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The findings of existing studies of how role overload affects employees’ performance in organizations have been mixed and controversial. We draw on the hindrance–challenge framework to suggest that role overload contains both hindrance and challenge stressor components. We integrate this theory with the behavioral inhibition and behavioral activation systems (BIS and BAS) perspective to develop hypotheses about the effects of role overload on employees’ extra-role performance (voice). We suggest that although role overload is positively associated with withdrawal (a prototypical response of the BIS system) and ultimately negatively influences extra-role performance, it can also trigger job crafting (a prototypical response of the BAS system) and is, consequently, positively associated with extra-role performance. We further posit that the strength of these indirect effects is moderated by the quality of leader–member exchange (LMX). To support these hypotheses, we conducted a time-lagged study of 450 full-time pre-school teachers from various Chinese kindergartens. As hypothesized, we found that withdrawal and job crafting mediated the relationship between role overload and extra-role performance. Further, LMX strengthens the positive relationship between role overload and job crafting. Taken together, our results suggest that role overload can be a mixed stressor that activates both negative and positive behaviors, thus ultimately having an impact on extra-role performance.

Prior cross-sectional research indicates that the negative effects of quantitative job insecurity (i.e., threat to job loss) on employees' wellbeing are fully mediated by qualitative job insecurity (i.e., threat to job characteristics). In the current longitudinal study, we replicated and further extended this view to include a direct effect of qualitative job insecurity on quantitative job insecurity. We explored these reciprocal relations in the context of their concurrent effects on work related outcomes by means of dual-mediation modelling. We identified a wide range of the outcomes, classified as: job strains (i.e., exhaustion, emotional and cognitive impairment), psychological coping reactions (i.e., job satisfaction, work engagement, turnover intention), and behavioral coping reactions (i.e., in-role and extra role performance, counterproductive behavior). We employed a three-wave panel design and surveyed 2003 Flemish employees. The results showed that the dual-mediation model had the best fit to the data. However, whereas qualitative job insecurity predicted an increase in quantitative job insecurity and the outcome variables six months later, quantitative job insecurity did not affect qualitative job insecurity or the outcomes over time. The study demonstrates the importance of qualitative job insecurity not only as a severe work stressor but also as an antecedent of quantitative job insecurity. Herewith, we stress the need for further research on the causal relations between both dimensions of job insecurity. ispartof: INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH vol:18 issue:12 ispartof: location:Switzerland status: published

This study investigates how the leader–follower agreement on authoritarian leadership influences the quality of communication experience with the leader across three countries: Taiwan, Turkey, and the U.S. We also examine the mediating role of the quality of communication in linking agreement on authoritarianism to subordinate in-role and extra-role performance. Our sample consisted of 674 Taiwanese, 409 Turkish, and 294 American employees and their leaders. The results demonstrate that in the U.S., the leader–follower agreement on this negative form of leadership has positive effects on the quality of communication. In Turkey, however, the leader–follower agreement on high levels of authoritarian leadership has a negative effect on interpersonal interactions. In Taiwan, agreement or disagreement on authoritarian leadership is not as important as in the U.S. or Turkey. We also found that the quality of communication experience was a significant mediating mechanism between the leader–follower agreement and follower performance in all three countries.

This research shows the importance of supervisor organizational embodiment (SOE) for the relationship between ethical leadership and organizational identification. Drawing on the social identity model of organizational leadership, we propose that ethical leaders promote organizational identification and subsequently extra-role performance only when employees perceive that their leader shares the values and norms of their organization. In a two-wave study and a multi-source study, our findings suggest that the benefits of ethical leadership for organizational identification and consequently extra-role performance are dependent on high levels of SOE; when it is low, ethical leadership does not foster organizational identification, rendering SOE a necessary condition for this relationship. Further, the stability of the effects using multiple research designs strengthens the robustness of our findings. Theoretical and practical implications are discussed. info:eu-repo/semantics/acceptedVersion

Purpose The purpose of this paper is to extend the ostracism literature by exploring the pragmatic impact of ostracism on performance. Design/methodology/approach Ostracism workplace, social relations and empowerment structures are discussed. The paper then develops a theoretical framework that explains why and under what conditions workplace ostracism undermines employees’ performance. The author proposes that empowerment structures mediate the link between ostracism and in-role and extra-role performance. In addition, it was proposed that relational links buffer the negative relationship between ostracism and empowerment structures on performance and weaken the negative indirect effect of ostracism on performance. Findings The theoretical arguments provide support for the model showing that empowerment structures mediate the relationship between ostracism and performance, and the mediation effect only occurred when external links were high but not when external links were low. Originality/value The author has expanded the extant literature by answering recent calls for research exploring the pragmatic impact of workplace ostracism where past research has typically focused solely on the psychological impacts such as psychological needs.

Job embeddedness is a collection of forces and a motivational variable that enables health care managers to retain employees. In light of this, our empirical study assesses job embeddedness as a mediator linking coworker and supervisor support to nonattendance intentions and extra-role performance. Data gathered from staff nurses in three waves (time lag: 3 weeks) and their head nurses in public hospitals in Northern Cyprus were utilized to assess the abovementioned linkages via structural equation modeling. Staff nurses who obtain sufficient support from their head nurses are highly embedded in their jobs. Such nurses in turn exhibit lower propensity to be late for work (PLW). Simply put, job embeddedness completely mediates the influence of supervisor support on PLW. The rest of the linkages are not supported. Implications of the findings as well as future research directions are presented in this article.

This study examined whether and why authentic leadership predicts followers' performance. We hypothesized that authentic leadership predicts followers' learning goal orientation (goal to develop and improve), which, in turn, predicts followers' in-role and (civic virtue) extra-role performance. A multilevel, multisource, time-lagged study, conducted in telecommunications companies in Pakistan, among 115 supervisors and 345 reports supported indirect relations between authentic leadership and (1) follower in-role and (2) extra-role performance (civic virtue) mediated by followers' learning goal orientation. Practitioner points Authentic leadership is considered to promote employees' developmental focus through authenticity on the part of the leader (e.g., being aware of one's strengths and weaknesses)., We discuss and analyse authentic leadership as an approach that involves managers' modelling of a learning goal orientation to followers., Direct supervisors' authentic leadership was found to predict employees' in-role and extra-role (civic virtue) performance because it may model a focus on learning goals in followers., Hence, important organizational outcomes can be improved through authentic leadership. [ABSTRACT FROM AUTHOR]

Purpose Given the importance of the extent to which supervisors and their subordinates agree in their assessment of supervisors’ leadership, the purpose of this paper is to investigate the possible relationship between self-other agreement on supervisors’ transformational leadership and subordinates’ perceptions of supervisors’ in-role and extra-role performance, through the mediating role of leader-member exchange. Design/methodology/approach Self-other agreement was conceptualized as the degree of congruence between supervisors’ self-assessment and subordinates’ assessment of supervisors’ transformational leadership. Data were collected from 36 supervisors and 189 of their subordinates. Cross-level polynomial regressions and surface response analysis were used to analyze the hypothesized relationships. Findings Statistical analyses revealed that self-other agreement on idealized influence and individual support are positively associated with subordinates’ perception of leader-member exchange, and in turn leader member fully mediates the relationship between self-other agreement and subordinates’ perceptions regarding their supervisors’ performance. Results from polynomial analyses indicate that subordinates’ ratings of leader-member exchange would be highest for underestimator, second for in-agreement/good supervisors, third for in-agreement/poor and lowest for overestimator supervisors both for the idealized influence and individual support. Originality/value This is one of the pioneer studies investigating the potential relationship between self-other agreement on supervisors’ transformational leadership and the subordinates’ perceptions on their supervisors’ performance through social exchange. Since researchers have paid scant attention to intervening mechanisms, this study aims to extend previous research in the literature by investigating those associations through the mediating effect of leader-member exchange.

The basic purpose of this study was to examine the effect of reward management system, especially intrinsic rewards on task performance with the mediating role of extrinsic and intrinsic motivation of employees working in the banks in the capital of Punjab, Lahore, Pakistan. The secondary purpose of this study was to explore what level of performance these employees demonstrate towards their organizations when they are rewarded intrinsically and when they are motivated due to these reward management system accordingly. In this study, we collected data through self-administered questionnaires applying correlational explanatory research design. We distributed 300 questionnaires among which 290 were returned resulting in a response rate of 96%. The analysis of the data revealed that intrinsic rewards have positive impact on task performance of employees working in banks and motivation and its dimensions, i.e., intrinsic motivation, extrinsic motivation, and job satisfaction mediated this relationship. Considering the importance of appreciations received by bankers in the form of rewards and their effect on extra role performance and sophisticated management, policy makers should take necessary steps for improving the reward management system which will increase the task performance of employees because they will be motivated by these performance appraisal techniques.

The article discusses extra-role performance behavior of teachers and their identification with the teaching staff under the conditions of modernization of the education system and optimization of the network of educational institutions in Russia. The author provides a review of the literature on the subject and specifies the concept of extra-role performance behavior of teachers, what factors cause or promote such behavior, and what it means to be a “good teacher”. Understanding the importance of extrarole performance behavior as an essential component of labor efficiency will help educational organizations’ heads to use it in the recruitment, selection and certification of teachers, and in the development of personnel reserve. The author selects three factors predicting extra-role performance behavior: work experience, the school as an organization, and identification with the school staff. Regression models based on data on school teachers of Vologda (N = 78.6 schools), explained extra-role performance behavior associated with a change in the functioning of the organization (Model 2. Enhancement of performance, R2=0.21) and with behavior toward colleagues (Model 4. Helping the colleagues,R2=0.19). The predictive capacity (partial R2) of predictors turned out different: for work experience – 0.10, for affiliation with a particular school – 0.06, for identification with the school staff – 0.02 . Extra-role performance behavior of teachers in Vologda is more pronounced in comparison with the standardization sample. Newcomers are much less likely to display such behavior since they do not have opportunities to influence the school organization and help colleagues. The low degree of satisfaction with group membership as a component of identification with the school team can be caused by significant work-load. We assume that when work-load increases, it is extra-role performance behavior that suffers in the first place, and this leads to decrease in work performance and provokes various unproductive compensatory strategies: burnout; slowdown of professional development. Because newcomers and experienced teachers manifest this behavior to a different extent, the effect for beginners will be delayed. It is necessary to consider the influence of the environment, because extra-role performance behavior depends on where and with whom an individual works

This study examines the relationship between burnout and performance among three samples of account managers. Using a multidimensional and multifaceted burnout instrument, the authors tried to uncover meaningful configurations based on the basic symptoms of burnout and the role members to whom these symptoms refer. Subsequently, the authors explored how the revealed burnout configurations are related to in-role and extra-role performance. Cluster analysis resulted in five burnout configurations, including the burned-out group, the non-burned-out group, and three moderately burned-out groups. As predicted, the burnout configurations performed differently.

The basic objective of this study was to determine the impact of organizational commitment especially affective commitment on extra role and in role performance of employees working in banks in the capital of Punjab, Lahore, Pakistan. In addition, the secondary purpose of this study was to explore what level of commitment these employees demonstrate towards their organizations and what are their behaviours in performing jobs accordingly. So the present study had contributed to enhance the conception on noteworthy concerns and employees can enhance their performance by exhibiting such behaviours. In this survey based study, we collected data through self-administered questionnaires applying correlational explanatory research design. This study was conducted on the employees working in banks of Lahore, Pakistan. In March 2013, we circulated about 300 questionnaires among which 270 useable surveys were returned for a response rate of 90%. The sample was sufficient for the application of Structural equation modeling in AMOS 18 and SPSS 20. The results of this study showed that affective commitment had positive impact on the extra role performance of employees working in banks. They feel themselves emotionally attached with their organizations, hence this higher level of affective commitment urge them to engage in Extra Role Performance. In Role Performance of employees of banks also got better due to their affective commitment with organizations. The sample of this study was employees who are working at public and private sector Banks in Lahore, Pakistan only. Research questionnaire was used to measure Organizational Commitment, Extra Role Performance and In Role Performance. Moreover qualitative research may also be conducted to further explore this area in Non Western context. Considering the importance of bankers’ organizational commitment (affective commitment) and their effect on extra role performance (organizational citizenship behaviour) and in role behaviour or performance , higher management and policy makers should take necessary steps for improving the degree of commitment which will increase the extra role performance of employees. Some recommendations have been provided specifically, Bu çalışmanın temel amacı Pencap eyaleti başkenti Lahor’daki bankalarda çalışanların örgütsel bağlılıklarının, özellikle duygusal bağlılıklarının ekstra görevler ve görev performansı üzerindeki etkisini belirlemektir. Buna ilaveten, ikinci amaç bu çalışanların örgütlerine karşı hangi seviyede bağlılık sergilediklerini ve işlerini yaparken buna bağlı olarak davranışlarının neler olduğunu ortaya koymaktır. Böylece bu çalışma, kayda değer kavramlara ilişkin algılara katkıda bulunacak ve çalışanlar bu davranışları sergileyerek performanslarını yükselteceklerdir. Bu anket bazlı çalışmada veri örneklemin kendisinin yanıtladığı anketler ile toplanmış ve veriye korelasyon temelli açıklayıcı araştırma tasarımı uygulanarak analiz edilmiştir. Bu çalışma Lahor,Pakistan’daki banka çalışanlarına uygulanmıştır. Mart 2013’te gönderilen 300 anketin içinden 270’i geri dönmüştür ve geri dönüş oranı %90’dır. Örneklem sayısı AMOS 18 ve SPSS 20 yazılımları ile yapısal eşitlik modelinin uygulanması için yeterlidir. Bu çalışmanın sonuçları, banka çalışanlarının duygusal bağlılığının ekstra görev performansında pozitif etkisi olduğunu göstermiştir. Çalışanlar kendilerini örgüte bağlı hissetmişler ve bu yüksek seviyedeki sadakat onların ekstra görev performansında bulunmalarına yol açmıştır. Kendilerini duygusal olarak kuruma bağlı hissetmişler, bu yüksek bağlılık onların ekstra görev performansı göstermelerine yol açmıştır. Banka çalışanlarının duygusal görev sadakati nedeniyle görev performansları daiyileşmiştir. Çalışmanın örneklemi sadece Lahor, Pakistan’daki kamu ve özel sektör bankalarında görev yapan çalışanlardan oluşmaktadır. Araştırma anketi Örgütsel Bağlılığı, Görev Performansı içinde Ekstra Görev Performansını ölçmek için kullanılmıştır. Bunun yanı sıra gelecekte aynı konunun farklı boyutları nitel araştırmalar ile batılı olmayan ortamlarda araştırılarakkeşfedilebilir. Bankacıların örgütsel bağlılığı (duygusal sadakat) ve bu durumun ekstra görev alma performansına (örgütsel vatandaşlık davranışı) etkisi ve rol davranışı ile performansın önemi göz önüne alınırsa, üst düzey yöneticiler ve politika yapıcıların bağlılığı arttırmak için gerekli adımları atması, çalışanların ekstra görev alma performansını arttıracaktır. Bu konu ile ilgili bazı önerilere yer verilmiştir.

Purpose: The purpose of this paper is to understand the impact of virtualness on extra-role performance within software development teams and the moderating effect of task interdependence on this relationship. Design/methodology/approach: Data were collected from 192 software professionals from 33 software development teams. Teams were taken as the unit of analysis. Extra-role performance was measured using organizational citizenship behavior (OCB) scale and task interdependence within the team was measured by interdependence scale developed by Pearce and Gregersen. Virtualness was measured using an objective measure developed by the authors. Regression was used to study the moderation and main effects. Findings: Virtualness negatively influenced overall extra-role performance within the team. In terms of individual dimensions, virtualness had a negative influence on extra-role performances directed towards team as an entity (civic virtue and generalized compliance) but it had no impact over extra-role performances directed towards other team members (altruism and courtesy). Although task interdependence had a positive impact on OCBs, it did not moderate the relationship between virtualness and OCBs. Practical implications: The findings will help teams understand the need to manage virtualness within the team in order to increase extra-role performance among its members. Originality/value: The authors have developed an objective method to compute virtualness within the team context. The moderating effect of task interdependence on the relationship between virtualness and extra-role performance has been studied for the first time and is documented in this paper. � Emerald Group Publishing Limited.