Relationship between organizational factors and job performance
Employees’ job performance is a vital component of every organization especially Pakistan Telecom Company Limited (PTCL) since it has been facing issues of employees’ job performance for the last several years. Moreover, previous studies had shown that employees’ job performance may be caused...
محفوظ في:
| المؤلف الرئيسي: | |
|---|---|
| التنسيق: | أطروحة |
| اللغة: | English English English |
| منشور في: |
2020
|
| الموضوعات: | |
| الوصول للمادة أونلاين: | http://eprints.uthm.edu.my/884/2/24p%20ALI%20ZEB.pdf http://eprints.uthm.edu.my/884/1/ALI%20ZEB%20COPYRIGHT%20DECLARATION.pdf http://eprints.uthm.edu.my/884/3/ALI%20ZEB%20WATERMARK.pdf |
| الوسوم: |
إضافة وسم
لا توجد وسوم, كن أول من يضع وسما على هذه التسجيلة!
|
| الملخص: | Employees’ job performance is a vital component of every organization especially
Pakistan Telecom Company Limited (PTCL) since it has been facing issues of
employees’ job performance for the last several years. Moreover, previous studies
had shown that employees’ job performance may be caused by several
organizational factors such as organizational culture, organizational justice,
leadership and high-performance human resource practice (HPHR). However, it is still
unclear how these factors (i.e. organizational culture, organizational justice & authentic
leadership, HPHR) interact and affect desirable employees’ job performance. Therefore,
this study aims to fill this gap by empirically evaluating the effects of organizational
factors; organizational culture, organizational justice, authentic leadership on employee’
job at PTCL. Using contingency approach, HPHR was hypothesized to mediate these
relationships. A quantitative research approach using cross-sectional survey design
was used to collect data at PTCL. Respondents were selected using convenience
sampling due to the inaccessibility to PTCL employees’ database. A total of 377
questionnaires were analyzed using SmartPLS 3.0. The findings revealed that clan
culture and distributive justice influenced job performance via the partial mediating
roles of selective staffing and extensive training. The market culture also influenced
job performance by the partial mediating role of extensive training. The relational
transparency has an impact on job performance by the partial mediating role of
incentive reward. Also, balance processing influenced job performance by the partial
mediating role of selective staffing. On the other hand, hierarchy culture, adhocracy
culture, interactional justice, procedural justice, self-awareness, internalized moral
perspective, employment security, and result-oriented appraisal were not significant
predictors of job performance. The proposed model of job performance for PTCL
would enable the PTCL management to develop strategies for high performing
employees |
|---|