Factor analysis-validated comprehensive employee job performance scale

The impact of emotional intelligence on work performance among ICU nurses in Palestine: a cross-sectional study

BACKGROUND

Emotional intelligence plays a crucial role in work performance, especially in high-stress ICU settings. Understanding emotional intelligence's role can inform targeted interventions to support nurse well-being, enhance resilience, and improve patient outcomes.

METHODS

This descriptive cross-sectional study involved 226 ICU nurses in Palestine, recruited through a convenience sampling method. Data were collected using self-administered questionnaires, including the Schutte Emotional Intelligence Test and a job performance scale. Descriptive statistics, correlation analyses, and regression models were used to analyze predictors of job performance.

RESULTS

The study included 226 nurses, mostly male (74.3%), aged 21-30 years (71.2%), with a bachelor's degree (68.1%) and less than five years of ICU experience (59.3%). Emotional intelligence scores were high, with an average of 151.9 ± 1.9, and perception of emotions had the highest subscale score. Work performance was also high, averaging 4.3 ± 0.7, with job quality and job quantity scoring the highest. A strong positive correlation (r = 0.611, P < 0.05) was found between EI and work performance. EI and educational level were significant predictors of work performance (β = 0.123, p < 0.01), explaining 39.3% of the variance.

CONCLUSION

the study highlights the critical role of emotional intelligence in improving ICU nurses' work performance, particularly in job quality and quantity. Higher emotional intelligence helps nurses meet ICU demands, while educational level serves as a key predictor of performance. These findings highlight the need for EI training in nursing education, professional development, and workplace policies. Structured programs can enhance nurses' decision-making, communication, and stress management, ultimately improving performance, patient care quality, and safety. Future research should adopt longitudinal or experimental designs to establish causality and evaluate the impact of EI training on nursing performance.

CLINICAL TRIAL NUMBER

Not applicable.

Perceived job insecurity and task performance: what aspect of performance is related to which facet of job insecurity

Employee task performance is considered to be of crucial importance for organizational survival and growth, at the same time, the struggle for organizational survival and growth most especially in the current economic climate gives rise to perceptions of job insecurity among employees thereby making the perception of job insecurity a relevant topic. This study examined the effect of perceived job insecurity on task performance. In addition, the effect of both quantitative and qualitative facets of job insecurity on the different components of task performance, was investigated. By making use of the multi-stage sampling technique, a total of 342 employees with age range of 23 to 46 years were proportionately selected from the cluster that represents each bank. Furthermore, the close ended and structured questionnaire was utilized in a descriptive cross-sectional research design to elicit responses from these employees. Based on the regression analysis conducted, it was revealed that while perceived job insecurity as a uni-dimensional construct exercise a significant and negative effect on task performance, both quantitative and qualitative job insecurity also have a significant and negative effect on this performance with the later, found to exercise a stronger negative impact. Furthermore, results also indicate that while quantitative job insecurity is more negatively related with the job quality component of performance, both job quantity and job time limit are more negatively related with qualitative job insecurity. To conclude, recommendations were made on the need for organizations to focus intervention on antecedents of job insecurity which have been classified as macro level, micro level and personality factors with the view of reducing the incidence of perceived job insecurity. It was also recommended that managers should endeavor to concentrate more resources on those employees who suffer from qualitative job insecurity whenever there is a need to make use of these interventions, while also being in cognizant of the fact that a different level of intervention is required for employees with different level of job quality, job quantity and job time limit.

A Quantitative Study on the Relationship of Building Information Modelling (BIM) Implementation on Job Performance in The Malaysian Public Projects

BIM is a collaborative platform that involves several technologies and tools which transform the construction process from traditional methods into a digital representation. However, the implementation of this technology in Malaysia has faced many issues and challenges, including the productivity and overall project implementation performance. The objective of this research is to determine the relationship of BIM implementation factors on job performance. A total population of 242 professionals which consist of architects, engineers, and quantity surveyors that involved in public project, were chosen using a stratified sampling method and were used as the research sample. Data were collected using the questionnaire method and distributed through Google Form. The research findings from the hierarchical multiple regression found that the four factors studied, namely commitment and knowledge, culture orientation, ICT utilization, and collaborative synergy have a significant positive relationship with job performance. Nonetheless, the research findings are unable to confirm the relationship of the other two variables, which are digital skills and management support. This research has implications for the related theories, professionals in the industry, top management, and other researchers.

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the midst of the COVID-19 pandemic. Transformational leadership theory is selected for this study in determining leadership styles. There are four dimensions under transformational leadership theory, namely idealized influence, individualized consideration, inspirational motivation and intellectual stimulation. Data were collected online from 400 employees working in the hospitality industry in Malaysia and analyzed using partial least square structure equation modeling (PLS-SEM). The findings show that only two dimensions of transformational leadership, namely idealized influence and inspirational motivation, have a significant positive influence on employee performance. Implications in the context of human resource management and recommendations to increase employee performance are also discussed.

Designing employee performance evaluation model in Isfahan municipality: an interorganizational experience

Purpose

This study aimed at developing and testing a model to evaluate employee performance in Isfahan municipality.

Design/methodology/approach

A mixed-method design is applied in this study. To extract the model, a semi-structured interview based on the thematic analysis approach was employed. The qualitative data were obtained using a researcher-made questionnaire from a sample of 12 municipal experts selected based on purposive sampling. In the quantitative phase, the sample consisted of 76 managers and interim managers. The validity of the questionnaire was determined by the content validity index, while the structural validity was tested based on structural equation modeling using SmartPLS software. The reliability of the questionnaire was confirmed using Cronbach's alpha and composite reliability indices.

Findings

The factors obtained in the qualitative model included performance evaluation criteria, the desired time interval for performance evaluation, results announcement, performance evaluation approach, performance evaluation method and evaluator-related variables. There should have been an agreement between evaluators and those who were evaluated in all components of the model. In the quantitative section, performance evaluation criteria, evaluators, the evaluation method and time interval were confirmed with coefficients of 0.871, 0.815, 0.646 and 0.615, respectively.

Practical implications

The novelty of this study is that it uses a mixed-method research approach to extract a performance evaluation model that is specific to the Isfahan municipality.

Originality/value

The novelty of this study is that it uses a mixed-method research approach to extract a performance evaluation model that is specific to the Isfahan municipality.

Team culture, employee commitment and job performance in public sectors: a multi-level analysis

Purpose

The purpose of this paper is to examine the mediating role of employee commitment into the relationship of team culture and job performance at multi-level, in the context of Ethiopian public sectors.

Design/methodology/approach

In the adopted survey design, data were collected from two sources. In the rural development sector of Bale zone in Oromia regional state of Ethiopia, 108 randomly selected employees participated in the survey and also their corresponding 13 team supervisors. By using referent-shift consensus, the individual responses on team culture have been aggregated to team-level scores. In the multi-level modeling, the mediation effect of employee commitment was checked by using Monte Carlo simulation.

Findings

The analysis reveals that employee commitment significantly cross-mediates into the relationship between team culture and job performance. In line with the extended model of team motivation, team culture was found to be significantly cross-related with individual job performance also.

Practical implications

This paper contributes to the knowledge regarding the effects of team culture on employee commitment and job performance. Based on the competing values framework, the authors argue that the cohesion and strong camaraderie among members within a work team establishes a team culture within the organization culture itself.

Originality/value

The novelty of this study lies in the fact that; it is the first study to see the indirect effect of team culture on job performance through employee commitment at multi-level.

Development and validation of perceived workplace support for small and medium-sized enterprise employees

Purpose

Perceived workplace support (PWS) is an employee’s perception of perceived organisational support (POS), perceived supervisor support (PSS), perceived co-worker support (PCS) and perceived sufficient resource support (PSRS) to operate effectively. The purpose of this paper is to explore the development and validation of employee’s PWS instrument in small and medium-sized enterprises (SMEs).

Design/methodology/approach

A total of 15 items of employees’ PWS instrument in SMEs were developed from the measurement base of earlier published research, concepts and theory. The instrument was applied to a cross-sectional study and data were collected as factor analyses to confirm and ascertain construct validity. Reliability was tested by measuring the internal consistency.

Findings

The instrument showed excellent reliability at 0.894. Four factors as “POS”, “PSS”, “PCS” and “PSRS” were extracted and confirmed from the confirmatory factor analysis.

Originality/value

PWS studies are often used by researchers, human resource departments and organisations to investigate the level of employee support. The instrument developed from this study will enable researchers, human resource departments and organisations to explore levels of POS, PSS, PCS and PSRS.

Mediating effects of perceived environment support and knowledge sharing between self-efficacy and job performance of SME employees

Purpose

Currently, small and medium-sized enterprises (SMEs) concentrate on developing their employees’ potential to ensure high job performance. Enhancing the perception of efficacy is important to encourage employees to perform their responsibilities with increased self-confidence. Perceived environmental support and knowledge sharing are also significant factors that boost employees’ potential to achieve targets. The purpose of this paper is to examine how self-efficacy (SE) relates both directly and indirectly to employee job performance through perceived environmental support and knowledge sharing.

Design/methodology/approach

Empirical data were garnered from a sample of 344 admins working at SMEs in Central Thailand and structural equation modelling was used to test the proposed relationships.

Findings

SE had a strong positive influence on employee job performance, perceived environmental support and knowledge sharing, while perceived environmental support and knowledge sharing positively influenced employee job performance. Perceived environmental support and knowledge sharing were considered to be partial mediating factors of SE in the employee job performance model.

Originality/value

This research extends understanding of the relationship between SE and employee job performance. The findings shed light on mediating roles of perceived environmental support and knowledge sharing regarding the relationship between SE and employee job performance.