The influence of organization culture on middle-level managers’ contextual performance with commitment as a mediating variable

Objective: The basic aim of the present study is to examine the impact of vigor and dedication on task as well as on contextual performance of employees in telecom sector of Pakistan. Human asset play their role as backbone in the organization, that’s why organizations in current era focusing on their development and engagement at workplace. Methodology: The present study based on 230 respondents (middle level managers) from private telecom organizations of Islamabad/Rawalpindi. Findings: results of the study show that vigor and dedication positively and significantly affect task and contextual performance of employees. Practical Implication: The present study is beneficial for the management of the Telecom sector within Islamabad/Rawalpindi as well as for other relevant settings. The future study should take into account the other dimensions of engagement and performance, replication of this study in other settings (service oriented / manufacturing organizations) are also recommended.

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Coping with abusive leaders

Personnel Review ◽

10.1108/pr-03-2019-0118 ◽

2019 ◽

Vol 49 (6) ◽

pp. 1309-1326

Author(s):

Srikanth P.B.

Keyword(s):

Social Support ◽

Coping Strategy ◽

Negative Relationship ◽

Contextual Performance ◽

Negative Influence ◽

Organization Culture ◽

Full Time ◽

Leader Behaviors ◽

Content Type ◽

The Relationship

Purpose More than a decade of research on abusive leader behaviors suggests a consensus regarding its deleterious effects on employees’ contextual performance. Therefore, research on how to cope with abusive leader behaviors is both theoretically and practically important. The purpose of this paper is to examine how individuals’ personality and appropriate coping strategy may jointly help in weakening the negative effects of abusive leader behaviors. Design/methodology/approach The study examines the relationship between social support coping strategy and agreeableness. Data collected from full-time employees and their reporting managers were used for analyses. Data were analyzed using moderated regression techniques followed by conditional indirect effects testing. Findings The study provides supports to the evidence that the relationship between abusive leader behaviors and contextual performance was weaker for employees high in agreeableness. Additionally, the use of social support coping strategy facilitated a negative relationship between abusive leader behaviors and contextual performance. Finally, the moderating effects of agreeableness were mediated by the use of social support coping strategy. Research limitations/implications The study contributes to theories of abusive supervision, personality and coping strategies. The results offer insights into the joint roles of personality and the social support coping strategy that may weaken the negative influence of abusive leader behaviors and contextual performance. Practical implications Human resource practitioners may benefit from formally institutionalizing social support through mentoring programs and informally through “buddy” programs for newly joined employees, to understand the organization culture and voice their concerns. Originality/value While most studies on abusive leader behavior focused on the deleterious effects, this study is one of the few that explores the role of coping strategy while dealing with abusive leader.

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Measuring the Consequences of Perceived Organizational Culture on Job Satisfaction

International Journal of Recent Technology and Engineering - 2 ◽

10.35940/ijrte.d9160.118419 ◽

2019 ◽

Vol 8 (4) ◽

pp. 8390-8396

Keyword(s):

Job Satisfaction ◽

Organizational Culture ◽

Hotel Industry ◽

Primary Objective ◽

Organization Culture ◽

Middle Level ◽

Working Environment ◽

Stepwise Multiple Regression ◽

Northern India ◽

The Relationship

The primary objective of the present study is measuring the consequences of perceived organizational culture on job satisfaction experienced by employees of the hotel industry. The employee owns a set of behavior and attitudes in the organization, termed as organizational culture, influences an employee's job satisfaction. Furthermore, the perception of employees towards the organization's working environment represents a job satisfaction, maybe reflected as positive or negative responses. Thus, these two different concepts have a significant effect on employees. The present study has been conducted on employees working as middle-level managers and managers in five-star hotels of northern India. To assess the relationship between organizational culture and job satisfaction, multiple correlation and stepwise multiple regression analysis has been implemented. Job satisfaction of the employees found positively correlated with all variables of organization culture among employees. The results suggested that openness, authenticity, and experimentation have an insignificant effect on job satisfaction. Further, pro-action, confrontation, and autonomy identified as the most dominant predictors for the job satisfaction of the hotel employees.

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Internal Locus of Control, Task, and Contextual Performance in Multinational Organisations

Research Journal of Social Sciences and Economics Review (RJSSER) ◽

10.36902/rjsser-vol1-iss3-2020(324-329) ◽

2020 ◽

Vol 1 (3) ◽

pp. 324-329

Author(s):

Dr. Bilal Anwar ◽

Dr. Muhammad Zia-Ur-Rehman ◽

Riaz Hussain Ansari

Keyword(s):

Locus Of Control ◽

Task Performance ◽

Banking Sector ◽

Negative Impact ◽

Positive Impact ◽

Contextual Performance ◽

Two Dimensions ◽

Middle Level ◽

Internal Locus ◽

Internal Locus Of Control

The study investigates the association of employees’ internal locus of control, employees’ contextual and task performance. Survey questionnaires were gathered from middle-level managers from the banking sector of Pakistan. Regressions analysis was utilized to inspect the impacts of internal locus of control on two dimensions of employees’ performance. Results demonstrate that middle-level managers internal locus of control emphatically impact task performance; internal locus of control uncovers a negative impact on employees’ contextual performance. Besides, a person possessing an internal locus of control may experience a higher positive impact on employee task performance.

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Mental Contrasting of Future and Reality

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000018 ◽

2010 ◽

Vol 9 (3) ◽

pp. 138-144 ◽

Cited By ~ 18

Author(s):

Gabriele Oettingen ◽

Doris Mayer ◽

Babette Brinkmann

Keyword(s):

Decision Making ◽

Everyday Life ◽

Brief Intervention ◽

Middle Level ◽

The Other ◽

Metacognitive Strategy ◽

Mental Contrasting ◽

Low Expectations

Mental contrasting of a desired future with present reality leads to expectancy-dependent goal commitments, whereas focusing on the desired future only makes people commit to goals regardless of their high or low expectations for success. In the present brief intervention we randomly assigned middle-level managers (N = 52) to two conditions. Participants in one condition were taught to use mental contrasting regarding their everyday concerns, while participants in the other condition were taught to indulge. Two weeks later, participants in the mental-contrasting condition reported to have fared better in managing their time and decision making during everyday life than those in the indulging condition. By helping people to set expectancy-dependent goals, teaching the metacognitive strategy of mental contrasting can be a cost- and time-effective tool to help people manage the demands of their everyday life.

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