THE MEDIATING ROLE OF WORK INVOLVEMENT IN A JOB CHARACTERISTICS AND JOB PERFORMANCE RELATIONSHIP 1 By: Johanim Johari Khulida Kirana Yahya Abdullah Omar Department of Management Studies College of Business University Utara Malaysia
INTRODUCTION Job characteristics - systems or situational factors affecting the psychological and attitudinal condition (Hackman & Oldham, 1975). Job Characteristics Theory (Hackman & Oldham, 1975)- enriched and motivating job design provides opportunity to use different skills and talents, associate or identify with the task, feel empowered through autonomy, and get feedback. Enriched and complex jobs - positive attitudinal outcomes, determines the incumbents behavior. 2
INTRODUCTION Empirical evidences (e.g. Ang, Van Dyne, & Begley, 2003; Chiu & Chen, 2005; Parker, Axtell, & Turner, 2001; Parys, 2003; Thakor & Joshi, 2005; O Reilly & Anderson, 1980; Van den Berg & Feij, 2003) have demonstrated a significant and positive influence of job characteristics on job performance. Attitudinal condition as a mediator to better understand and explain the theorized relationship (Langfred & Moye, 2004; Fried & Ferris,1987). 3
OBJECTIVE OF THE STUDY To determine the significance of work involvement as a plausible mediating variable between job characteristics and job performance relationship by testing a hypothesized structural equation model. 4
LITERATURE REVIEW THE JOB CHARACTERISTICS THEORY (1975)
LITERATURE REVIEW Job performance- the most important criterion measure in research (Borman, 2004a; Borman & Motowidlo, 1993, 1997; Organ 1997). Schmitt and Chan (1998) - can-do and will-do. Cardy and Dobbins in Williams (2002) - work outcomes and job relevant behaviors. Job performance measure reflects the organizational performance (Gomez-Mejia et al., 2007; Jex & Britt, 2008; Sacket, Berry, Wiemann, & Laczo, 2006; Wall, Michie, Patterson, Wood, Sheehan, Clegg, & West, 2004). 6
LITERATURE REVIEW Work involvement - the extent to which employees are normally interested in, identified with, and are preoccupied with their work in relative to other aspects of their life (Kanungo, 1982a). It is an attitudinal condition that reflects a single-dimensional cognitive response. 7
LITERATURE REVIEW Langfred and Moye (2004) and Fried and Ferris (1987) noted that mediators in the Job Characteristics Theory are not limited to psychological aspects. This study tests the theory by adding in work involvement as a mediating factor in the theorized link. 8
THE THEORETICAL MODEL OF THE STUDY Skill variety Task identity Task significance Autonomy Work involvement Job performance Task performance OCB Feedback 9
METHODOLOGY Procedures and Measures Self-administered questionnaires - nine public service agencies and departments in the Northern region of Peninsular Malaysia. Respondents respond to the items use a seven-point Likert scale (i.e. 1= strongly disagree, 7= strongly agree). 10
METHODOLOGY Procedures and Measures Questionnaires consist of 15 items on job characteristics, 5 items on work involvement, and 25 items on job performance. 500 questionnaires distributed, 268 returned, and 256 usable. 11
INSTRUMENTATION Dimensions Operational definitions Sample items Job characteristics Job design that results in three psychological states namely meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of work performed, which will bring about positive work outcomes (Hackman & Oldham, 1975). Skill variety The job entails various activities, which require the incumbent to demonstrate a number of skills and talent. Task identity The job demands completion of a whole and identifiable piece of work, which is performing a certain job from the beginning to an end with a visible outcome. Task significance The job has a significant effect on the lives or work of others, be it in the immediate organization or in the external environment. Autonomy The job gives substantial freedom, independence, and discretion to the individual in planning the work and in determining the procedures to be used in performing it. Feedback The performing work activities required by the job, results in the individual being given direct and clear information about the effectiveness of the job holder s performance. This job requires me to do many different things at work, using a variety of skills and talents. This job requires me to use a number of complex or high level skills. This job involves doing a whole and identifiable piece of work with an obvious beginning and end. This job provides me the chance to completely finish the pieces of work I begin. The result of my job is likely to significantly affect the lives or well being of other people. This job is one where a lot of other people can be affected by how well the works get done. This job permits me to decide on my own on how to go about doing the work. This job gives me considerable opportunity for independence and freedom in how I do the work. Besides feedback from my co-workers or supervisors, this job actually provides clues on how well I am doing my work. Just doing the work required by the job provides many chances for me to figure out how well I am doing. 12
INSTRUMENTATION Dimensions Operational definitions Sample items Job performance Behavioral components of task performance and organizational citizenship behavior (Motowidlo, Borman, & Schmit, 1997). Task performance Behavioral dimensions of performance in job-specific task proficiency (William and Anderson (1990) He/she fulfills the responsibilities stated in his/her job descriptions. He/she performs tasks that are expected of him/her. Organizational citizenship behavior Behaviors that in aggregate, across time and across persons, contribute to organizational effectiveness (Organ, 1997). Sportsmanship The level to which one does not complain because he or she has a positive attitude (Organ, 1990). Altruism The extent to which employees help their coworkers to perform tasks (Organ, 1990). Courtesy Behaviors in which employees take step to prevent problems with others (Organ, 1990). Civic virtue Behaviors in which one contributes to the political aspect in the organization (Organ, 1990). Conscientiousness Behaviors in which employees perform tasks well beyond the minimum required level (Organ, 1990).. He/she always complains about things that are not important. He/she always makes a big issue out of small matters. He/she helps new workers to adapt even though it is not required of him/her to do so. He/she willingly helps others who have problems with their work. He/she tries to prevent him/herself from creating problems for his/her coworkers. He/she does not abuse the rights of others. He/she reads and follows all announcements, memos, and others given out by the organization. He/she keeps up to date with changes in the organization. He/she follows the company s rules and regulations even when no one is watching. He/she does not take extra time for breaks. Voice behavior Behaviors in which employees make innovative suggestions for change and recommending modifications to standard procedures (Morrison & Phelps, 1999; Van Dyne & Le Pine, 1998). He/she makes innovative suggestions to improve this department. He/she tries to adopt improved procedures for this department. 13
ANALYTICAL PROCEDURES Statistical Package for Social Sciences (SPSS) version 14 Analysis of Moment Structures (AMOS) 16 1 Data screening Internal consistency reliability Cronbach s Alpha 2 Exploratory Factor Analysis Principal axis factoring & direct oblique rotation Confirmatory Factor Analysis Goodness of fit of measurement models 3 Structural Equation Model Tucker-Lewis Index (TLI), Comparative Fit Index (CFI), Root Mean Square Error of Approximation (RMSEA), Root Mean Residual (RMR) 14
RESEARCH FINDINGS Demographic Profiles of the Respondents Demographic factors Category Number of respondents Percentage Gender Male 158 61.70 Female 98 38.30 Total 256 100 Age 30 and below 141 55.08 31-40 years 54 21.09 41-50 years 42 16.41 Above 50 years 19 7.42 Total 256 100 Race Malay 252 98.40 Chinese 3 1.20 Indian 1 0.40 Total 256 100 Total 256 100 Organizational tenure 1-10 years 184 72.20 More than 10 years 71 27.80 Total 255 100.0 Job tenure 1-10 years 210 83.00 More than 10 years 43 17.00 Total 256 100 Position Support staff 243 94.90 Management & Professional 13 5.10 Total 256 100 15
RESEARCH FINDINGS Table 1 Reliability of All Dimensions Examined Variables Items Mean Standard Deviation Cronbach s alpha Skill variety 3 4.883 0.258 0.818 Task identity 3 5.072 0.059 0.839 Task significance 3 5.131 0.043 0.795 Autonomy 3 4.448 0.037 0.860 Feedback 3 5.291 0.195 0.840 Work involvement 5 5.717 0.006 0.938 Job performance 25 5.523 0.099 0.913 16
RESEARCH FINDINGS Table 2 Model Fit Statistics for All Measurement Models Measurement Model df χ 2 p NC RMSEA RMR TLI CFI Job characteristics 34 44.028 0.116 1.295 0.034 0.036 0.988 0.993 Work involvement 3 6.387 0.094 2.129 0.067 0.012 0.991 0.997 Job performance 9 12.484 0.187 1.387 0.039 0.011 0.991 0.987 Overall 320 600.696 0.000 1.877 0.059 0.057 0.918 0.936 measurement model 17
RESEARCH FINDINGS Table 4.20 Model Fit Statistics for the Hypothesized Structural Model Model df χ 2 p χ 2 /df RMSEA RMR TLI CFI Hypothesized model 171 331.537 0.000 1.939 0.061 0.045 0.940 0.951 18
RESEARCH FINDINGS Table 3 Results of Regression Analysis in the Structural Model Independent Mediator Dependent variable β-weight t-value variable Skill variety Work Involvement Job performance 0.002 0.003 Task identity Work Involvement Job performance 0.013 0.858 Task significance Work Involvement Job performance 0.154* 2.026 Autonomy Work Involvement Job performance 0.018 0.422 Feedback Work Involvement Job performance 0.670* 6.233 *p<0.05 19
RESEARCH FINDINGS Skill variety Task identity Task significance Autonomy 0.15* 0.67* Work involvement R 2 = 0.61 R 2 = 0.17 0.41* Job performance Feedback * p<0.05 20
RESEARCH FINDINGS Table 4 Standardized Indirect, Direct, and Total Effect Estimates of the Variables Interactions Independent Mediator Dependent Indirect Direct Total Mediating variable variable effect effect effect status Skill variety Work involvement Job performance 0.007 0.074 0.081 No mediation Task identity Work involvement Job performance -0.001-0.011-0.011 Not significant Task significance Work involvement Job performance 0.029 0.014 0.042 Fully mediating Autonomy Work involvement Job performance 0.004-0.023-0.019 Not significant Feedback Work involvement Job performance 0.084-0.045 0.039 Fully mediating 21
DISCUSSIONS Task significance was found to have a significant indirect influence on job performance. Task significance - level of effect of the job on the lives or work. Task significance accentuates a high level of work involvement. Public servants who are highly involved in their work are more likely to engage in positive and productive behaviors. 22
DISCUSSIONS Feedback significantly and indirectly influenced job performance. Jobs that provide adequate feedback - upgrade the quality of work done. Therefore, public servants continuously improve their job performance. 23
IMPLICATIONS AND CONCLUSIONS Additional empirical evidence in the domain of Job Characteristics Theory. Work involvement has played a significant mediating role in explaining task significance, feedback, and job performance relationships. Skill variety, task significance, and feedback are important in promoting high levels of work involvement and job performance. 24
Thank You for Your Attention 25