Concept of Self-Regulation in Systemic-Structural Activity Theory and Strategies of Task Performance

Purpose The purpose of this paper is to examine the connection between performance management and employee engagement. More specifically, the authors address shortcomings in prior literature where employee performance has been controlled narrowly as cognitive task accomplishment. Accumulating evidence shows, however, that such performance-mediating factors as employee engagement constitute critical antecedents of employee and organizational performance. They can most effectively be influenced by attending sensitively to employees’ individual differences, which are ultimately driven by motifs and dispositions. Design/methodology/approach The study takes a quantitative approach to exploring predictors of employee engagement. The analysis is based on a sample of 503 online survey respondents from knowledge-intensive organizations. Findings The results indicate that employee engagement is driven more by employees’ inherent attributes than environmental factors. The analysis refuted the connection between engagement and social orientation, self-regulation and conscientiousness. Instead, the factors associating with employee engagement were analytical thinking, extroversion, systems thinking, assertiveness and leadership. Practical implications In this paper, the authors put forth a novel conceptual model of performance management, introducing new and evidence-based foci for effective people management that expand task performance to contextual performance and supplement quantifying approaches to performance control with the qualifying methodology. Originality/value Departing from the previously dominating frameworks of performance management that focused on task performance, this work extends to contextual performance and considers also employees’ psychological traits.

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The Effect of Emotional Intelligence of Operational Team Leaders on the Performance of Team Members

Research in World Economy ◽

10.5430/rwe.v11n5p266 ◽

2020 ◽

Vol 11 (5) ◽

pp. 266

Author(s):

Moayyad Al-Fawaeer ◽

Ayman Wael Alkhatib

Keyword(s):

Emotional Intelligence ◽

Social Skills ◽

Task Performance ◽

Self Regulation ◽

Contextual Performance ◽

Simple Random Sample ◽

Analysis Tool ◽

Self Awareness ◽

Team Leaders ◽

Team Members

This study is aimed at identifying the effect of emotional intelligence with its dimensions (self-awareness, self-regulation, empathy, motivation, and social skills) on the performance of working teams with its dimensions (task performance, contextual performance, and counterproductive performance) among employees on the operational lines of industrial companies operating in the Jordanian city of Sahab. The analysis is limited to employees in those companies, and the questionnaire is used as a data collection tool, taking a simple random sample to represent the study population. In addition to the analysis of 216 questionnaires, the SPSS program is used as a data analysis tool in the study. The study emphasizes the importance of emotional intelligence dimensions for operational team leaders, especially motivation and social skills dimensions because they have a higher effect on the task performance and contextual performance levels, while all dimensions of emotional intelligence have a negative effect on counterproductive performance for operational team members.

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