A Catastrophe Model of Employee Withdrawal Leading to Low Job Performance, High Absenteeism, and Job Turnover During the First Year of Employment

1985 ◽  
Vol 28 (1) ◽  
pp. 88-109 ◽  
Author(s):  
John E. Sheridan
Keyword(s):  
Job Performance ◽  
Job Turnover ◽  
First Year ◽  
Catastrophe Model ◽  
Employee Withdrawal

Impact of Training and Development on Employee Performance

2017 ◽  
Vol 4 (3) ◽  
pp. 53-68 ◽  
Author(s):  
Alsharif S Abogsesa ◽  
Geetanjali Kaushik
Keyword(s):  
Job Performance ◽  
Turnover Rate ◽  
Employee Performance ◽  
Training And Development ◽  
Training Needs ◽  
Job Turnover ◽  
Participant Selection ◽  
Evaluation Of Training ◽  
The Impact ◽  
Effective Procedures

This article was aimed at investigating the impact of training and development on employee performance and productivity in Jumhuria bank. Interviews were conducted with employees. It was observed that there was a lack of a comprehensive system for assessing the training needs, participant selection and effective procedures for their evaluation. Further the evaluation of training was poor and only for namesake. Also, rather than playing highly proactive role training was just reactive in nature. It was also found that training and development was highly relevant and effective in improving the staff member's knowledge, skills, behaviour and attitudes. training did not have any impact over innovation, absenteeism, job turnover rate and job satisfaction. Nevertheless, training increased the employee's job performance and productivity. It was observed that the process of training and development was associated with various problems.

Effects of career‐related continuous learning: a case study

2008 ◽  
Vol 15 (1) ◽  
pp. 45-57 ◽  
Author(s):  
Jens Rowold ◽  
Sabine Hochholdinger ◽  
Jan Schilling
Keyword(s):  
Job Performance ◽  
Call Center ◽  
Positive Impact ◽  
Learning Climate ◽  
First Year ◽  
Continuous Learning ◽  
Content Type ◽  
Organizational Contexts ◽  
Proposed Model ◽  
The Impact

PurposeAlthough proposed from theory, the assumption that career‐related continuous learning (CRCL) has a positive impact on subsequent job performance has not been tested empirically. The present study aims to close this gap in the literature. A model is derived from theory that predicts a positive impact of CRCL, learning climate, and initial job performance on consequent job performance. In addition, CRCL is hypothesized to mediate the impact of learning climate on final job performance.Design/methodology/approachImplementing a longitudinal approach, this model was tested empirically in a call center context. Within the first year of their respective career, multiple source data were gathered from employees about their formal CRCL activities, their initial performance, as well as their perception about learning climate.FindingsResults indicated that CRCL predicted final job performance and mediated the impact of learning climate on final job performance. A total of 28 percent of final job performance was explained by the proposed model, highlighting the importance of CRCL for organizational contexts.Practical implicationsThe results of this study support the notion that CRCL programs are highly useful for both employees and organizations.Originality/valueFor the first time, the impact of CRCL on job performance is demonstrated empirically.

Welcome Back? Job Performance and Turnover of Boomerang Employees Compared to Internal and External Hires

2020 ◽  
pp. 014920632093633
Author(s):  
John D. Arnold ◽  
Chad H. Van Iddekinge ◽  
Michael C. Campion ◽  
Talya N. Bauer ◽  
Michael A. Campion
Keyword(s):  
Job Performance ◽  
Time Horizon ◽  
First Year ◽  
Data Set ◽  
Before And After ◽  
Management Positions ◽  
Turn Over ◽  
Internal Promotions ◽  
Over Time ◽  
Do So

“Boomerang” employees are workers who leave an organization and are later rehired by that same organization. Although many organizations rehire former employees, only a handful of studies have examined this phenomenon. The present study uses a large, longitudinal data set to examine the performance and turnover of boomerang employees rehired into management positions (n = 1,318). Further, we provide some of the first comparisons between boomerang employees and two traditional sources of employees: external hires (n = 20,850) and internal promotions (n = 8,546). Evaluations of job performance before and after being rehired revealed that boomerang managers’ performance tended to remain the same—rather than increase or decrease—after being rehired. Furthermore, boomerang managers performed similarly to internally and externally hired managers in the first year on the job, but both internal and external hires improved more than rehires over time. Internal and external hires were also less likely to turn over from the organization than rehires. Finally, supplemental analyses indicated that boomerang managers who turned over a second time tended to do so for reasons similar to their initial turnover reasons. The overall results call into question some of the assumed benefits of rehiring and suggest that organizations consider factors such as the reason for initial departure, the time horizon of performance, and the availability of other types of hires before considering boomerang employees.

Can University Success and First-Year Job Performance Be Predicted from Academic Achievement, Vocational Interest, Personality and Biographical Measures?

1987 ◽  
Vol 61 (2) ◽  
pp. 655-671 ◽  
Author(s):  
Elaine D. Dyer
Keyword(s):  
Job Performance ◽  
Stepwise Multiple Regression ◽  
First Year ◽  
Grade Point ◽  
Personality Variables ◽  
Self Reports ◽  
One Year ◽  
University Success ◽  
Psychological Inventory ◽  
Variance Explained

Factors associated with university success and with first-year job performance were sought. All entering sophomore students ( N = 970) over a 7-yr. period completed the Strong-Campbell Interest Inventory, California Psychological Inventory, and a 145-item biographical inventory. Grades and achievement scores were retrieved from university records. One year after their graduation, participants' supervisors described their job performance. Stepwise multiple regression determined variables associated with high grade point average and high job performance. Inventories were used as predictors separately and together. Students' self-reports of high-school academic performance accounted for 15 to 20 percent of the 30 to 35 percent of variance explained in achieving nursing and university GPAs. Personality variables added 3 to 5%, and interest variables 1%. The best predictors of job performance were GPA and the biographical inventory. More than 92 percent of the variance in performance was explained in 11 of the 12 performance equations when all prediction inventories were used.

The Use of Student Data in Job Analysis Research

1999 ◽  
Vol 15 (2) ◽  
pp. 127-132 ◽  
Author(s):  
Olga F. Voskuijl ◽  
Joan Meyer
Keyword(s):  
Job Performance ◽  
Psychology Students ◽  
First Year ◽  
Student Group ◽  
Job Description ◽  
First Year Students ◽  
Student Data ◽  
Research Questions ◽  
Performance Results ◽  
Personnel Psychology

Summary: The use of student data in research in industrial and organizational psychology has been questioned several times (e. g., Gordon, Slade, & Schmitt, 1986 ; Cornelius, DeNisi, & Blencoe, 1984 ; DeNisi, Cornelius, & Blencoe, 1987 ). In this paper we discuss the problems surrounding the use and comparability of student data as opposed to expert data, and illustrate these with a study conducted in The Netherlands. This study examined the differences between first-year psychology students, students of industrial and organizational (I/O) psychology, and professionals (psychologists) in the field of personnel psychology. Subjects rated a detailed job description on the importance of 20 attributes for successful job performance. Results showed, as expected, that neither student group can be considered equivalent to professionals, but that I/O students are more similar to professionals than freshmen. For specific research questions, specific student samples, such as I/O students, can provide results that can be generalized to professionals. The use of first-year students, however, remains questionable in this context.

scholarly journals Performance-Based Pay: An Empirical Study in Malaysian Federal Government Linked Companies, Kuching, Sarawak

2020 ◽  
Author(s):  
Azman Ismail ◽  
Dayang Nailul Munna Abang Abdullah ◽  
Norazila Abd. Aziz ◽  
Amat Khairulizan Amat Aswadi ◽  
Mohd Noor Mohd Shariff
Keyword(s):  
Job Performance ◽  
Procedural Justice ◽  
Federal Government ◽  
Employee Attitudes ◽  
Theory And Practice ◽  
Mediating Effect ◽  
Survey Method ◽  
Job Turnover ◽  
Performance Based Pay ◽  
And Performance

Compensation management literature highlights that properly administering performance-based pay may directly affect employee attitudes and behaviours (i.e. job performance and job turnover). Furthermore, a thorough review of such relationships revealed that the effect of performance-based pay on such employee attitudes and behaviours is indirectly affected by perceptions of procedural justice. The nature of this relationship is less emphasised in past research studies. Therefore, a survey method was used to gather 124 usable questionnaires from employees who have worked in the Malaysian Federal Government linked companies in Kuching, Sarawak (GLCKUCHING). A stepwise regression analysis was performed to determine the mediating effect of procedural justice and the findings obtained indicated that procedural justice and performance-based pay were significantly correlated with job performance. However, no significant correlation was found between procedural justice and performance-based pay with job turnover. Results of this study serve as evidence confirming the assertion that procedural justice does act as a partial mediating variable in the performance-based pay models of the organizational sector investigated. This paper also addresses the implications of such findings on compensation theory and practice. In addition, conceptual and methodological limitations, and directions for future research are also discussed.  

Changes in role perceptions by first-year dental students

1977 ◽  
Vol 41 (8) ◽  
pp. 507-510 ◽  
Author(s):  
AC Rosen ◽  
M Marcus ◽  
N Johnson
Keyword(s):  
Dental Students ◽  
First Year ◽  
Role Perceptions
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