Octapace Cultural Dimensions And Employee Contextual And Task Performance Measures
Keywords:
OCTAPACE cultural dimensions, SEM, Empirical modelling, HRM, work performance
Abstract
Several studies have been conducted in the past with regards to researching the predictors and factors of organizational culture and job performance. The present investigation was necessary since there are few studies linking organisational culture using OCTAPACE cultural dimensions with contextual and task performance measures in the hospitality sector. This study intends to investigate how organisational culture affects employee performance. A multistage sampling procedure was used to carry out the study in the state of Kerala. A standardised questionnaire was used to gather the responses from 290 hotel staff members. The outcomes of multiple regression demonstrated that the cultural dimensions influence employee performance through different cultural dimensions. Employees perform better in context and on tasks when they are trusted, experimentation, and autonomy are important organisational culture sub-variables that have been identified as major determinants. According to the study, culture affects how well individuals perform on tasks and in context. Government and commercial organisations can apply the study's results in practise to boost employee productivity in the hospitality sector. The study's findings can be used to guide future research. The study sheds light on the ways and degrees to which cultural factors might influence contextual and task performance. The current study advances the body of knowledge by examining how culture affect task and contextual job performance. The study's findings may be used by managers and policymakers to enhance organisational culture and employee performance in the hotel industry. Future research is made possible by this work.
References
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32. Prasongthan, S. and Suveatwatanakul, C. (2017), “Employee engagement model: a study of Thai hotel industry”, International Journal of Management and Applied Science, Vol.3 No. 3, pp. 17-22.
33. Pratiwi, N.J., Jamaluddin, J., Niswaty, R. and Salam, R.(2019), “The influence of work facilities on employee performance at the regional financial management agency secretariat section of south Sulawesi province”, Jurnal Ad’ministrare, Vol. 6 No. 1, pp. 35-44.
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35. Robbins, S.P. (2005), Organizational Behavior, Prentice Hall.
Sadiqe, M. (2014), “Employee engagement in hospitality industry in India: an overview”, Global Journal
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37. Salanova, M., Agut, S. and Peiro, J.M. (2005), “Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate”, Journal of Applied Psychology, Vol. 90 No. 6, pp. 12-17.
38. Singh, A.K. (2010), “A study of HRM practices and organizational culture in selected private sector organizations in India”, Acta Oeconomica Pragensia, Vol. 4, pp. 64-80.
39. Subrahmanian, M.U. (2012), “Achieving high involvement and satisfaction through octapace culture in its companies”, ZENITH International Journal of Business Economics & Management Research, Vol. 2 No. 5, pp. 131-138.
40. Sukayana, G.A. and Putri, I.A.D. (2019), “Tri Hita Karana culture and organizational commitments moderate: effect of participation on budgetary slack”, International research journal of management, IT and social sciences, Vol. 6 No. 4, pp. 180-188.
41. Widiani, N.P., Putri, A.M.A.D., Sari, M.M.R. and Wirajaya, I.G.A. (2019), “The effect of love of money and emotional intelligence on employee performance with organizational citizenship behavior as mediating variable”, International Research Journal of Engineering, IT & Scientific Research, Vol. 5 No. 1, pp. 39-49.
42. Zhang, H.Q. and Wu, E. (2004), “Human resources issues facing the hotel and travel industry in China”, International Journal of Contemporary Hospitality Management, Vol. 16 No. 7, pp. 424-428.
2. Bakker, A.B., Demerouti, E. and Lieke, L. (2012), “Work engagement, performance, and active learning: the role of conscientiousness”, Journal of Vocational Behavior, Vol. 80 No. 2, pp. 555-564.
3. Bakker, A.B., Hakanen, J.J., Demerouti, E. and Xanthopoulou, D. (2007), “Job resources boost work engagement, particularly when job demands are high”, Journal of Educational Psychology, Vol. 99 No. 2, pp. 274-284.
4. Baptiste, N.R. (2008), “Tightening the link between employee wellbeing at work and performance, a new dimension for HRM. Management Decision”, Management Decision, Vol. 46 No. 2, pp. 284-309.
5. Behrman, D.N. and Perreault, W.D. (1982), “Measuring the performance of industrial salespersons”, Journal of Business Research, Vol. 10 No. 3, pp. 355-370.
6. Bing, M.N. and Lounsbury, J.W. (2000), “Openness and job performance in US-based Japanese manufacturing companies”, Journal of Business and Psychology, Vol. 14 No. 3, pp. 515-522.
7. Bommer, W.H., Johnson, J.L., Rich, G.A., Podsakoff, P.M. and MacKenzie, S.B. (1995), “On the interchangeability of objective and subjective measures of employee performance: A meta analysis”, Personnel Psychology, Vol. 48 No. 3, pp. 587-605.
8. Borman, W.C. and Motowidlo, S.J. (1993), “Expanding the criterion domain to include elements of contextual performance”, in Schmitt, N. and Borman, W.C. (Eds), Personnel selection in organizations, Jossey-Bass, San Francisco.
9. Borman, W.C., White, L.A. and Dorsey, D.W. (1995), “Effects of rate task performance and interpersonal factors on supervisor and peer performance ratings”, Journal of Applied Psychology, Vol. 80, pp. 168-177.
10. Buil, I., Martínez, E. and Matute, J. (2019), “Transformational leadership and employee performance: the role of identification, engagement and proactive personality”, International Journal of Hospitality Management, Vol. 77, pp. 64-75.
11. Carrell, M.R. and Elbert, N.F. (1974), “Some personal and organizational determinants of job the satisfaction of postal clerks”, Academy of Management Journal, Vol. 17 No. 2, pp. 368-372.
12. Christen, M., Iyer, G. and Soberman, D. (2006), “Job satisfaction, job performance, and effort: a reexamination using agency theory” Journal of Marketing, Vol. 70 No. 1, pp. 137-150.
13. Conway, J.M. (1999), “Distinguishing contextual performance from task performance for managerial jobs”, Journal of Applied Psychology, Vol. 84, pp. 3-13.
14. Chughtai, A.A. and Buckley, F. (2011), “Work engagement: antecedents, the mediating role of learning goal orientation and job performance”, Career Development International, Vol. 16 No. 7, pp. 684-705.
15. De Romario, F., Dwija, I.G.A.M.A., Badera, I.D.N. and Putra, I.N.W.A. (2019), “Effect of budget participation towards regional government managerial performance”, International Research Journal of Management, it and Social Sciences, Vol. 6 No. 3, pp. 101-107.
16. Fauzi, M., Warso, M.M. and Haryono, A.T. (2016), “Pengaruh budaya organisasi dan kepuasan kerja terhadap kinerja karyawan dengan komitmen organisasi sebagai variabel intervening (studi pada karyawan PT. toys games Indonesia semarang)”, Journal of Management, Vol. 2 No. 2, pp. 32-40.
17. Goodman, S.A. and Svyantek, D.J. (1999), “Person–organization fit and contextual performance: do shared values matter”, Journal of Vocational Behavior, Vol. 55 No. 2, pp. 254- 275.
18. Greenberg, J. and Baron, R.A. (2003), Behavior in Organizations: Understanding and Managing the Human Side of Work, Prentice, Englewood Cliffs, NJ.
19. Hartline, M.D. and Jones, K.C. (1996), “Employee performance cues in a hotel service environment: influence on perceived service quality, value, and word-of-mouth intentions”, Journal of Business Research, Vol. 35 No. 3, pp. 207-215.
20. Hofhuis, J., van der Rijt, P.G.A. and Vlug, M. (2016), “Diversity climate enhances work outcomes through trust and openness in workgroup communication”, Springer Plus, Vol. 5, p. 714.
21. Hofstede, G. (1989), “Organizing for cultural diversity”, European Management Journal, Vol. 7 No. 4, pp. 389-96.
22. Janssen, P.P., De Jonge, J. and Bakker, A.B. (1999), “Specific determinants of intrinsic work motivation, burnout and turnover intentions: a study among nurses”, Journal of advanced nursing, Vol. 29 No. 6, pp. 1360-1369.
23. Jena, L., Sajeet, P. and Nrusingh, P. (2018), “The pursuit of organisational trust: role of employee engagement, psychological well-being and transformational leadership”, Asia Pacific Management Review.
24. Kalia, N. and Bhardwaj, B.(2019), “Contextual and task performance: do demographic and organizational variables matter?”, Rajagiri Management Journal, Vol 13 No. 2, pp. 30-42.
25. Kim, T. and Chang, J. (2019), “Organizational culture and performance: a macro-level longitudinal study. Leadership & Organization Development Journal.
26. Marcus, A. and Gopinath, N.M. (2017), “Impact of the demographic variables on the employee engagement – analysis. ICTACT”, Journal on Management Studies, Vol. 03 No. 02, pp. 202-510.
27. Maroudas, L., Kyriakidou, O. and Vacharis, A. (2008), “Employees’ motivation in the luxury hotel industry: the perceived effectiveness of human-resource practices”, Managing leisure, Vol. 13 No. 3, pp. 258-271.
28. Motowidlo, S.J. and Van Scotter, J.R. (1994), “Evidence that task performance should be distinguished from contextual performance”, Journal of Applied psychology, Vol. 79 No. 4, pp. 475-480.
29. O’Reilly, C.A., Chatman, J. and Caldwell, D.F. (1991), “People and organizational culture: a profile comparison approach to assessing person-organization fit”, Academy of Management Journal, Vol. 34 No. 3, pp. 487-516.
30. Pareek, U. (1994), Effective Organizations: Beyond Management to Institution Building, Oxford & IBH, New Delhi.
31. Pettigrew, A.M. (1979), “On studying organizational cultures. Administrative Science Quarterly”, Vol. 24, pp. 570-581.
32. Prasongthan, S. and Suveatwatanakul, C. (2017), “Employee engagement model: a study of Thai hotel industry”, International Journal of Management and Applied Science, Vol.3 No. 3, pp. 17-22.
33. Pratiwi, N.J., Jamaluddin, J., Niswaty, R. and Salam, R.(2019), “The influence of work facilities on employee performance at the regional financial management agency secretariat section of south Sulawesi province”, Jurnal Ad’ministrare, Vol. 6 No. 1, pp. 35-44.
34. Prihantari, G.A.P.E. and Astika, I.B.P. (2019), “Effect of role overload, budget participation, environmental uncertainty, organizational culture, competence, and compensation on employee performance”, International research journal of management, IT and social sciences, Vol. 6 No. 4, pp. 197-206.
35. Robbins, S.P. (2005), Organizational Behavior, Prentice Hall.
Sadiqe, M. (2014), “Employee engagement in hospitality industry in India: an overview”, Global Journal
36. of Finance and Management, Vol. 6 No. 4, pp. 375-378.
37. Salanova, M., Agut, S. and Peiro, J.M. (2005), “Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate”, Journal of Applied Psychology, Vol. 90 No. 6, pp. 12-17.
38. Singh, A.K. (2010), “A study of HRM practices and organizational culture in selected private sector organizations in India”, Acta Oeconomica Pragensia, Vol. 4, pp. 64-80.
39. Subrahmanian, M.U. (2012), “Achieving high involvement and satisfaction through octapace culture in its companies”, ZENITH International Journal of Business Economics & Management Research, Vol. 2 No. 5, pp. 131-138.
40. Sukayana, G.A. and Putri, I.A.D. (2019), “Tri Hita Karana culture and organizational commitments moderate: effect of participation on budgetary slack”, International research journal of management, IT and social sciences, Vol. 6 No. 4, pp. 180-188.
41. Widiani, N.P., Putri, A.M.A.D., Sari, M.M.R. and Wirajaya, I.G.A. (2019), “The effect of love of money and emotional intelligence on employee performance with organizational citizenship behavior as mediating variable”, International Research Journal of Engineering, IT & Scientific Research, Vol. 5 No. 1, pp. 39-49.
42. Zhang, H.Q. and Wu, E. (2004), “Human resources issues facing the hotel and travel industry in China”, International Journal of Contemporary Hospitality Management, Vol. 16 No. 7, pp. 424-428.
Published
2024-09-09
How to Cite
Mr. Mohammed Yashik. P, & Dr. Rincy V. Mathew. (2024). Octapace Cultural Dimensions And Employee Contextual And Task Performance Measures. Revista Electronica De Veterinaria, 25(1S), 1143 -1152. https://doi.org/10.69980/redvet.v25i1S.1049
Section
Articles
