Journal of Management Research

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Towards a Deterministic Theory of Selective Individual Performance


Affiliations
1 Professor and Chair Department of Management Bloomsburg University of Pennsylvania Bloomsburg, PA 17815
     

   Subscribe/Renew Journal


A complex organizational behavioral model explaining selective individual performance (i.e. individual contributing more than what is required) has been proposed in this paper. Data are collected from employees of 14 private and publicly held organizations to determine the efficacy of the model. A number of illustrative hypotheses have been tested to demonstrate support for the proposed model. Empirical evidence provids full as well as partial supports for various dimensions of the model. Further research with methods of structural equations has been recommended towards establishing a deterministic model.

Keywords

Employee Performance, Deterministic Theory, Behavioral Model
User
Notifications

  • Abbey, A., and Dickson, J.W. (1983), R&D Work Climate and Innovation in Semiconductors, Academy of Management Journal 26: 362-368.

  • Ahmed, K. (2001), Corporate Leadership and Workforce Motivation in Malaysia, International Journal of Commerce and Management 11(1): 82-102.

  • Altman, R. (2000), Forecasting Your Organizational Climate, Journal of Property Management 65(4): 62-66.

  • Amin, M.R., Zaman, A., and Amin, N. (2003), Organizational Profile, HR Practices and the Perceived Quality and Performance of Small Businesses: Empirical Highlights from the Urban Child Care Centers, Journal of Business and Economic Research 1(6): in press.

  • Bacon, N. and Blyton,P. (2001), Management Practices and Employee Attitudes: A Longitudinal Study Spanning Fifty Years, Sociological Review 49(2): 254-275.

  • Baltis, Nick C. (1980), The Effects of Organizational Climate on Job Satisfaction, Anxiety, and Propensity to Leave, Journal of Psychology 104: 233-240.

  • Barber, A. E. and Durham, R. B. (1992), The Impact of Flexible Benefits on Employee Satisfaction: A Field Study, Personnel Psychology 45: 55-75.

  • Bassett, Glenn (1994), The Case against Job Satisfaction, Business Horizons 37: 61-68.

  • Bateman, T.S., & Stasser, S. (1984), A Longitudinal Analysis of the Antecedents of Organizational Commitment, Academy of Management Journal 27: 95-112.

  • Becker, T.E., Bilings, R.S., Eveleth, D.M., and Gilbert, N.L. (1996), Foci and Bases of Employee Commitment: Implications for Job Performance, Academy of Management Journal 39: 464-483.

  • Ben-Baker, K.A., Al-Shammri, I.S., Jerfri, O.A., & Prasad, J.N. (1994), Organizational Commitment, Satisfaction, and Turnover in Saudi Organizations: A Predictive Study, The Journal of Socio-Economics 23: 449-457.

  • Blumberg, Melvin & Pringle, Charles D. (1991), The Missing Opportunity in Organizational Research: Some Implications for a Work Performance, Academy of Management Journal 7: 560-569.

  • Ciavarella, M. A.(2001), Linking High Involvement Environments to the Organizational Life Cycle: A Descriptive and Prescriptive Approach, Academy of Management Proceedings, pp.C1-6

  • Champoux, Joseph, E. (1992), A Multivariate Analysis of Curvilinear Relationships Among Job Scope, Work Context Satisfaction, and Affective Outcomes, Human Relations 45: 87-111.

  • Checketts, Darby (1995), Taking Pride in Our Work, Journal of Quality & Participation 18: 16-19.

  • Curry, James P. et.al., (1986), On the Casual Ordering of Job Satisfaction and Organizational Commitment, Academy of Management Journal 29: 847-858.

  • Delaney, J.T. and Huselid, M.A. (1996), The Impact of Human Resource Management Practices on Perceptions of Organizational Performance, Academy of Management Journal 39(4): 949-69.

  • Dickson, M.W., Smith, D., Brent,G., Michael W., Ehrhart, M. (2001), An Organizational Climate Regarding Ethics: The Outcome of Leader Values and the Practices that Reflect Them, Leadership Quarterly 12(2): 197-217

  • Eskildsen, Jacob K. (2000), A Causal Model for Employee Satisfaction, Total Quality Management 11(8): 1081-1094.

  • Hammer, M. and Champy, J. (1993), Reengineering the Corporation, HarperCollins, New York.

  • Hammer, M. and Stanton, S. A. (1995), The Reengineering Revolution, Government Executive 27(9): 2A-2E.

  • Herzberg, F. (2003), One More Time: How Do You Motivate Employees?, Harvard Business Riview 81(1): 87-97.

  • Herzberg, F. et.al, (1959), Motivation to Work, Wiley and Sons, New York.

  • Hodgkinson, P. (2003), The Interface of Cognitive and Industrial, Work and Organizational Psychology, Journal of Occupational & Organizational Psychology 76(1):. 1-25.

  • Huselid, M. A. (1995), The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance, Academy of Management Journal 38(3): 635-72.

  • Huselid, M. A. et. al, (1997), Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance, Academy of Management Journal.

  • Hugman, Richard & Hadley, Roger (1993), Involvement, Motivation, and Reorganization in a Social Services Department, Human Relations 46: 1319-1348.

  • James, I.R., & Jones, A.P. (1974), Organizational Climate: A Review of Theory and Research, Journal of Psychology 81: 1096-1112.

  • James, I.R.., & Jones, A.P. (1979), Psychology Climate: Dimensions and Relationships of Individual and Aggregate Work Environment Perceptions, Organizational Behavior & Human Performance 23: 201-250.

  • Kauffman, B.E. (2001), The Theory and Practice of Strategic HRM and Participative Management: Antecedent in Early Industrial Relations, Human Resource Management Review 11: 505-533.

  • Kovach, Kenneth A.(1993), Correlates of Employee Satisfaction with Pay and Benefits: Public/Private and Union/Non-union Comparisons, Journal of Collective Negotiation in the Public Sector 22: 253-257.

  • Labianca, G., Gray, B., Brass, D.J., A Grounded Model of Organizational Schema Change During Empowerment, Organization Science: A Journal of the Institute of Management Sciences 11(2): 235-358.

  • Lahiry, Sugato (1994), Building Commitment through Organizational Culture, Training & Development 4: 50-53.

  • Lawler, E.E., (1974), The Individualized Organizational-Problems and Promise, California Management Review 17: 31-39.

  • Lewin, David (2001), IR and HR Perspectives on Workplace Conflict-What Can Each Learn from the Other?, Human Resource Management Review 11: 453-485.

  • Lewin, K. Lippitt, R. and White, R.K. (1939) Patterns of Aggressive Behavior in Experimentally Created "Social Climates", Journal of Social Psychology 10: 271-299.

  • Martin, Christopher L. and Bennett, Nathan (1996), The Role of Justice Judgments I Explaining the Relationship between Job Satisfaction and Organizational Commitment, Group & Organizational Management 21: 84-105.

  • Mathieu, J.E. and Zajac, D.M.(1990), A Review and Meta-analysis on the Antecedents, Correlates, and Consequences of Organizational Commitment, Psychological Bulletin 108: 171-194.

  • McKendall, M. A. and Margulis, S. T. (1995), People and their Organizations: Rethinking the Assumptions, Business Horizon 38(6): 21-29.

  • McKnight, D. H., Ahmed S., Schroeder, R.G., When Do Feedback, Incentive Control, and Autonomy Improve Morale? The Importance of Employee-Management Relationship Closeness, Journal of Managerial Issues 13(4): 466-483

  • Miner, John B. (1980), The Role of Managerial and Professional Motivation in the Career Success of Management Professors, Academy of Management Journal 23(3): 487-509.

  • Mowday, R.T., Porter, L.W., and Steers, R.M.(1982), Employee-Organizational Linkages: the Psychology of Commitment, Absenteeism, and Turnover, Academic Press, New York.

  • Nicholson, N. (2003), How to Motivate Your Problem People, Harvard Business Review 81(1): 56-66.

  • O'Brien, & Cruise, Rita (1995), Employee Involvement in Performance Improvement: A Consideration of Tacit Knowledge, Commitment and Trust, Employee Relations 17: 110-120.

  • Reichers, A.E., and Schneider, B.(1990), Climate and Culture: An Evolution of Constructs. In: B. Schneider (ed.), Organizational Climate and Culture, pp. 5-39, Jossey-Bass, San Francisco.

  • Russ, Fredrick A., and McNeilly, Kevin M.(1995), Links Among Satisfaction, Commitment, and Turnover Intentions: The Moderating effect of Experience, Gender and Performance, Journal of Business Research 34: 57-66.

  • Sias, PM., and Jablin, F.M.(1995), Different Superior-Subordinate Relations, Perceptions of Fairness, and Coworker Communication, Human Communications Research 22: 5-38.

  • Shore, Lynn M.(1995), Managerial Perceptions of Employee Commitment to the Organization, Academy of Management Journal 38(6): 1593-1616.

  • Somers, John M. (1995), Organizational Commitment, Turnover, and Absenteeism: An Experimentation of Direct and Indirect Effects, Journal of Organizational Behavior 16: 49-59.

  • Spangenberg, H.H. and Theron, C.C. (2001), Adapting the Systems Model of Performance Management to Major Changes in the External and Internal Organisational Environments, South African Journal of Business Management 32(1): 35-48.

  • Sparrow, Paul R.(2000), New Employee Behaviours, Work Designs and Forms of Work Organization, Journal of Managerial Psychology 15(3): 202-219.

  • Tannenbaum, S.I., et.al, (1991), Meeting Trainee's Expectations:The Influence of Training Fulfillment on the Development of Commitment, Self Efficacy, and Motivation, Journal of Applied Psychology 76: 759-769.

  • Tett, Robert P. and Meyer, J.P.(1993), Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover:Path analyses on Meta-analytical Findings, Personnel Psychology 46(2): 259-294.

  • Vandenberg, R. J. and Scarpello, V. (1994), A Longitudinal Assessment of the Determinant Relationship Between Employee Commitments to the Occupation and the Organization, Journal of Organizational Behavior 15(6): 535-548.

  • Williams, Larry J. and Anderson, S. E. (1991), Job Satisfaction and Organizational Commitment as Predictors, Journal of Management 17(3): 601-618.


Abstract Views: 407

PDF Views: 1




  • Towards a Deterministic Theory of Selective Individual Performance

Abstract Views: 407  |  PDF Views: 1

Authors

M. Ruhul Amin
Professor and Chair Department of Management Bloomsburg University of Pennsylvania Bloomsburg, PA 17815

Abstract


A complex organizational behavioral model explaining selective individual performance (i.e. individual contributing more than what is required) has been proposed in this paper. Data are collected from employees of 14 private and publicly held organizations to determine the efficacy of the model. A number of illustrative hypotheses have been tested to demonstrate support for the proposed model. Empirical evidence provids full as well as partial supports for various dimensions of the model. Further research with methods of structural equations has been recommended towards establishing a deterministic model.

Keywords


Employee Performance, Deterministic Theory, Behavioral Model

References