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The role of leadership is very strategic and important for the achievement of the mission, vision and goals of an organization, is one of the motives that encourage humans to always investigate the intricacies associated with leadership. Transformational leadership basically encourages subordinates to do better Behavior demanded by today's organizations is not only in-role behavior but also extra- role behavior. Extra-role behavior is also called the Organizational itizenship Behavior.OCB is a term used to identify the employee behaviors that can be called a "good employee". If employees in the organization have OCB, efforts to control employee declined, since employees can control their own behavior or being able to choose the best behavior for the benefit of the organization. OCB will enhance transformational leadership because the good nature of OCB will influence the behavior of the leader. There is a significant influence ith the value of P = 0.00 between OCB and transformational leadership. This shows there is an increase in transformational leadership due to OCB behavior. [ABSTRACT FROM AUTHOR]

Employees are one of the most important elements in an organization. This study aims to determine the effect of rewards on employee performance through job satisfaction of non-PNS employees at the Kediri District Transportation Office. This research is included in qualitative research with 3 variables which are Reward, Performance, and Job Satisfaction. The sample used was 48 people with a sample determination using saturated non-probability sampling technique. The measurement scale used is the ordinal scale through the Likert scale with the respondent's answer score 1 to 5. The hypothesis testing in this study uses Partial Least Square Structural Equation Modeling (SEM) statistical analysis and descriptive analysis. The results of the study concluded that reward had no significant effect on employee performance. However, through job satisfaction, rewards have a significant influence on performance. [ABSTRACT FROM AUTHOR]

Purpose: Over 83.72 million Chinese firms employing more than 775 million employees. It is essential to explore employee relationships and conflict management practices in China. Although collectivism can influence employee cognition and emotions, the psychological mechanism that links collectivism and job satisfaction is still unclear. Researchers have found existing empirical findings on conflict–performance relationships to be mixed and inconsistent, and have identified the need to pinpoint the explanatory mechanisms and boundary conditions that underlie the effect of conflict on job performance. This study aims to provide some clarification to this important yet relatively unclear issue. Design/methodology/approach: A questionnaire survey was conducted in China to collect data. The authors received completed questionnaires from 466 employees. Findings: Analysis of questionnaire results reveals that job satisfaction mediates the relationships between conflicts and perceived job performance, and that collectivism moderates the relationships between conflicts and job satisfaction. Specifically, the positive relationship between task conflict and job satisfaction is amplified by high levels of horizontal collectivism (HC) and vertical collectivism (VC), while the negative relationship between relationship conflict and job satisfaction is strengthened by HC. Research limitations/implications: The main limitation is that this study used a cross-sectional design, meaning that causality in relationships cannot be established from results. Despite this limitation, the present findings provide insights into conflict management, job satisfaction and culture value literature. Originality/value: This paper examines the moderating role of employees' collectivist orientation (not national culture) on the relationships between conflicts and employee job satisfaction at the individual level. It also explores HC and VC and identifies their differential effects on the relationships between conflicts and job satisfaction. [ABSTRACT FROM AUTHOR]

Performance appraisal is one of the most important activities of human resource management. For an organization to achieve its strategic goals the organization shall give due importance to the integral part of HRM i.e. performance appraisal system which shall be regularly and properly carried out to evaluate the performance of its employees. However, in Pakistan employees' performance appraisal satisfaction is rarely linked with employee outcomes. This study investigated the relationship of employees' performance appraisal satisfaction with self-reported work effort, affective organizational commitment and turnover intentions. The data was collected from both academic and non-academic staff of higher educational institutes in Peshawar city. Being co-relational in nature, it has drawn a sample of 316 using stratified random sampling procedure. The findings revealed that the employees' performance appraisal satisfaction is significantly and positively related with work effort and affective organizational commitment. However, it has a negative relationship with employee turnover intentions which means that higher the level of satisfaction regarding performance appraisal will lower intention to quit the current organization. Furthermore, limitations as well as direction for future researchers have also been given. [ABSTRACT FROM AUTHOR]

Production deviance is 1 of 5 dimensions of counterproductive work behaviors (CWB). Based on data collected from 362 employees of Chinese enterprises, I examined the predictive effect of Confucian values on production deviance and the mediating effect of job satisfaction on the relationship between Confucian values and production deviance using structural equation modeling. I analyzed 3 factors of production deviance: work sabotage, slackness, and withdrawal. Confucian values were found to have a significant negative impact on these factors. Furthermore, job satisfaction was found to partially mediate the relationship between Confucian values slackness and withdrawal, but not work sabotage. [ABSTRACT FROM AUTHOR]

Coaching in organisations is often limited to high potential employees and varying levels of management for a specific duration of time, typically lasting six months. The Strategies for Enhancing Performance Initiative introduces a more simplified usage of coaching and one that has potential to address a much larger audience. The Strategies for Enhancing Performance Initiative began in 2003 and involved 115 workers in an experimental/control design. The purpose of the study was to identify, test and measure the most effective Performance Control Practices used in the workplace to increase performance while simultaneously mitigating the negative effects of stress. Participants took part in a 4-hour traditional classroom-based training programme, followed by one individual 30-minute phone coaching session with an external coach 3–4 weeks after the training programme. The results for the experimental group, when compared to the control group, showed a significant difference in their ability to identify solutions to issues that positively impacted their work to be done, their effectiveness when being criticised, their heightened ability to deal with changing priorities and more effectively dealing with tight deadlines and turning around assignments. The experimental group also showed an increased adeptness for articulating ideas more clearly and concisely when compared to the control group. [ABSTRACT FROM PUBLISHER]

Most companies use multiple measures to evaluate employee, departmental, or divisional performance. Aggregating multiple measures is subjective and can lead to employee dissatisfaction and game playing. Now there is TOPS (Total Optimal Performance Scores), which uses an objective, mathematical way to aggregate multiple performance measures into a single performance score. [ABSTRACT FROM PUBLISHER]

Two studies examined supervisors' satisfaction with subordinates, and its predictors and importance to supervisors. Study 1 found entity relationships in the form of similarity between supervisors' and subordinates' values were uniquely related to satisfaction with subordinates. Liking of subordinates (from LMX theory) appears to link leadership and job-satisfaction domains. In Study 2, entity relationships, functional relationships, and job performance of subordinates were related to supervisors' satisfaction with subordinates. Functional relationships were the strongest and job performance the next strongest predictors. Performance was related moderately to similarity of supervisors' and subordinates' values and functional relationships. Satisfaction with subordinates was not related to supervisors' global satisfaction and turnover intention in either study, suggesting that subordinates may not be very important to supervisors. [ABSTRACT FROM AUTHOR]

We conducted a laboratory experiment to determine whether legitimacy appraisals (i.e., the extent to which an outcome distribution is thought to be fair and just) would influence the extent to which entitlement beliefs about wages were based on in-group wage comparison information and perceptions of one's own performance. To manipulate legitimacy appraisals, participants were led to believe that the wage allocation procedure was unbiased, potentially biased, or biased. In addition, they were exposed to wage comparison information, indicating that in-group members had earned more than out-group members in the past or vice versa. Results show that, when procedures were thought to be unbiased, participants' beliefs about the amounts they deserved to be paid were influenced more by in-group wage comparison information than perceptions of their own performance. In contrast, when participants perceived allocation procedures to be biased, entitlement beliefs were influenced more by perceptions of their own performance than by in-group wage comparison information. These findings are presented in terms of the paradoxical contentment often observed among members of objectively disadvantaged groups. [ABSTRACT FROM AUTHOR]

Widely accepted cognitive models of job attitudes suggest that a person's job attitude results from the linear combination of attitudes toward individual job features (feature-based processing). This is a relatively difficult cognitive process. We suggest that people act to economize scarce cognitive resources by using knowledge about job categories to generate job impressions when presented with category-consistent job features. People use feature-based processing when presented with job features that are inconsistent with a job category. Our results suggest that impressions do depend on the descriptive consistency of job features with a job category. The implications of the model for job perceptions in the workplace are discussed. [ABSTRACT FROM AUTHOR]

This study investigated the agreement between superior and subordinate performance ratings and the correlations between these performance ratings and standardized measures of job satisfaction. Subjects were 261 members of the fire service, representing three ranks in the organizational hierarchy: chiefs (N = 12), captains (N = 76), and firefighters (N = 173). Subjects completed performance ratings of both their superiors and subordinates, and standardized measures of job satisfaction. Results indicated significant agreement between superior (chief) and subordinate (firefighter) ratings of captains' performance. These performance ratings were also positively correlated with both subordinate (firefighter) and supervisor (captain) job satisfaction, particularly satisfaction with supervisors and with co-workers. [ABSTRACT FROM AUTHOR]

Role ambiguity and role conflict were hypothesized to be negatively related to employee satisfaction and performance. Previous research, however, had revealed that these two types of role perceptions were not always negatively related to satisfaction and performance. Furthermore, when the predicted negative relationships were found, the magnitudes of the relationships varied widely. In this study employee ability was hypothesized to reduce the negative relationships between role perceptions and satisfaction and performance. In addition, the effect of ability was hypothesized to be moderated by organization level. The results generally failed to support the hypothesized relationships. There were, however, two significant interactions that partially supported one hypothesis. Employees with high ability were less affected by role ambiguity than employees with low ability. [ABSTRACT FROM AUTHOR]

Performance decrements and dissatisfactions at the work place have long been observed but have not been adequately explained. Activation research and selected studies of work behavior are reviewed to show that decrements in performance may be better understood in the light of recent neuro-psychological findings. This review indicates that activation theory and the research upon which it is based anticipates behavior related to variations in task design and suggests new avenues of investigation for those interested in the determinants of work behavior. [ABSTRACT FROM AUTHOR]