Cargando…
Employee performance in the knowledge economy: Capturing the keys to success
The present study examines the key determinants of employee performance in a knowledge-intensive service firm located in the UK. Using data from a pilot study, we mapped eight performance-related behaviors to two measures of global performance to isolate the strongest predictors of the latter. We al...
Autores principales: | , , |
---|---|
Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Dove Medical Press
2008
|
Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3218772/ https://www.ncbi.nlm.nih.gov/pubmed/22110316 |
_version_ | 1782216726146973696 |
---|---|
author | Fauth, Rebecca Bevan, Stephen Mills, Peter |
author_facet | Fauth, Rebecca Bevan, Stephen Mills, Peter |
author_sort | Fauth, Rebecca |
collection | PubMed |
description | The present study examines the key determinants of employee performance in a knowledge-intensive service firm located in the UK. Using data from a pilot study, we mapped eight performance-related behaviors to two measures of global performance to isolate the strongest predictors of the latter. We also examined the degree to which these associations varied depending on whether employees or their managers reported on performance as well as according to the degree of complexity (eg, ongoing learning, multitasking, problem solving, etc.) present in workers’ jobs. Findings revealed that more traditional employee performance-related behaviors (eg, dependability) as well as behaviors that have likely increased in importance in the knowledge economy (eg, sharing ideas and information) accounted for the most variance in reported global performance. Sharing ideas and information was a particularly important predictor for workers in complex jobs. When the performance-related behaviors were regressed on the organization’s annual employee appraisal ratings, only dependability and time management behaviors were significantly associated with the outcome. As organizational success increasingly is dependent on intangible inputs stemming from the ideas, innovations and creativity of its workforce, organizations need to ensure that they are capturing the full range of behaviors that help to define their success. Further research with a diverse range of organizations will help define this further. |
format | Online Article Text |
id | pubmed-3218772 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2008 |
publisher | Dove Medical Press |
record_format | MEDLINE/PubMed |
spelling | pubmed-32187722011-11-21 Employee performance in the knowledge economy: Capturing the keys to success Fauth, Rebecca Bevan, Stephen Mills, Peter Psychol Res Behav Manag Original Research The present study examines the key determinants of employee performance in a knowledge-intensive service firm located in the UK. Using data from a pilot study, we mapped eight performance-related behaviors to two measures of global performance to isolate the strongest predictors of the latter. We also examined the degree to which these associations varied depending on whether employees or their managers reported on performance as well as according to the degree of complexity (eg, ongoing learning, multitasking, problem solving, etc.) present in workers’ jobs. Findings revealed that more traditional employee performance-related behaviors (eg, dependability) as well as behaviors that have likely increased in importance in the knowledge economy (eg, sharing ideas and information) accounted for the most variance in reported global performance. Sharing ideas and information was a particularly important predictor for workers in complex jobs. When the performance-related behaviors were regressed on the organization’s annual employee appraisal ratings, only dependability and time management behaviors were significantly associated with the outcome. As organizational success increasingly is dependent on intangible inputs stemming from the ideas, innovations and creativity of its workforce, organizations need to ensure that they are capturing the full range of behaviors that help to define their success. Further research with a diverse range of organizations will help define this further. Dove Medical Press 2008-11-23 /pmc/articles/PMC3218772/ /pubmed/22110316 Text en © 2009 Fauth et al, publisher and licensee Dove Medical Press Ltd This is an Open Access article which permits unrestricted noncommercial use, provided the original work is properly cited. |
spellingShingle | Original Research Fauth, Rebecca Bevan, Stephen Mills, Peter Employee performance in the knowledge economy: Capturing the keys to success |
title | Employee performance in the knowledge economy: Capturing the keys to success |
title_full | Employee performance in the knowledge economy: Capturing the keys to success |
title_fullStr | Employee performance in the knowledge economy: Capturing the keys to success |
title_full_unstemmed | Employee performance in the knowledge economy: Capturing the keys to success |
title_short | Employee performance in the knowledge economy: Capturing the keys to success |
title_sort | employee performance in the knowledge economy: capturing the keys to success |
topic | Original Research |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3218772/ https://www.ncbi.nlm.nih.gov/pubmed/22110316 |
work_keys_str_mv | AT fauthrebecca employeeperformanceintheknowledgeeconomycapturingthekeystosuccess AT bevanstephen employeeperformanceintheknowledgeeconomycapturingthekeystosuccess AT millspeter employeeperformanceintheknowledgeeconomycapturingthekeystosuccess |