Discussion
The term organizational behavior can be defined as the study of interaction of employees in a group. This study is generally applied in order to create a highly efficient business organization. The relationship between job involvement and its relationship with job performance can be considered to be a highly crucial aspect of organizational behavior. Job involvement can be defined as the physiological as well as emotional extent to which an employee participates in his work, profession and economy. Top performers are found to be engaged in their work and possess high job involvement. When it comes to job performance of the employees, it can be defined as the assessment of an individual to perform well in a job. Over the years of several studies have been conducted in order to understand the relation between job involvement as well as job performance of the employees. In the following paragraph, review of relevant scholarly literatures associated with the above mentioned topic will be conducted.
According to Ho, Wong and Lee (2011), Job involvement can be defined as the state of physiological identification with the work that is, the degree to which the job is considered to be the central part of the employee’s personality. From organizational perspective, job involvement is regarded as the key to unlock motivation of the employees as well as enhance productivity. Ho, Wong and Lee (2011) stated that job involvement is comprised of a key to performance, motivation, satisfaction as well as personal growth within the workplace. It contributes to the effectiveness, morale as well as productivity by deeply engaging the employees into their activity and thus enhancing its experience as well as meaningfulness. Christian, Garza and Slaughter (2011) stated that effective job involvement takes place when the job develops the potential to enhance the physiological needs of the employees that includes reorganization, achievement, security and meaning. Fu and Deshpande (2014) opined that job involvement possess the potential to enhance the work performance of the employees by proving them with the motivation to exert greater effort along with using their creativity to some issues associated with day to day work effectively. The benefits of job involvement can be considered partly as a result of personality as well as characteristic of the employee and partly o the job design, facilities, behavior of the supervisor. For instance individuals who possess certain personality trait that includes need for achievement, internal locus of control and work ethic endorsement are more likely to have high job involvement. When it comes to organizational favors job profiles that are effectively designed, organizations that contains efficient Human resource, workplace ethics, corporate policies, effective leave structure and work friendly environment. Naderi Anari (2012), stated that among all these factors, job design factors appear to possess a stronger influence on job involvement of the employees for individuals who posses stronger drive to satisfy psychological needs of higher order.
The point of concern in job involvement can be considered as the ultimate consequences of this occurrence that can be explained that if the employees put forth considerable efforts for the attainment of the personal as well as organizational objectives. This leads to more productivity and the employee will ultimately retain with the company. In contrast, employees who possess lower degree of involvement are most likely to obtain lower job satisfaction are more inclined towards living the organization. Altaf and Awan (2011) stated that employees who posses lower job involvement, invest their energy on activities that are not beneficial for the organization or prefers not to invest their energy. Thus, higher number of lower- job involved employees posses the potentiality to reduce the productivity of the organization. This in turn, reduces the revenue of the organization. Not only this, employees who are not job involved demonstrate lack of loyalty or commitment towards the organization. Hippel, Kalokerinos and Henry (2013) have found that the less job involved employees are more licitly to resign the organization. Job performance I found to have a vital effect on different import outcomes. When it comes to job performance Wong and Laschinger (2013) stated that varied work behavior of the staffs can b defined as the major consequences of job involvement. Thus it can be hypothesized that work environment does impose impact on the motivation as well as effort of the employees. According to Dane and Brummel (2014) the population correlation is non significant between the job involvement as well as the overall performance of the employees.
Importance of Job involvement
A debate exists between different researchers about the importance of job involvement of the employees for the success of the organization as well as for retaining the staffs by diminishing the intention to leave. However, the question arises about the role of the organizations to help the employees to get more satisfied wit their work and get involved. In order to answer the question Lu, Barriball, Zhang and While ( 2012) presented some major practices that possess the potential to enhance involvement level of the employees. They proposed 4 elements for making the employees more involved in the job and demonstrate more loyalty to the organizations.
Empowerment can be defined as the degree of decision making that enhances the feeling of being involved with the organization. Empowering the employees not only enhances their confidence, but also enhances their loyalty towards the organization.
Information refers to data about the quantity as well as quality of business operations like unit outputs, costs and consumer reactions. Effective information sharing helps the employees to become more informed about various aspects of the institution.
Knowledge is defined as the level an employee can reach after gaining information from the organization. Enhanced knowledge eases the work of the employees and thus provides them with the opportunity to perform difficult task and thus enhance their competency level.
The rewarding system is considered to be a crucial tool the employees with extrinsic motivation.
Le et al. (2011) stated that employees with high job involvement posses some common characteristics. For instance, when it come to personality traits, job involved employees are found to be high in both internal as well as external motivation. They possess high self esteem as well as workplace ethics. However, when it comes to demographics, employees with higher job involvement do not depend on factors like age, education, gender and education. However, Ho Wong and Lee (2011) argued that salary as well as education are the two demographic factors which is directly proportional to job involvement. High compensation acts an extrinsic motivation for a good number of employees that possess the potential to enhance their loyalty as well as commitment towards their job. Job involved employees finds their official activity meaningful as well as challenging. If a major challenge is encountered by an job involved employee, instead of trying to avoid or pass of the issue, try to solve it with feasible techniques and gain intrinsic motivation after solving the issue. They participate in the setting of performance standards as well as to maintain positive relationship with supervisors who provide them with ample feedback on their performance. Apart from being committed to their immediate job, job involved employees are found to be strongly committed to work in general along with career achievement and advancement.
Christian Garza and Slaughter ( 2011 )opined that employees who posses high job involvement are more likely to obtain high job satisfaction, compared to employees with lower job involvement. He also added that these employees find the content of the work intrinsically satisfying. Job satisfaction of highly job involved employees prevails even when their supervisor lacks communicative skills or lacks leadership skills. They tend to possess strong affectionate bond to their official work as well as for the organization they are working for. As a result of this, highly job involved employees are le likely to undergo resignation. When it comes to side effects of job involvement Fu, W. and Deshpande (2014) stated that job involvement generally do not posses systematic negative side effects that includes physical, social as well as cytological issues. However, unsystematic or overly involved employees often tend to destroy their work life balance which in turn results in somatic health issues, and work-family conflicts. Le et al. (2011) stated that no connection exists between personal life satisfaction and job involvement. Neither does job involved employees are highly involved towards activities outside work.
Conclusion
From the above discussion it can be concluded that job involvement is directly proportional to the job performance of the employees. Several personal as well as organizational factors are found to be responsible for the job involvement of the employees. Employee engagement and involvement enhances the revenue of the organization by enhancing their productivity. On the other than lower job involvement possess the capability of reducing the performance of the organization. Finally, it has been found that organizations also need to involve major practices like empowerment, effective information sharing, contributing knowledge and rewarding system in order to enhance job involvement of the employees.
Reference
Altaf, A. and Awan, M.A., 2011. Moderating affect of workplace spirituality on the relationship of job overload and job satisfaction. Journal of business ethics, 104(1), pp.93-99.
Christian, M.S., Garza, A.S. and Slaughter, J.E., 2011. Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel psychology, 64(1), pp.89-136.
Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), pp.339-349.
Ho, V.T., Wong, S.S. and Lee, C.H., 2011. A tale of passion: Linking job passion and cognitive engagement to employee work performance. Journal of Management Studies, 48(1), pp.26-47.
Naderi Anari, N., 2012. Teachers: emotional intelligence, job satisfaction, and organizational commitment. Journal of workplace Learning, 24(4), pp.256-269.
von Hippel, C., Kalokerinos, E.K. and Henry, J.D., 2013. Stereotype threat among older employees: relationship with job attitudes and turnover intentions. Psychology and aging, 28(1), p.17.
Wood, S., Van Veldhoven, M., Croon, M. and de Menezes, L.M., 2012. Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human relations, 65(4), pp.419-445.
Wong, C.A. and Laschinger, H.K., 2013. Authentic leadership, performance, and job satisfaction: the mediating role of empowerment. Journal of advanced nursing, 69(4), pp.947-959.
Dane, E. and Brummel, B.J., 2014. Examining workplace mindfulness and its relations to job performance and turnover intention. Human Relations, 67(1), pp.105-128.
Lu, H., Barriball, K.L., Zhang, X. and While, A.E., 2012. Job satisfaction among hospital nurses revisited: a systematic review. International journal of nursing studies, 49(8), pp.1017-1038.
Le, H., Oh, I.S., Robbins, S.B., Ilies, R., Holland, E. and Westrick, P., 2011. Too much of a good thing: Curvilinear relationships between personality traits and job performance. Journal of Applied Psychology, 96(1), p.113.
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