Improving job performance in the hospitals by Occurrence Variance Reporting

The research aimed to measure the role of administrative control tools (administrative inspection, supervision and observation, administrative reports, estimated budget, records and statistics) in improving job performance at the Cooperative and Agricultural Credit Bank (CAC Bank). A descriptive analytical approach was used, with a questionnaire as the data collection tool. The research population consisted of all employees at the CAC Bank (General Administration - in the capital Sana'a), totaling 610 employees at various administrative levels. A random sample of 270 individuals was selected. The research found a significant positive role for administrative control tools: supervision and observation, administrative reports, records, and statistics in improving job performance at CAC Bank. However, administrative inspection and the estimated budget showed no role in job performance. Job performance was rated high and is linked to the implementation of administrative control tools in general, but it is most influenced by administrative reports, followed by records and statistics, and then supervision and observation. The research recommends continuous enhancement and development of administrative control tools by the bank, developing control tools, involving employees in decision-making, improving relationships between employees, developing communication skills, and fostering teamwork.

This paper aims to examine the impact of Empowerment Requirements in improving Job Performance at AL-Manaseer Group. The study population included of all individuals working in AL-Manaseer Group totaling (400) individuals. The study sampling unit consists of individuals working at three managerial level (Top, Middle, Low) in AL-Manaseer Group totaling (100) individuals The study results showed that Empowerment requirements have impact on job performance in AL-Manaseer Group. Empowerment requirements have on task performance in AL-Manaseer Group. Empowerment requirements have impact on contextual performance in AL-Manaseer Group. The study is proposed a few recommendations for AL-Manaseer Group to review the system of incentives and rewards in AL-Manaseer Group in parallel to the efforts exerted in the work, which leads to the motivation of workers more and perseverance work and feel the workers in the spirit of ownership and justice. AL-Manaseer Group mission and objectives shoed be shared with all employees, in order to ensure the clarity of their vision and work in accordance with the vision of senior management the clarity of their vision and work in accordance with the vision of senior management

Emotion regulation at work is important; however, effective emotion regulation is difficult, necessitating timely intervention. We developed an ecological momentary emotion regulation intervention that incorporated two cognitive reappraisal strategies. Using a randomized controlled trial design, we assessed the impact of the cognitive reappraisal intervention on employees' workplace affective experiences and, in turn, counterproductive work behaviour (CWB) and overall job performance. Participants in the between‐person intervention and control groups ( N = 88 and N = 88, respectively) completed two cognitive reappraisal or control activities daily for three workweeks and reported on their daily work outcomes. Results revealed that the cognitive reappraisal intervention significantly mitigated negative affect and enhanced positive affect, which in turn reduced CWB and improved overall job performance, respectively. Furthermore, a follow‐up 1 month after the end of the intervention revealed no “fade out” of the intervention effect. Finally, among the two cognitive reappraisal strategies tested, results revealed that reappraising the situation was more effective than reappraising the emotion. Substantively, the study provides valuable evidence linking reappraisal‐based emotion regulation interventions to sustained improvements in job performance. Methodologically, the study provides a causal yet in situ demonstration of the effectiveness of workplace ecological momentary interventions.

هدفت هذه الدراسة إلى الكشف عن درجة الرضا الوظيفي لدى القيادات الأكاديمية في جامعة جدارا وأثره في تحسين الأداء الوظيفي. وتم استخدام مقياس الرضا الوظيفي من (إعداد الباحثة). تكون مجتمع الدراسة من (157) قائداً أكاديمياً وتكونت عينة الدراسة من (142 ) قائداً أكاديمياً في جامعة جدارا، تم اختيارهم بالطريقة القصدية. أظهرت نتائج الدراسة أن درجة الرضا الوظيفي لدى القيادات الأكاديمية، جاءت بدرجة متوسطة، كما أشارت النتائج إلى عدم وجود فروق في درجة الرضا الوظيفي، تعزى لمتغيرات الجنس، والتخصص، والرتبة الأكاديمية، والخبرة، كما بينت النتائج وجود أثر إيجابي لدرجة الرضا الوظيفي في تحسين الأداء الوظيفي.

We investigated the processes by which human resource management (HRM) practices embed employees in organizations, which in turn, enhance employee job performance. In particular, following the ability-motivation-opportunity (AMO) model of HRM, we sought to: 1) test the AMO model of HRM-embeddedness components relationships; 2) investigate the effects of embeddedness components on job performance; and 3) assess the embeddedness components as mediators of HRM-job performance relationships. As predicted, the results demonstrate the role of ability, motivation and opportunity-enhancing HR practices as direct contributing factors to the creation and development of embeddedness, and the improvement of job performance. Embeddedness components mediated the AMO model of HRM-job performance relationships. The results suggest that organizations can proactively enhance embeddedness through implementing appropriate HRM practices, and should respond in a timely manner to indications of low or reduced embeddedness before it culminates in behaviors such as deteriorating job performance.

Job performance in the state sector is essential for the sustainable development of an economy. However, previous studies on the relationship among public service motivation (PSM), person–job fit (PJF), and job performance have yielded inconsistent results. Therefore, this study aims to explore the correlations between PSM, PJF, and job performance, with a particular focus on the state sector. After an extensive literature review, this study utilized quantitative methods to examine the correlation between PSM, PJF, and job performance. The data were analyzed employing Structural Equation Modeling (SEM), utilizing a sample of 263 participants who work at social insurance agencies, which are the state public organizations that serve employees for social insurance and health insurance. Preliminary results indicate that PSM positively influences both in-role job performance and extra-role job performance within the state sector. Moreover, the results also indicate the mediating role of PJF in the correlation between PSM, in-role job performance and extra-role job performance. The research contributions provide theoretical evidence that PSM is one of the key factors in increasing job performance in the state sector. In addition, the practical implications are discussed to assist managers in improving job performance for the country’s sustainable development.

Job performance is about satisfying a need, whether it is to meet an individual need or, a corporate need, a collective need or a generational need. Satisfying a need leads to high-quality job performance while failure to satisfy a need leads to poor-quality job performance. Job performance is a teamwork responsibility and assignment aimed at fulfilling a specific corporate (institutional or organisational) vision and mission, directly impacting the overall empowerment, success, survival and lifespan of an individual, a corporate and a collective. As a major contribution to challenges of job performance, the chapter will be researching the dynamics of needs relative to individual, corporate, collective and generational job performance, aiming at coming out not only with findings, but a proposed model approach about job performance. In newly established institutions or organisations, these needs dynamics could be a challenge affecting all leadership levels, while in well-established institutions and organisations the needs dynamics could be a challenge in one or in few leadership levels. The chapter’s contribution is about adding value to job performance in organisations and institutions through emphasis on interdependence of job performance levels and the added value of cross-leadership influence approach in improving job performance at all leadership levels.

The study is aimed at investigating the relationship between psychological resilience and job performance in nurses during the Covid-19 pandemic in terms of descriptive characteristics.The emergence of Covid-19 has mainly affected the psychological resilience and job performances of health care professionals, including nurses. To date, no studies have been conducted exploring how psychological resilience contributes to job performances in frontline nurses during the Covid-19 pandemic.In this cross-sectional and correlational study conducted with 284 nurses in the Turkey, Brief Resilience and Job Performance Scales were used for data collection.There was a positive significant relationship between psychological resilience and job performance. Psychological resilience explained 5% of job performance. Psychological resilience levels of the nurses who were ≥41 years old and who did their job enthusiastically were higher.Nurses who are more experienced and who report doing their job enthusiastically have a higher level of psychological resilience. Addressing psychological resilience may contribute to organisational outcomes such as improved job performance in nurses.Using strategies to increase the psychological resilience levels of nurses will significantly contribute to optimization of work efficiency and achievement of quality patient care outcomes.

PurposeDigital technologies have been transforming the traditional workplace and reshaping how work is designed, performed and managed in organizations. This makes understanding digital work and its impact on job performance critically important. This study investigates the impact of digital work on job performance in organizations from the perspective of technology affordance.Design/methodology/approachA comprehensive review of the related literature has been conducted, leading to the development of a conceptual model for exploring the impact of digital work on job performance from the perspective of technology affordance. Such a model is then tested and validated using structural equation modelling on the survey data collected in Australia.FindingsThe study shows that the use of digital technologies significantly improves coordination and knowledge sharing between individuals, leading to better work–life balance and improved job performance. Furthermore, the study reveals that the use of digital technologies that can enhance communication and decision-making does not significantly influence work–life balance and job performance in digital work.Originality/valueThis study presents a comprehensive investigation of the impact of digital work on job performance in organizations from the perspective of technology affordance. It explores the changing role of digital work in transforming existing working practices in organizations, and how different technology affordances in digital work can be actualized for improving work–life balance and job performance in a digitalized working environment.

This study examines the profound impact of training and development initiatives on employee job performance within organizational settings. By synthesizing existing literature and empirical evidence, the research explores the multifaceted dynamics influencing how training and development programs enhance employee skills, knowledge, and performance outcomes. Key aspects investigated include the design and implementation of training programs, the role of employee engagement and motivation, and the alignment of training objectives with organizational goals. Furthermore, the study assesses the efficacy of various training methods in fostering skill acquisition, knowledge transfer, and behavioral change among employees. Additionally, the research delves into organizational factors such as culture, leadership support, and learning climate, elucidating their influence on the success of training and development initiatives. It examines feedback mechanisms, coaching, and mentoring as pivotal components reinforcing learning and driving continuous improvement in job performance. Furthermore, the study explores the repercussions of training and development on employee engagement, job satisfaction, and retention, highlighting the significance of investing in employee development to cultivate a skilled, motivated workforce and bolster organizational performance. This comprehensive analysis contributes nuanced insights into the strategic importance of training and development, offering actionable recommendations for organizations aiming to optimize employee performance, foster a culture of learning, and attain sustained success in today's competitive landscape.

Background Despite its increasing use in South Korean research, the Teamwork Quality (TWQ) scale has often been modified without proper validation, raising concerns about its reliability and consistency. Given the growing importance of teamwork, validating the Korean version of the 20-item TWQ scale is essential for accurate assessment. Additionally, while TWQ is known to influence job performance, few studies have examined this relationship using a single-construct measure focused on in-role behaviors, highlighting the need for a more precise and standardized approach. Objectives This study aimed to enhance the understanding of TWQ by first validating the Korean version of a 20-item TWQ measurement tool and then examining the relationship between TWQ factors and job performance, focusing on in-role behaviors across various organizations in South Korea. Methods A total of 266 employed adults in South Korea participated in the study. Confirmatory factor analysis was conducted to evaluate the validity and applicability of the translated TWQ scale in the Korean context. Multiple regression analysis examined the overall relationship between TWQ factors and job performance, as well as the unique contribution of each factor while considering their interdependencies. Results The Korean TWQ scale showed strong construct validity and reliability and acceptable convergent validity, though coordination and mutual support overlapped in discriminant validity. Four dimensions, effort, cohesion, balanced contributions, and communication, significantly influenced perceived job performance. Conclusion Organizations can use the validated TWQ scale to assess team dynamics, identify strengths, and enhance collaboration. Furthermore, prioritizing effort, cohesion, balance of contributions, and communication can foster a more effective work environment and improve job performance.

<h3>Introduction</h3> Although researchers have recently paid more attention workplace social capital(WSC), which was found to associate with health and health-related behaviours, such as smoking, physical activity and medicine adherence. Theoretically, WSC facilitates to solve collective action problems, so WSC may associate with job performance. However, there was sparse evidence on association between WSC and job performance, and most of them conducted in developed countries. In order to fill the gap, a multilevel study was conducted in shanghai, China. <h3>Methods</h3> A cross-sectional study was conducted among 2380 workers from 33 workplace in Shanghai from December 2016 to March 2017. Job performance was measured by The World Health Organisation Health and Work Performance Questionnaire. WSC was measured by Chinese version of Workplace Social Capital Scale. Data were analysed using STATA 13.0. <h3>Results</h3> Four-week relative absenteeism was 0.055 (95% CI: 0.045 to 0.065), and relative presenteeism was 1.037 (95% CI: 1.030 to 1.045). Multilevel generalised linear models indicated that individual-level WSC was negatively associated with relative absenteeism (<i>β</i>=−0.065, 95% CI: −0.100 to −0.029), both individual-level and aggregated-level WSC were positively associated with relative presenteeism (<i>β</i>=0.038, 95% CI: 0.015 to 0.061;<i> β</i>=0.042, 95% CI: 0.019 to 0.065) after controlling for demographic characteristic and self-rated health. <h3>Conclusion</h3> Consistent with previous findings, the current study found that workplace social capital is also associated with job performance in China context. So building workplace social capital may improve job performance.

This study examines the effects of isolation among information technology (IT) workers on organizational commitment, job satisfaction, and job performance. A survey questionnaire was used to measure the impact of worker isolation on organizational commitment, job satisfaction, and job performance. The survey instrument was first tested for validity and then emailed to 500 IT employees working in Fortune 500 companies in the United States. A total of 101 valid responses were received. Statistical analysis of the survey data was conducted using reliability testing and correlation analysis. The findings reveal a statistically significant relationship between worker isolation and job performance. The results also indicate that higher organizational commitment leads to higher job satisfaction, which in turn results in improved job performance among IT workers. This study is not an exhaustive survey of all organizations in the United States, as it considers only the opinions of IT employees from selected companies. A case study approach may provide a more in-depth analysis of the relationship between isolation and performance. Organizations should make the necessary investments to develop strategies to address worker isolation in the IT sector and mitigate its effects on job performance. This study provides valuable empirical evidence for the design and implementation of competitive strategies and for determining appropriate dimensions of job performance measurement.

Type of the article: Research ArticleAbstractThe emphasis on responsible business practices has increased interest in how socially responsible human resource management (SRHRM) shapes employee attitudes and behaviors. However, empirical evidence on how SRHRM contributes to employee job performance in emerging economies remains limited. This study examines the influence of SRHRM on job performance through employee commitment and organizational citizenship behavior (OCB). The analysis was conducted among full-time employees working in production, technical, and administrative positions in foreign direct investment (FDI) enterprises located in Vietnam’s Southern Key Economic Region. To ensure respondents had sufficient exposure to organizational HR practices, only employees with a minimum tenure of six months were included in the sample, consistent with recommendations that employees require adequate organizational experience to reliably evaluate HRM practices.A quantitative survey was administered from March to May 2025 using a structured questionnaire, yielding 868 valid responses collected through a stratified–convenience sampling approach. Structural equation modeling was applied to test the proposed relationships. The results show that SRHRM significantly enhances employee commitment (β = 0.579, p &amp;amp;lt; 0.001) and OCB (β = 0.615, p &amp;amp;lt; 0.001). Both mediators positively affect job performance, with employee commitment (β = 0.322) and OCB (β = 0.440) demonstrating meaningful contributions. Significant indirect effects were also observed via commitment (β = 0.187) and OCB (β = 0.271). The model explains 39.7% of the variance in job performance. These findings confirm the role of SRHRM in fostering positive employee attitudes and behaviors, thereby improving job performance in FDI enterprises operating in emerging markets.

The purpose of this study was to analysed and discuss the positive and significant influence between Training and Development and Transformational Leadership on Job Performance and Job Satisfaction in Banking Employees. The research method used is Quantitative research. The data collection techniques used are through observation activities, interviews with several sources, and questioner distribution activities distributed via google form. The data analysis used is descriptive statistics, Structural Equation Modelling (SEM) approach and Smart PLS analysis. The results showed that there was an influence between the independent variables (transformational leadership, training and development, job satisfaction) on the dependent variable (Job Performance). The conclusion of the research is that this research contradicts previous research which explains that the training and development strategy carried out can improve Job Performance. This research is limited to the variables of Job Performance, Training &amp; Development, Job Satisfaction, and Transformational Leadership, with the object of research in banking companies.