• The Journal of Industrial Distribution & Business
• /
• v.13 no.5
• /
• pp.27-40
• /
• 2022

Purpose: Research on job crafting has thus far focused on how alter job demand and resources behaviors relate to employee task performance. However, job crafting behaviors do not necessarily have an impact only on task performance, but also on employees' contextual performance, a phenomenon that has little research in job crafting research. Therefore, this study aims to investigate the effect of job crafting on task performance or contextual performance and the mediating effect of work engagement between them in the Chinese context. Research design, data and methodology: In order to achieve the above research goals and test the proposed hypotheses, we used a cross-sectional design and a self-administered questionnaire to collect quantitative data from September 8, 2021 to September 27, 2021 among knowledge workers in Shandong Province various financial companies and finally analyzed 211 questionnaires. Descriptive statistics and research model analysis were performed using SPSS 25.0 Version and AMOS 27.0 Version to test the developed hypotheses. Results: The results are as follows; firstly, the study showed that job crafting of employees had a significant positive impact on task performance and contextual performance. Secondly, the higher job crafting of employees, the higher their work engagement. Thirdly, this study showed that work engagement of employees had a positive impact on task performance and contextual performance. Fourthly, we predicted and found that work engagement of employees had a positive mediating effect between job crafting and task performance and a positive mediating effect between job crafting and contextual performance. Overall, this study showed that the proactive job crafting behaviors of employees enhance their engagement for their work, which in turn improves task performance and contextual performance. Conclusions: This paper develops job crafting research by exploring the positive impact of job crafting on employees' task performance or contextual performance through their work engagement. It also proposes that both job crafting behaviors and work engagement are important approaches to improve employees' task performance or contextual performance. Practical implications for organizations, such as increasing employee' work engagement, as well as the limitations and suggestions are concluded for the future research directions.

• Asia pacific journal of information systems
• /
• v.15 no.3
• /
• pp.41-64
• /
• 2005

The effects of information quality and the importance of information have been reported in the information Systems(IS) literature. However, little has been learned about the impact of data quality(DQ) on decision performance. Recognizing with this problem, this study explores the effects of contextual DQ on decision performance. To examine them, a laboratory experiment was conducted. Based on two levels of contextual DQ and two levels of task complexity, this study had a $2{\times}2$ factorial design. The dependent variables used to measure the outcomes of decision performance were problem-solving accuracy and time. The results demonstrated that the effects of contextual DQ on decision performance were significant. The findings suggest that decision makers can expect to improve their decision performance by enhancing contextual DQ. This research not only extends a body of research examining the effects of factors that can be tied to human decision-making performance, but also provides empirical evidence to validate and extend DeLone and McLean's IS success model.

• The Journal of Economics, Marketing and Management
• /
• v.5 no.1
• /
• pp.21-26
• /
• 2017

Purpose - This study extracts performance-reward factors based on the previous studies related to Herzberg's two-factor theory and performance-reward and proposes a research method to identify how these factors have an influence on task performance directly related to production performance and contextual performance that has an indirect influence. Research Design, Data, and Methodology - This study draws performance-reward factors through Focus Group Interview(FGI), classifies them into economic/uneconomic and direct/indirect factors, draws maintenance/improvement factors and unnecessary ones through IPA, and maximizes the effectiveness of performance-reward factors. Results - It also identifies how performance-reward factors have an influence on internal and external motives based on previous studies, classifies performance-reward factors into task performance and contextual performance and identifies the influence relationship between these, and proposes a research model to identify the roles of equity sensitivity based on equity theory. Conclusion - The findings from this study are expected to lay the groundwork for drawing various methods to reduce the turnover rate of employees and be important resources for reinforcing the competitiveness of businesses by classifying the performance -reward factors that may cause internal and external motives from the small and medium-sized manufacturing perspective and presenting methods to identify if these have an influence on task performance and contextual performance.

• Journal of Distribution Science
• /
• v.22 no.3
• /
• pp.1-10
• /
• 2024

Purpose: The current study focused on work performance of distribution department of AMC (asset management company) industry in China, outlines the challenges faced by distribution employees of Chinese four biggest national AMCs, aiming to enhance the ability of Chinese national AMCs to succeed in the face of external challenges such as economic, social, and technological changes. Research design, data and methodology: This study adopted quantitative methods, questionnaire was collected from 248 general distribution department employees of four national AMCs of China, these employees are from the top 5 developed cities in China, and software Smart PLS 3.0 and SPSS 25 was applied to data analysis. Results: The result of this current study through Smart PLS 3.0 has revealed that the significant effect of affective commitment on contextual performance, affective commitment on task performance, continuance commitment on contextual performance, normative commitment on contextual performance, and effect of continuance commitment on task performance and normative commitment on task performance were found to be non-significant. Conclusions: According to the important role of distribution department, managers in China's national AMCs can leverage the study's findings to enhance organizational commitment among employees of distribution department, and further positively influences distribution department employees' work performance.

• Korean Journal of Social Welfare
• /
• v.58 no.2
• /
• pp.87-118
• /
• 2006

The purpose of this paper is to test construct validity of contextual performance of social worker. The participants in this study included 170 social worker in community welfare center nationwide. A narrative data of social work practice experience and MTMM(multitriat-multimethod) data on job performance were collected. I classified meaningful contextual behavior cases by qualitative methods, and examined discriminant validity of contextual and task performance by CFA model. Data analysis showed that social workers' contextual performance has discriminant validity and sub constructs of this concept have internal consistency. However, some construct are not completely independent.

• The Journal of the Korea Contents Association
• /
• v.20 no.8
• /
• pp.559-571
• /
• 2020

This study was conducted to analyze the effects of person-environment fit on the job performance in the National Assembly legislative support organization. Job performance was classified into task performance, contextual performance, and adaptive performance. Impacts of each factors on the job performance were identified through structural equation model. From the results of analysis, it was confirmed that supplementary fit of officials of legislative support organization of the National Assembly had a positive effect on task performance, contextual performance, and adaptive performance. However, complementary-fit does not directly affect task performance, contextual performance, and adaptive performance. Rather complementary-fit affects job performance by the mediating role of variable self-efficacy. The implications of this study confirm that it is important to match between organization members and jobs in order to improve the job performance of civil servants in the legislative support organization. The necessity of introducing self-efficacy enhancement program into the education and training process of the legislative support organization was proposed.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
• /
• v.17 no.3
• /
• pp.201-214
• /
• 2022

This study theoretically and empirically examined whether organizational communication mediates the effect of organizational learning culture perceived by members in the organization on task performance and contextual performance. Organizational learning culture is defined as a culture that is good at creating, acquiring, transferring, and modifying behavior to reflect new knowledge and insights. The hypothesis of this study is that the perceived organizational learning culture can increase performance through organizational communication between members. In particular, we measured communication within the organization into three types: upward, horizontal, and downward. These communications were set as mediating variables. In empirical studies, independent variables were perceived organizational learning culture, mediation variables were upward, horizontal and downward communication, and dependent variables were task performance and contextual performance. Hypothesis 1 is that the organizational learning culture will have a positive effect on employees' tasks and contextual performance. Hypothesis 2 is about the mediating effect of communication on the relationship between Hypothesis 1. In the empirical study, after verifying the validity and reliability of the research variables, correlation analysis and hypothesis verification were conducted. Hypothesis 1 was verified through regression analysis, and all detailed hypotheses were supported. To verify Hypothesis 2, we conducted a bootstrap test using process macro to separate the total, direct, and indirect effects and examine the significance of the indirect effects. As a result, Hypothesis 2 was partially supported. Downward communication mediated organizational learning culture and task and contextual performance, and horizontal communication mediated organizational learning culture and contextual performance. The mediating effect of upward communication was not significant. The results of this study contributed to the suggestion of implications, research limitations, and research directions. Organizational learning culture is the direction and intention of the organization to achieve its goals through the learning and growth of its members. By strengthening internal motivation, organizational members can take voluntary desirable actions that help groups and organizations as well as essential tasks given. since this relationship appears as a medium of downward communication, organizations can strengthen the relationship between organizational learning culture and performance through leadership education.

• Journal of the Korea Academia-Industrial cooperation Society
• /
• v.21 no.4
• /
• pp.145-155
• /
• 2020

Since Campbell (1990) proposed multidimensionality of job performance, unlike the single structure of traditional job performance, it has been largely classified as task performance, contextual performance, and counterproductive work behavior. The objective of this study is to validate the threecriteria currently considered major aspects of job performance, to identify different types of performance based on three dimensions, and to compare the power of personality factors among performance types. A total of 681 employees working at various organizations participated in an on-line survey. The survey included boththe exploratory and confirmatory factor analyses. A 3-factor job performance model consisting of three dimensions was also included. The relationships between performance dimensions and personality factors differedby dimensions of performance, supporting the validity of the 3-factor structure of performance.The results of the Latent Profile Analysis identified four types of performance: exemplary, moderately conscientious moderate, and conscientious, butlow.. The Multinomial logistic regression analysis showed each type differed significantly according to the predictors of personality variables. In conclusion, implications and limitations of the study were noted.

• Korean Journal of Social Welfare
• /
• v.61 no.4
• /
• pp.137-161
• /
• 2009

In an effort to identify predictors of job performance, research studies in social work administration has been so far on the individual practitioners' levels of knowledge and skills, which could be used in a workplace. As the theoretical concept of organizational environment was fully introduced into social work administration research, however, studies on practitioners' job performance began to have interest in the team or the organizational level variables as well as individual level variables. Along the course of this tendency, this study attempted to test the effect of individual, team, and organizational level variables on the job performance of human service workers. The individual level variables consisted of knowledge, skills, job satisfaction, personality, and counter-productive work behaviors of workers. The team or the organizational level variables included situational constraint, organizational justice, job characteristics, government-dependency, and inter-organizational cooperation. Multi-level complex survey data collected by cluster sampling method from 314 practitioners in 23 organizations were analyzed using Hierarchial Linear Model. Results showed that both task and contextual performance were affected by individual, team, and organizational level variables in various ways.

• Journal of Korean Society for Quality Management
• /
• v.41 no.2
• /
• pp.289-300
• /
• 2013

Purpose: The results of prior studies investigating main effects between diversity and team performance are neither clear nor consistent. This study seeks to provide more evidence for a direct link between these two. The present study also attempts to close a gap in the literature by examining conflict as a moderator of the relationship between diversity and team performance. Methods: As suggested by Williams and O'Reilly(1998), this study examines the effects of perception levels of three specific types of diversity (social category diversity, value diversity, and informational diversity) and two contextual moderators (task conflict and relationship conflict) on team performance. Results: The results show that perception levels of all three types of diversity are significantly related to team performance in the current sample of 313. Results also indicate that relationship conflict significantly interacted with the perception levels of diversity in relating to team performance. Results for task conflict, however, fails to support the hypothesis. Conclusion: The results suggest that the effects of diversity on team functioning depend on how diversity is perceived by team members, rather than actual diversity seen by team members. Theoretical and practical implications are reviewed, and limitations of the study and suggestions for future research are addressed.