<p><strong>Purpose:</strong> The purpose of this study was to examine the relationship between job satisfaction among hotel employees as well as the relationship between employee empowerment and contextual performance behaviours.</p><p><strong>Background: </strong>Most managers and scholars emphasize that an organization’s most important tool for gaining a competitive advantage is its people and; in order for the firm to attain success employees must be involved and active. It has been argued that success within the hotel industry lies with customer satisfaction, of which is the result of overall job satisfaction of the employee. Most hotels strive to empower their employees in order to deliver better quality service. In addition, contextual performance behaviours are also common practice in such places where employees have a broad range of duties and tasks. Both empowerment and contextual performance behaviours are thus seen to provide overall job satisfaction.</p><p><strong>Method: </strong>The research approach used was that of a single case study, using a survey instrument to collect data on facets empowerment and contextual performance behaviours. The Scandic Hotels of Jonkoping were used for this purpose. The data collected were then analysed by way of factor analysis and multiple regression methods to validate the hypotheses formed in the theoretical framework.</p><p><strong>Findings and</strong></p><p><strong>Conclusions: </strong>Based on the results of the analysis, the majority of the hypotheses were supported.  Training and rewards showed a significant relationship with overall job satisfaction. Job dedication behaviours also showed similar results. In addition, information sharing and trust and training and rewards proved to have interrelationships as facets of empowerment.  Interpersonal facilitation and job dedication behaviours were also proved to be distinct behaviours within contextual performance.</p>

Previous literature has typically assumed that organizational citizenship behaviors (OCBs) are beneficial to both employees and organizations. Researchers have begun to question this assumption. This paper seeks to identify situations when OCBs are detrimental to employees or organizations. Specifically, two variables (burnout and role overload) are hypothesized to moderate the relationship between OCBs and outcomes (job satisfaction, turnover intentions, and task performance), such that when burnout and role overload are high, negative outcomes occur. Moderated regression was used to test the hypotheses. There was little evidence for burnout as a moderator, but interactions involving role overload were significant; however, the directions of the relationships were not as hypothesized. Alternative hypotheses were tested, which provided support for the general theory that OCBs can result in negative outcomes.

En la presente investigación se buscó determinar cuál es el impacto de la Inteligencia Emocional en el desempeño de los colaboradores de una empresa de tecnología en Lima Metropolitana. El método de la investigación es descriptiva – explicativa. Se aplicó una encuesta en una muestra de 300 colaboradores de diversas áreas y de los cuatro Business United de la organización, identificándose tres subvariables específicas para medir la inteligencia emocional: Atención Emocional, Claridad Emocional y Regulación Emocional y para el desempeño contextual y desempeño de tareas. En cuanto a los resultados encontramos que el coeficiente de Correlación de Spearman es 0.780, en consecuencia, se puede afirmar que, el manejo de la Inteligencia Emocional de los colaboradores impacta significativamente en su desempeño en una empresa de tecnología en Lima Metropolitana. Asimismo, considerando la tendencia creciente de los puntajes de dispersión y el signo positivo r=0.780, se puede afirmar que la relación es directa, es decir, si el puntaje de inteligencia emocional se incrementa, se estima que el puntaje de desempeño laboral también se incrementa. En conclusión, la inteligencia emocional fue categorizada en 3 niveles: bajo, medio y alto. Se observa que la mayoría de los colaboradores tienen alto nivel de inteligencia emocional, esta representa el 63.3% del total de colaboradores; le sigue el nivel medio con el 34.3% y solo el 2.3% tienen nivel bajo. En el caso del desempeño laboral fueron categorizados en 3 niveles: malo, regular y bueno; obteniendo como resultados de que la mayoría de los colaboradores tienen buen desempeño laboral, esta representa el 58.3% del total de colaboradores. El 41% de colaboradores tienen desempeño medio, y solo el 0.7% tienen un mal desempeño. / In this research, we sought to determine what is the impact of Emotional Intelligence on the performance of the collaborators of a technology company in Metropolitan Lima. The research method is descriptive - explanatory. A survey was applied in a sample of 300 collaborators from different areas and from the four Business Units of the organization, identifying three specific variables to measure emotional intelligence: Emotional Attention, Emotional Clarity and Emotional Regulation and for contextual performance and task performance. Regarding the results, we found that the Spearman correlation coefficient is 0.780, consequently, it can be affirmed that the management of the Emotional Intelligence of the employees has a significant impact on their performance in a technology company in Metropolitan Lima. Also, considering the increasing tendency of the dispersion scores and the positive sign r = 0.780, it can be affirmed that the relationship is direct, that is, if the emotional intelligence score is increased, it is estimated that the work performance score is also Increase In conclusion, emotional intelligence was categorized into 3 levels: low, medium and high. It is observed that most of the collaborators have a high level of emotional intelligence, this represents 63.3% of the total number of collaborators; the average level follows with 34.3% and only 2.3% have a low level. In the case of work performance, they were categorized into 3 levels: bad, regular and good; Obtaining as a result that most of the collaborators have good work performance, this represents 58.3% of the total of collaborators. 41% of employees have average performance, and only 0.7% have poor performance. / Trabajo de Investigación

Personality measures are often used by organizations to select and develop employees in a way that maximizes their performance. Studies examining the relationship between personality and job performance have found some evidence for their utility in a variety of situations. Data was collected from a large restaurant company (N=9,800) in which hourly employees took a personality test for selection. Supervisory performance ratings and turnover data were also included for some employees. A three factor model of contextual performance consisting of personal support, organizational support, and conscientiousness initiative was tested and supported. The personality scales with the strongest relationship to performance, included drive and energy, friendliness, and emotional consistency. Effect sizes were relatively similar to previous meta-analytic studies, with the exception of a facet of conscientiousness which revealed a lower correlation with performance than expected. A differential pattern of correlations between the personality scales and performance dimensions was observed that supported some of the theoretically aligned constructs. The correlations between the personality variables and performance were unexpectedly higher among customer facing employees than team-based employees. No hypothesized interaction effects were supported, but some nonlinear relationships were found among some of the personality scales and performance. Drive and energy was a statistically significant predictor in decreasing the rate of turnover, however no support was found for any personality scale predicting job abandonment or involuntary turnover. Finally, a path model was tested that provided marginal support for performance mediating the relationship between personality and customer service ratings at the store level. Implications for human resource practices and recommendations for future research are discussed.

Purpose: The purpose of this study was to investigate relationships between dimensions of work ethic and dimensions of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). Design/Methodology/Approach: Data were collected from employed individuals in MBA and undergraduate management courses and their work supervisors (N = 233). Participants represented diverse occupations with respect to job levels and industries. Participants completed the work ethic inventory, and participants’ managers completed ratings of OCB and CWB. Findings: The work ethic dimension of centrality of work was positively related to both dimensions of OCB (i.e., OCB-I and OCB-O), and the work ethic dimension of morality/ethics was negatively related to one of the dimensions of CWB (i.e., CWB-I). Implications: Modern perspectives on job performance recognize the multidimensional nature of the domain (i.e., the expanded criterion domain). In addition, noncognitive predictors such as work ethic have value as individual differences that are associated with performance outcomes. The assessment of such constructs can help inform selection and placement activities where a focus on OCB and CWB is important to managers. Originality/Value: This study provides additional evidence on the relationship between work ethic and performance outcomes. Previous research has provided limited information on the relationship between dimensions of work ethic and dimensions of OCB, and no information existed on the relationship between work ethic dimensions and CWB.

Existing literature indicates that job characteristics, job satisfaction, organizational commitment, and organizational citizenship behavior are very important for effective organizational functioning. Previous research on citizenship behaviors made limited contribution to the literature, since it ignored the relationships between job characteristics and citizenship behaviors together with the influences of job satisfaction and organizational commitment. The present study attempted to test a new integrative model of the relationships among job characteristics, job satisfaction, organizational commitment, and organizational citizenship behaviors. The main purpose of the present study was to examine the effects of job characteristics on organizational citizenship behaviors. While examining the role of job characteristics, the mediating roles of job satisfaction and organizational commitment were taken into account in order to better understand how job characteristics affect the exhibition of citizenship behaviors. The secondary purpose was to investigate the effects of job characteristics on job satisfaction and organizational commitment, and the effects of job satisfaction and organizational commitment on citizenship behaviors. A sample of 300 employees from 60 companies was selected. The data was collected at the location of the firms by using a survey instrument. The employees rated the items that measured task characteristics, job satisfaction, and organizational commitment. Later, the information on organizational citizenship behavior of employees was collected from the employees&rsquo / supervisors. Hierarchical regression analyses were performed on the data. In general, the findings showed that some job characteristics might be the antecedents of job satisfaction and the aggregate variable job scope was positively associated with organizational commitment, and these work attiudes predicted organizational citizenship behaviors positively. Specifically, in line with the expectations, the job characteristics of task identity, autonomy, and aggregate job scope were positively associated with the work attitude of job satisfaction. The aggregate job scope was positively associated with the work attitude of organizational commitment although no single job characteristic was significantly associated with organizational commitment. In turn, job satisfaction and organizational commitment were positively associated with the citizenship dimensions of courtesy and sportsmanship. In addition to these, organizational commitment was positively associated with the citizenship dimension of conscientiousness and aggregate citizenship behavior. However, no significant direct association was found between job characteristics and citizenship behaviors. Therefore it was not possible to test the intervening effects of work attitudes on the relationships between job characteristics and citizenship behaviors. The study&rsquo / s results are discussed together with the implications, strengths and limitations. Some suggestions for future research are made.

Proactive organizational behavior is characterized by self-started and long-term oriented activities involving forward thinking and the intention to effect change in one's work environment. The primary objective of this research was to investigate relationships of supervisory behaviors with subordinates' personal initiative, voice behavior, and proactive service performance and to reveal moderators and mediators of these associations. Whereas personal initiative represents a wide range of proactive behaviors, voice behavior specifically reflects challenging and constructive forms of change-oriented communication. Drawing on the proactivity, service, and performance literatures, the proactive service performance construct was newly conceptualized as self-started and long-term oriented service behavior exceeding prescribed requirements.Twelve hypotheses were developed based on the implications of several leadership, performance, and motivation theories as well as previous empirical studies. Data from 229 supervisor-subordinate dyads were collected in a large financial services organization across three lines of business and ten U.S. states. Confirmatory factor analyses demonstrated that proactive service performance, voice behavior, and task performance were distinguishable performance dimensions. Participative leadership related positively and active-corrective transactional leadership negatively to supervisor ratings of subordinate proactivity. Transformational leadership was positively associated with personal initiative, proactive service performance, and task performance. In hierarchical regression analyses, the block of leadership variables explained significant increments in the variance of all criteria, after several control, subordinate, and task variables were accounted for.Moderated hierarchical regressions revealed that transformational leadership positively predicted voice only when combined with high participation or low levels of co rrective leadership. Similarly, transformational leadership was more strongly and positively associated with initiative when corrective leadership was low. Participative leadership more strongly and positively related to voice for action-oriented subordinates low in hesitation and to all proactivity criteria for subordinates low in affective organizational commitment. Mediated regression analyses as well as structural equation modelling identified trust in leadership as a mediator of most of the relationships between the leadership predictors and the proactivity criteria. The discussion focuses on practical implications for leadership development, conceptual implications for the distinction between task performance and proactivity, and directions for future research on the antecedents and consequences of proactive behavior.

The distinction between technical and contextual performance is widely recognized in the Industrial/Organization Psychology literature (Sackett & Lievens, 2008). Less well-understood are the causal antecedents of performance in these domains and how those antecedents relate to each other. Motowidlo, Borman, and Schmit (1997) proposed that technical performance is determined largely by cognitive ability, which acts through the mediator technical knowledge to influence technical performance. They also proposed that contextual performance is mainly determined by personality traits and that these traits influence contextual performance via the mediating variable contextual knowledge. Although prior research has examined some of the causal antecedents proposed by Motowidlo et al. (1997), no study has examined these four variables simultaneously, in addition to gathering information about performance criteria in the two domains. This study examined these six variables in a sample of medical students. In keeping with the verbiage used in the medical literature, students' contextual knowledge is referred to as professional knowledge and their contextual performance is referred to as professional performance. Medical students (N = 209) beginning their third year at the University of Texas Medical School at Houston completed measures of professional knowledge and the Big Five personality traits and consented to have their MCAT scores (a proxy for cognitive ability) and their first- and second-year course grades (grade point average; a measure of their technical knowledge) gathered for this investigation. Performance criteria consisted of attending physicians' ratings of students' professional and technical performance during their clinical rotations. Rotations were grouped according to whether they fell into the domain of Primary Care or the Specialties. Notable findings are summarized by a path analytic model. Agreeableness exerted a causal influence on professional knowledge (β = .38) and Primary Care professional performance (β = .14). Extraversion causally affected professional knowledge (β = -.22). Professional knowledge accounted for variance in Primary Care professional (β = .19) and technical performance (β = .22). Openness to experience and conscientiousness influenced technical knowledge (β's -.19 and .25). Cognitive ability was directly related to technical knowledge (β = .43) and Specialties professional (β = -.21) and technical performance (β = -.19). Technical knowledge was related to Primary Care professional (β = .32) and technical performance (β = .42) and also Specialties professional (β = .46) and technical performance (β = .57). Results generally suggest that separate causal paths underlie performance in Primary Care and the Specialties, respectively.

Employees¡¦ perception of organizational political level will influence employees¡¦ decision whether to get involved with organizational politics or to isolate from organizational behaviors, it will reflect significantly on the working attitude directly and will influence the organizational commitment level and performance of employees indirectly, further more, it will decrease the organizational productivities. This research was conducted to focus on that whether employees¡¦ organizational political perception will influence their organizational commitments and performances, also to discuss the connection between each other. The research method this study used was group segmentations. After empirical analysis, we found out: 1. In the organizational political perception, ¡§boss¡¦s and colleague¡¦s behaviors¡¨ dimension has a significant negative correlation with affective commitment and normative commitment; ¡§the differences between policies and realities¡¨ dimension presents the same result as well. ¡§Boss¡¦s and colleague¡¦s behaviors¡¨ dimension has a significant positive correlation with continuance commitment. 2. There is only ¡§the differences between policies and realities¡¨ dimension reaching a significant positive correlation with task performance and contextual performance in organizational political perception. 3. By using K-mean ¡§Cluster analysis¡¨, we got four different types of group representing four different categories of ¡§organizational political perception¡¨. We named them by their characters, the names and characters are described as follow: 3-1 Slow: employees in the type do not react fast enough regarding political behaviors and working environment atmosphere due to the employees¡¦ insensitivity. 3-2 The perception of Complies in public but opposes in private: employees can sense that organization does not behave the same way in terms of policies and operations; they do nothing with this scenario. 3-3 The perception of keen actions: The members of perceptional organization are more sensitive with the interpersonal relationship, and they response the working environment with positive and active attitudes. 3-4 The perception of silence and waiting: Employees can sense that organization behaves in the same way in terms of policies and operations; they have a concept that ¡§Silence is gold¡¨. 4. In ¡§slow¡¨ type, the perception dimension of ¡§keeping silence and waiting for benefit¡¨ has a negative correlation with ¡§task performance¡¨; the perception dimension of ¡§the differences between policies and realities¡¨ has a negative correlation with ¡§affective commitment¡¨ and ¡§task performance¡¨. 5. In ¡§The perception of complies in public but opposes in private¡¨ type, the perception dimension of ¡§boss¡¦s and colleague¡¦s behaviors¡¨ has a positive correlation with ¡§continuance commitment¡¨, but has a negative correlation with ¡§contextual performance¡¨; the perception dimension of ¡§keeping silence and waiting for benefit¡¨ has a positive correlation with ¡§contextual performance¡¨. 6. In ¡§The percept of keen and action¡¨ type, the percept dimension of ¡§boss¡¦s and colleague¡¦s behaviors¡¨ has a negative correlation with ¡§affective commitment¡¨, but has a positive correlation with ¡§continuance commitment¡¨ and ¡§contextual performance¡¨. 7. In ¡§The perception of silence and waiting¡¨, the perception dimension of ¡§boss¡¦s and colleague¡¦s behaviors¡¨ has a negative correlation with ¡§normative commitment¡¨; the perception dimension of ¡§keeping silence and waiting for benefits¡¨ has a positive correlation with ¡§contextual performance¡¨; the perception dimension of ¡§the differences between policies and realities¡¨ has a negative correlation with ¡§affective commitment¡¨ and ¡§contextual performance¡¨.

In the present study, the relationship between dispositional affectivity and job performance was investigated under the potential mediating effects of job satisfaction. The study was conducted in three phases. In Phase I, the scale development phase, an assistant evaluation form (AEF) was developed by collecting job analytic information from 35 Teaching Assistants (TAs) and critical incidents from 38 faculty members from a wide range of departments in Middle East Technical University (METU). In the second phase of the study, the pilot study, factor structure of the AEF was examined using principle component analyses. Pilot data were gathered from the faculty members working in different departments at METU. Results yielded two factors underlying the AEF. The first factor was named task performance, the second factor was named contextual performance. In the main study phase of the study, hypotheses were tested by gathering dispositional affectivity and job satisfaction data from 103 TAs, and performance evaluation data from 103 instructors whom the TAs had worked with during the previous semester. Results supported only the hypothesis stating that positive affectivity (PA) would predict job satisfaction. Results are discussed along with the limitations of the study and suggestions for future research.