To address this, some organizations have arranged for motivational sessions with life coaches as well as internal sessions to help them cope with the crisis in a better way. 19 No. 793-807. 3, pp. 2, pp. (a, b, c): Firm/environment-related factors are related to job-related factors. 490-510. (2011) found that training culture is related to job autonomy and Winterton (2008) report that firms’ training policy is closely related to the improvement of their employees’ job-related skills and flexibility (employee-related factors). (2006) found that management support is positively related to commitment and proactivity (employee-related factors). Similarly, the questionnaire distributed to HR managers contained questions about the firm and the “environmental dynamism.” This last factor was answered by managers, as they have the best information on a firm’s environment (Sutcliffe and Huber, 1998). 42 No. Panayotopoulou et al. In turn, employees will be more confident that their knowledge, skills and behaviors significantly contribute to the achievement of higher job performance, something that in the long run have a positive impact on their overall job performance. and Jackson, J.H. 15, pp. Specifically, a firm’s top management should focus its attention on both the level of support that their executives give to employees and how this support is diffused and interpreted inside the organizational climate and job environment in which employees perform. According to Chen and Francesco (2003), there is a positive relationship between affective commitment and EP, suggesting that, employees who feel that a firm’s behavior towards them is good (e.g. 3 No. 4, pp. The performance of an organization is always measured by the performance of the employees working in the organization. 4, pp. They know that if the performance evaluation is less than stellar, they risk alienating the employee. In conclusion, the proposed model shows the relationships between 10 (out of 13 initially examined), based on the existing international literature, important factors and EP. 1173-1206. Regarding management support, employees state that they can trust and lean on their supervisors to support their on-the-job choices and actions. From a managerial perspective, these results suggest that managers should dynamically support employees’ job-related actions. For any profit unit to achieve desired goals, it is extremely important to align all resources, especially Human Resource, in the right direction. 21 No. Sutcliffe, K.M. The proposed model incorporates a wide range of factors that affect EP. In addition, it is found that five more relationships are strongly supported (they are shown with dashed lines in Figure 3). (2006) found that job communication is related to commitment (employee-related factor) and EP. (2013), “Human capital investments and employee performance: an analysis of IT services industry”, Management Science, Vol. In the meantime, researchers had contacted a number of senior HR executives/managers from 350 firms (in various economic sectors) in order to determine their willingness both to participate in this research and to allow the participation of five of their employees. and Jackson, J.H. 4, pp. (2008), “The dynamics of proactivity at work”, Research in Organizational Behavior, Vol. 403-419. Important information, tips, best practices, latest trends, and useful resources. The strong relationship with organizational climate (0.44***) may occur because climate characteristics, “standards” and quality are at the top of management’s directions and instructions. In turn, it is likely that this negative impact on organizational climate directly (and negatively) affects job environment and employees’ training. Privacy Policy. Murphy, K. and Cleveland, J. (2006) report that job environment positively influences an employees’ level of proactivity. 3, pp. Thus, when employees perform in a working environment where they are considered to be a firm’s precious asset and feel that their contribution is crucial for achieving business excellence and improving firm performance, then they are motivated to perform their job activities in the best possible way. (2011), Strategy and Human Resource Management, Palgrave Macmillan, Basingstoke. This effect, combined with a reduction in employees’ proactivity levels, leads to a decreased level of adaptability and, ultimately, to low job performance (Pulakos, 2009). 3, pp. As regards to job communication, Price (1997) implies that job communication is related with commitment and motivation and Chen et al. (2006), “Organization communication, job stress, organizational commitment, and job performance of accounting professionals in Taiwan and America”, Leadership and Organization Development Journal, Vol. employee performance therefore becomes a necessity (Krishna, 2010). Ltd. All rights reserved. ), Organizational Climate and Culture, Jossey-Bass, San Francisco, CA, pp. The business heads should cascade the assessment and the teams can accordingly work towards newer goals or fine-tune the existing ones. Fawcett, S.E., Brau, J.C., Rhoads, G.K., Whitlark, D. and Fawcett, A.M. (2008), “Spirituality and organizational culture: cultivating the ABCs of an inspiring workplace”, International Journal of Public Administration, Vol. Additionally, employees believe that if firms want to move them into another job position, they will be able to perform their new tasks to a satisfactory level. Finally, it must be stressed that of the 163 originally used items, only nine were dropped from this analysis. In these times, reassuring employees is of paramount importance and organizations have taken great strides in boosting employee morale. Thus, claim that skill flexibility has the strongest direct and most visible impact on EP meaning that the higher the level of HR skill flexibility, the more likely it is that employees will demonstrate higher performance. frequent absenteeism, low motivation) results in a decrease in employees’ levels of skill flexibility and adaptability. As a Human Resource professional, it is very important to look after the well-being of both. 3, pp. A social media company announced recently that it will allow its entire workforce to function work from home indefinitely. (2010), “Environmental dynamism, human resource flexibility, and firm performance: analysis of a multi-level causal model”, International Journal of Human Resource Management, Vol. Finally, employees state that they strive to adjust their knowledge and skills to their job-specific tasks and responsibilities in order to satisfy their job requirements. The purpose of this paper is to examine the interrelations between firm/environment-related factors (training culture, management support, environmental dynamism and organizational climate), job-related factors (job environment, job autonomy, job communication) and employee-related factors (intrinsic motivation, skill flexibility, skill level, proactivity, adaptability, commitment) and their impact on EP. and Bliese, P.D. In the same line, Armstrong (2012) argues that job communication is a crucial factor, which is related to employees’ overall performance. Accurate alignment Key Performance Indicators. 1, pp. 299-323. An investigation in state and other sectors in Vietnam, Human Resource Management: Gaining a Competitive Advantage, Strategic human resource management and its effects on firm performance: an implementation of the competing values framework, Benchmarking employee skills: results from best practice firms in Greece, Relationships between psychological climate perceptions and work outcomes: a meta-analytic review, Taking stock: integrating and differentiating multiple proactive behaviors, Modeling the antecedents of proactive behavior at work, Individual ADAPTability (I-ADAPT) theory: conceptualizing the antecedents, consequences, and measurement of individual differences in adaptability, Understanding Adaptability: A Prerequisite for Effective Performance within Complex Environments, Performance Management: A Roadmap for Developing, Implementing and Evaluating Performance Management Systems, Performance Management: A New Approach for Driving Business Results, Predicting adaptive performance: further tests of a model of adaptability, The relationship between employee motivation, job satisfaction and corporate culture, Research on the employment interview: usefulness for practice and recommendations for future research, Work-related commitment and job performance: It’s also the nature of the performance that counts, Multi-structural relationships among organizational culture, job autonomy, and CTE teacher turnover intention, Validation guidelines for IS positivist research, Firm and industry as determinants of executive perceptions of the environment, Proactive personality and job performance: a social capital perspective, The big five personality traits and job performance across time in maintenance and transitional job stages, Impact of organizational culture on employee performance and productivity: a case study of telecommunication sector in Bangladesh, International Journal of Business and Management, Financial performance and the long-term link with HR practices, work climate and job stress, Training, Competence and Development: The Oxford Handbook of Human Resource Management, Human resources, organizational resources, and capabilities, The Routledge Companion to Strategic Human Resource Management, Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Moreover, a relatively weak relation between skill flexibility and adaptability is also proposed. 15 No. However, only 97 managers (response rate: 27.71 percent) and 480 employees completed and returned the questionnaires, while only 79 managers and 392 employees completed them adequately (valid sample). 622-640. 28, pp. His works have been published in Decision Sciences, International Journal of Medical Informatics, Information Systems Journal, European Journal of Information Systems, among others. 26 No. Finally, the overall model fit was tested using the structural equation modeling (SEM) approach. While few were already equipped to make this transition, there were few companies that made these arrangements in record time. 785-808. Mathis and Jackson (2011) and Armstrong (2012) argue that firm-related factors from firm’s internal and external environment, such as management support, training culture, organizational climate and environmental dynamism are related to: job-related factors, such as communication, autonomy and environment; employee-related factors, such as intrinsic motivation, proactivity, adaptability, skill flexibility, commitment and skill level; and EP. Further, Parker et al. (2001), “Developing adaptability: a theory for the design of integrated-embedded training systems”, in Salas, E. His research interests include information systems management, knowledge management, e-business, human resource management and strategic management. 171-193. https://doi.org/10.1108/IJPPM-01-2018-0012, Copyright © 2018, Emerald Publishing Limited. In addition, interesting findings may appear from the in-depth investigation of “proactivity” and “adaptability” and the way employees’ personalities can determine the level of both. This relationship indicates that a firm’s internal dynamics (i.e. the sample is heterogeneous). Wright, P.M. and Snell, S.A. (2009), “Human resources, organizational resources, and capabilities”, in Storey, J., Wright, P. and Ulrich, D. (Eds), The Routledge Companion to Strategic Human Resource Management, Routledge, London, pp. Boxall, P. and Purcell, J. Morrison, E.W. Examining employees’ intrinsic motivation, Boxall and Purcell (2011) indicate that it is related (and determine) EP. Direct negative impact on performance relationship ( 0.19 * * /H15a ) job! For any organization to timely review the performance of the new normal job itself and its performance unique... In these times, reassuring employees is of paramount importance and organizations have taken great strides in boosting employee.... 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