relationship ◽  
Chinese Enterprises ◽  
Perceived Employability ◽  
Non Linear ◽  
And Performance

This paper’s purpose is to test the employability paradox by adopting a combined linear and non-linear approach based on the conservation of resource (COR) theory and the prospect theory and further to discuss it in two groups of employees with different seniority following the career timetable perspective. A total of 623 pairs of matched employee and manager surveys was collected from 27 Chinese enterprises in two waves. Hierarchical regression analysis was used to test the hypotheses. The results show no paradox that perceived employability promotes both an employee’s turnover intention and performance. Specifically, perceived employability has a significant inverted U-shaped effect on turnover intention but no direct influence on job performance. Seniority is a moderator, showing the curvilinear relationship only exhibits for employees with shorter work seniority (≤3 years), and a positive linear relationship between perceived employability and job performance only exists for employees with longer seniority (>3 years). This study emphasizes the value of employability for employers and proposes who is more suitable and what timetable should be followed for employability enhancement in practice. In addition, the study provides an enlightening finding of the inverted U-shaped relationship between perceived employability and turnover intention, applies the COR theory and the prospect theory to explain the non-linear relationship, validates the effect of too much of a good thing (TMGT), and negates the paradox from the perspective of the perceived general employability and career timetable.

Does it pay to be bad? An investigation of dark triad traits and job performance in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Job Performance ◽  
Financial Services ◽  
Dark Triad ◽  
Future Research ◽  
Curvilinear Relationship ◽  
Two Phase ◽  
Content Type ◽  
Moderation Effect ◽  
Phase Study ◽  
The Relationship

PurposeThe current paper proposes a curvilinear relationship between the dark triad traits (Machiavellianism, psychopathy and narcissism) and job performance. In addition, it examines the moderation effect of traitedness on the dark triad–job performance relationship.Design/methodology/approachDrawing on data from 382 participants in a financial services firm in India, the authors conducted a two-phase study to examine the curvilinear and moderation effects.FindingsResults confirmed that the relationship between dark triad traits and job performance is positive at the lower end of dark triad traits but flattens out as the dark triad traits intensify.Originality/valueThe authors discuss theoretical and practical implications and offer suggestions for future research.

Uncovering curvilinearity in the organizational tenure-job performance relationship

2017 ◽  
Vol 46 (8) ◽  
pp. 1552-1570 ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Job Performance ◽  
Job Characteristics ◽  
Curvilinear Relationship ◽  
Business Organizations ◽  
Continuance Commitment ◽  
Content Type ◽  
Moderation Effects ◽  
Performance Improvements ◽  
Organizational Tenure ◽  
The Relationship

Purpose The purpose of this paper is to posit a curvilinear relationship between organizational tenure and various facets of job performance. So far, theoretical explanations of such curvilinearity have been inconclusive and ambiguous. The current study draws from literature on organizational commitment to present an additional psychoeconomic explanation for curvilinearity. Further, it brings together job design, job stage, and conservation resource models to investigate moderation effects of motivational job characteristics on the organizational tenure-job performance relationship. Design/methodology/approach It is a longitudinal field study at two time periods using a sample of employees (n=679) in 19 job profiles from 13 different public sector organizations. Findings The current study found a mediated curvilinear relationship between organizational tenure and job performance from continuance commitment. The data show moderation effects of motivational job characteristics on the mediated curvilinear organizational tenure-job performance relationship. Originality/value Prior research based on industrial and business organizations provides substantial evidence to expect a curvilinear relationship between organizational tenure and job performance. That is, after an employee has spent a considerable amount of time in an organization and learned virtually all aspects of the job, further organizational tenure may cease to produce additional job performance improvements. However, scholars predicting curvilinear relationship have focused predominately on empirical verification with inconclusive and ambiguous theoretical explications. Therefore, the aim of the present study is twofold. First, it attempts to describe the ambiguous relationship between organizational tenure and job performance by examining the mechanism behind curvilinearity. Second, it examines motivational job characteristics as possible moderators that may affect the relationship.

scholarly journals How a leader’s status distance stimulates employee job performance

2019 ◽  
Vol 8 (6) ◽  
pp. 116-128
Author(s):  
Sagarika Irangani ◽  
Zhiqiang Liu ◽  
Weedige Sampath Sanjeewa
Keyword(s):  
Job Performance ◽  
Team Member ◽  
Well Being ◽  
Survey Study ◽  
Curvilinear Relationship ◽  
Subjective Well Being ◽  
Team Members ◽  
Member Exchange ◽  
The Cost

Status is an important circumstance for  People’s subjective “well-being, self-esteem, and mental and physical health”. The paper aimed to test how leader status stimulates the quality of employee job performance in the organization. We argue that in spite of the benefits of having low-status distance who be faced with a comparable loss of status individuals experience more “self-threat” and hence status is threatened tend to engage in disruptive behavior to deliberately inflicts others through actions such as disapproving and acting unkindly. consequently, when the leader -Team member relationship is worse less perception of leader provided less performance of team members and relatively more perception offered to better performance of employees. We investigated these assumptions involving 240 employees (N = 240). Our findings help to explain why leaders sometimes challenge others who present an immediate threat to their status. As such, we extend theorizing on the power distance, organizational bureaucracy, and leader-member exchange. Results from survey study show a curvilinear relationship between status distance and team member job performance, these detectings offer an empirical basis and theoretical inspiration to consider status distance as a critical variable in the possessions of status differences on interpersonal dynamics. Importantly, this work also offers an applicable and timely viewpoint for managers debating the cost and benefits of various hierarchical alignment in organizations.

The Curvilinear Relationship between Demand Level and Performance in an Organizational Field Setting

1989 ◽  
Vol 69 (3-1) ◽  
pp. 835-840
Author(s):  
Thomas A. Wright
Keyword(s):  
Job Performance ◽  
Field Study ◽  
Curvilinear Relationship ◽  
Organizational Field ◽  
Male Youth ◽  
Job Demand ◽  
And Performance ◽  
Individual Self ◽  
Field Setting

A curvilinear relationship was posited between job demand and job performance and was tested in a two-year organizational field study involving male youth counselors placed in seven different demand levels. Over the course of the study, these on-call counselors worked in most levels. Composite aggregations of individual self-reported ratings of variations in the job-demand levels were derived. Support for the hypothesized curvilinear relationship was found. Possible implications of the results are discussed.

Empowerment, passion and job performance: implications from Ghana

2019 ◽  
Vol 41 (2) ◽  
pp. 132-151
Author(s):  
William Ansah Appienti ◽  
Lu Chen
Keyword(s):  
Job Performance ◽  
Hierarchical Regression ◽  
Curvilinear Relationship ◽  
Conservation Of Resources ◽  
Empowering Leadership ◽  
Content Type ◽  
Moderation Effect ◽  
Research Findings ◽  
Passion For Work

Purpose Drawing upon the “too-much-of-a-good-thing (TMGT)” effect and conservation of resources (COR) theory, the purpose of this paper is to examine the mediation mechanism between empowering leadership and employee job performance. Specifically, the authors propose a curvilinear relationship between empowering leadership and job performance, and also suggest that employee harmonious and obsessive work passions mediate the curvilinear relationship between empowering leadership and job performance. Further the moderation role of collectivism orientation (CO) in the relationship between empowering leadership and job performance is also examined. Design/methodology/approach Questionnaires are used to obtain survey data from 256 supervisor–subordinate dyads in three companies in the communication sector of Ghana. A follow-up interview was also conducted to enhance explanation of research findings. Hierarchical regression analysis is used to analyze the associations among the variables. Findings The results revealed that the significant inverted U-shaped relationship between empowering leadership and subordinate job performance is mediated by both harmonious and obsessive passion for work. A significant moderation effect of CO in the empowering leadership–job performance relationship could not be established. Originality/value This study adapts the “TMGT” effect and COR theory in the explanation of an integrated model including empowering leadership, job performance, employee passion for work, and CO in the Ghanaian context.

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