Employee performance is increasingly recognized as
one of the key variables in human resources management, and has been the
subject of increasing interest and research by many scholars. Given the dynamic
and volatile business environment, the survival of any business depends on the
ability of its work force to perform well in order to achieve its goals.
However, in some businesses the reality is not the same, where employees are
not performing well due to several factors such as low levels of affective
engagement and a lack of gender diversity, which are considered to be crucial
factors that influence employee performance. The low employee performance
observed in the textile industry in Tanzania can partly be explained by low
levels of affective engagement, and yet this sector is key to the economic
welfare of the country. Most of the reviewed studies have examined employee
performance based on a single dimension. This study investigated the influence
of affective engagement on employee performance considering the mediating
effect of gender diversity. The study sample consisted of 618 employees from
textile firms in four Tanzanian regions: Dar es Salaam, Mwanza, Shinyanga, and
Simuyu. Multistage sampling technique was employed, and descriptive and
structural equation model were used for data analysis. This study established
that affective engagement had a
statistically significant, positive influence on employees’ adaptive,
contextual and task performance, while gender diversity had a partial mediating
effect on the influence of affective engagement on contextual and task
performance. The study provided several recommendations, including the
suggestion that managers should promote an environment that fosters employees’
positive emotions, energy, and enthusiasm towards their roles.
References
[1]
Albdour, A. A., & Altarawneh, I. I. (2014). Employee Engagement and Organizational Commitment: Evidence from Jordan. International Journal of Business, 19, 192-212. http://www.craig.csufresno.edu/ijb/Volumes/Volume%2019/V192-5.pdf
[2]
Al-Mehrzi, N., & Singh, S. K. (2016). Competing through Employee Engagement: A Proposed Framework. International Journal of Productivity and Performance Management, 65, 831-843. https://doi.org/10.1108/IJPPM-02-2016-0037
[3]
Almomani, R. Z. Q. (2018). Do Employee Engagement Practices Affect Job Performance: A Study of Telecommunication Companies in Jordan. Global Journal of Management and Business Research: Administration and Management, 18, 9-20. https://journalofbusiness.org/index.php/GJMBR/article/view/2616
[4]
Ball, G. A., Trevino, L. K., & Sims, H. P. (1994). Just and Unjust Punishment: Influences on Subordinate Performance and Citizenship. Academy of Management Journal, 37, 299-322. https://doi.org/10.5465/256831
[5]
Benjamin, A. (2012). The Influence of Affective Commitment on Citizenship Behavior and Intention to Quit among Commercial Banks’ Employees in Nigeria. Journal of Management and Sustainability, 2, 54-68. https://doi.org/10.5539/jms.v2n2p54
[6]
Bilal, H., Shah, B., Yasir, M., & Mateen, A. (2019). Employee Engagement and Contextual Performance of Teaching Faculty of Private Universities. Journal of Managerial Sciences, 9, 81-88. https://www.qurtuba.edu.pk/jms/default_files/JMS/9_1/JMS_January_June2015_81-88.pdf
[7]
Birkinshaw, J., Nobel, R., & Ridderstråle, J. (2002). Knowledge as a Contingency Variable: Do the Characteristics of Knowledge Predict Organization Structure? Organization Science, 13, 274-289. https://doi.org/10.1287/orsc.13.3.274.2778
[8]
Christian, M., Garza, A., & Slaughter, J. (2011). Work Engagement: A Quantitative Review and Test of its Relations with Task and Contextual Performance. Personnel Psychology, 64, 89-136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
[9]
Corner, D. R. (2003). Leading at the Edge of Chaos: How to Create a Nimble Organization. John Wiley.
[10]
Cropanzano, R., Stein, J. H., & Nadisic, T. (2010). Social Justice and the Experience of Emotions. Routledge. https://doi.org/10.4324/9780203840474
[11]
Elsaid, A. M. (2012). The Effects of Cross-Cultural Work Force Diversity on Employee Performance in Egyptian Pharmaceutical Organizations. Business and Management Research, 1, 162-179. https://doi.org/10.5430/bmr.v1n4p162
[12]
Fadila, K., & Salleh, N. M. (2016). Employee Emotional Engagement and Impact on Organizational Performance after Acquisition. Paper presented at the 17th International Conference on Human Resource Development Research and Practice across Europe.
[13]
Fisher, C. D. (2010). Happiness at Work. International Journal of Management Reviews, 12, 384-412. https://doi.org/10.1111/j.1468-2370.2009.00270.x
[14]
Guo, Y., Du, H., Xie, B., & Mo, L. (2017). Work Engagement and Job Performance: The Moderating Role of Perceived Organizational Support. Anales de Psicología/Annals of Psychology, 33, 708-713. https://doi.org/10.6018/analesps.33.3.238571
[15]
Halbesleben, J. R. B. (2010). A Meta-Analysis of Work Engagement: Relationships with Burnout, Demands, Resources, and Consequences. In A. B. Bakker, & M. P. Leitter (Eds.), Work Engagement: A Handbook of Essential Theory and Research (pp. 102-117). Psychology Press.
[16]
Hallberg, U. E., Johansson, G., & Schaufeli, W. B. (2007). Type A Behaviour and Work Situation: Associations with Burnout and Work Engagement. Scandinavian Journal of Psychology, 48, 135-142. https://doi.org/10.1111/j.1467-9450.2007.00584.x
[17]
Hesketh, B., & Neal, A. (1999). Technology and Performance. In D. R. Ilgen, & D. P. Pulakos (Eds.), The Changing Nature of Performance: Implications for Staffing, Motivation and Development (pp. 21-55). Jossey-Bass.
[18]
Hosie, P., Sharma, P., & Kingshott, R. P. J. (2019). ‘Happy Performing Managers’ Thesis: Testing the Mediating Role of Job-Related Affective Outcomes on the Impact of Role Stressor on Contextual Performance. International Journal of Manpower, 40, 356-372. https://doi.org/10.1108/IJM-04-2018-0124
[19]
Jagannathan, A. (2014). Determinants of Employee Engagement and their Impact on Employee Performance. International Journal of Productivity and Performance Management, 63, 308-323. https://doi.org/10.1108/IJPPM-01-2013-0008
[20]
Kaltiainen, J., & Hakanen, J. (2020). Fostering Task and Adaptive Performance through Employee Well-Being: The Role of Servant Leadership. BRQ Business Research Quarterly, 25, 28-43. https://doi.org/10.1177/2340944420981599
[21]
Kast, F. E., & Rosenzweig, J. E. (1973). Contingency Views of Organization and Management. Chicago, IL: Science Research Associates.
[22]
Keles, H., & Findikli, M. (2016). The Effect of the Meaningfulness of Work on Job Satisfaction, Job Stress and Intention to Leave. Global Journal of Business, Economics and Management, 6, 61-69. https://doi.org/10.18844/gjbem.v6i2.1370
[23]
Khan, F., Sohail. A., Khan, S. M., Uddin, M., & Basit, A. (2019). The Effect of Workforce Diversity on Employee Performance in Higher Education Sector. Journal of Management Information, 6, 1-8. https://doi.org/10.31580/jmi.v6i3.515
[24]
Khan, M. R., Ziauddin, Z., Jam, F. A., & Ramay, M. I. (2010). The Impacts of Organizational Commitment on Employee Job Performance. European Journal of Social Sciences, 15, 292-298. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1570544
[25]
Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., de Vet, H. C. W., & van der Beek, A. J. (2013). Construct Validity of the Individual Work Performance Questionnaire. Journal of Occupational and Environmental Medicine, 56, 331-337. https://doi.org/10.1097/JOM.0000000000000113
[26]
Kular, S., Gatenby, M., Soane, M., & Truss, K. (2008). Employee Engagement: A Literature Review (Working Paper #19). Kingston Business School.
[27]
Kumari, N., & Afroz, N. (2014). The Impact of Affective Commitment in Employees Life Satisfaction. Global Journal of Management and Business Research, 13, 25-30. https://globaljournals.org/GJMBR_Volume13/4-The-Impact-of-Affective-Commitment.pdf
[28]
Kyalo, J. M. K., & Gachunga, H. (2015). Effect of Diversity in Workplace on Employee Performance in the Banking Industry in Kenya. Strategic Journal of Business & Change Management, 2, 145-181. https://strategicjournals.com/index.php/journal/article/view/124/130
[29]
Lewicka, D. (2011). Creating Innovative Attitudes in an Organization: Comparative Analysis of Tools Applied in IBM Poland and ZPAS Group. Journal of Asia Pacific Business Innovation and Technology Management, 1, 1-12.
[30]
Luo, Z. X., Shi, K., Li, W. D., & Miao, D. M. (2008). Construct of Job Performance: Evidence from Chinese Military Soldiers. Asian Journal of Social Psychology, 11, 222-231. https://doi.org/10.1111/j.1467-839X.2008.00261.x
[31]
Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. (2009). Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage. Wiley-Blackwell.
[32]
Malhotra, N., & Mukherjee, A. (2004). The Relative Influence of Organizational Commitment and Job Satisfaction on Service Quality of Customer-Contact Employees in Banking Call-Centers. Journal of Services Marketing, 18, 162-174. https://doi.org/10.1108/08876040410536477
[33]
Mone, E. M., & London, M. (2010). Employee Engagement through Effective Performance Management: A Practical Guide for Managers. Routledge.
[34]
Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that Task Performance Should Be Distinguished from Contextual Performance. Journal of Applied Psychology, 79, 475-480. https://doi.org/10.1037/0021-9010.79.4.475
[35]
Mwinuka, L., & Maro, F. (2013). Analysis of Incentives and Disincentives for Cotton in the United Republic of Tanzania. Technical Notes Series, Monitoring and Analysing Food and Agricultural Policies, Food and Agriculture Organization. https://www.fao.org/in-action/mafap/resources/detail/en/c/396605/
[36]
National Bureau of Statistics. (2016). National Accounts of Tanzania Mainland 2001-2012. Ministry of Finance.
[37]
Noah, Y., & Steve, M. (2012). Work Environment and Job Attitude among Employees in a Nigerian Work Organization. Journal of Sustainable Society, 1, 36-43.
[38]
Odhiambo, M. W., Gachoka, H., & Rambo, C. (2018). Relationship between Gender Diversity and Employee Performance of Public Universities in Western Kenya. International Journal of Academic Research in Business and Social Sciences, 8, 249-272. https://doi.org/10.6007/IJARBSS/v8-i11/4898
[39]
Onwuchekwa, F., Onwuzuligbo, L., & Ifeanyi, T. T. (2019). Gender Diversity and Employee Engagement: A Study of Cable Manufacturing Companies in Anambra State, Nigeria. IOSR Journal of Business and Management, 21, 61-67.
[40]
Opeyemi, O. O., Moses, C. L., & Ebeguki, I. (2019). The Relationship between Information Interpretation and Employee Affective Engagement: A Literature Review. In Proceedings of ADVED, 2019: 5th International Conference on Advances in Education and Social Sciences.
[41]
Oxford, R. L. (1990). Language Learning Strategies: What Every Teacher Should Know. Newbury House.
[42]
Oxford, R. L., & Burry-Stock, J. A. (1995). Assessing the Use of Language Learning Strategies Worldwide with the ESL/EFL Version of the Strategy Inventory for Language Learning (SILL). System, 23, 1-23. https://doi.org/10.1016/0346-251X(94)00047-A
[43]
Park, Y., Lim, D. H., Kim, W., & Kang, H. (2020). Organizational Support and Adaptive Performance: The Revolving Structural Relationships between Job Crafting, Work Engagement, and Adaptive Performance. Sustainability, 12, Article No. 4872. https://doi.org/10.3390/su12124872
[44]
Park, D. (1996). Gender Role, Decision Style and Leadership Style. Women in Management Review, 11, 13-17.https://doi.org/10.1108/09649429610148737
[45]
Pradhan, R. K., & Jena, L. K. (2016). Employee Performance at Workplace: Conceptual Model and Empirical Validation. Business Perspectives and Research, 5, 69-85. https://doi.org/10.1177/2278533716671630
[46]
Pulakos, E. D., Arad, S., Donovan, M. A., & Plamondon, K. E. (2000). Adaptability in the Workplace: Development of Taxonomy of Adaptive Performance. Journal of Applied Psychology, 85, 612-624. https://doi.org/10.1037/0021-9010.85.4.612
[47]
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective Commitment to the Organization: The Contribution of Perceived Organizational Support. Journal of Applied Psychology, 86, 825-836. https://doi.org/10.1037/0021-9010.86.5.825
[48]
Rich, B., Lepine, J., & Crawford, E. (2010). Job Engagement: Antecedents and Effects on Job Performance. Academy of Management Journal, 53, 617-635. https://doi.org/10.5465/amj.2010.51468988
[49]
Rizwan, M., Khan, M. N., & Nadeem, B. (2016). The Impact of Workforce Diversity towards Employee Performance: Evidence from Banking Sector of Pakistan. American Journal of Marketing Research, 2, 53-60. https://www.semanticscholar.org/paper/The-Impact-of-Workforce-Diversity-Towards-Employee-Rizwan-Khan/85917e03e6f0d3d15dade810109e215646165b26
[50]
Rothbard, N. P. (2001). Enriching or Depleting? The Dynamics of Engagement in Work and Family Roles. Administrative Science Quarterly, 46, 655-684. https://doi.org/10.2307/3094827
[51]
Sahoo, P. (2013). The Growing Dominance of China in South Asia: An Indian Perspective. The International Trade Journal, 27, 111-141. https://doi.org/10.1080/08853908.2013.764241
[52]
Saks, A. M. (2006). Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21, 600-619. https://doi.org/10.1108/02683940610690169
[53]
Sekaran, U., & Bougie, R. (2010). Research Methods for Business: A Skill Building Approach. John Wiley & Sons.
[54]
Sharma, P., Kong, T. T. C., & Kingshott, R. P. (2016). Internal Service Quality as a Driver of Employee Satisfaction, Commitment and Performance: Exploring the Focal Role of Employee Well-Being. Journal of Service Management, 27, 773-797. https://doi.org/10.1108/JOSM-10-2015-0294
[55]
Schwab, A., Werbel, J. D., Hofmann, H., & Henriques, P. L. (2015). Managerial Gender Diversity and Firm Performance: An Integration of Different Theoretical Perspectives. Group & Organization Management, 41, 5-31. https://doi.org/10.1177/1059601115588641
[56]
Shuck, B., & Reio, T. S. (2013). Employee Engagement and Wellbeing: A Moderation Model and Implications for Practice. Journal of Leadership & Organizational Studies, 2, 43-58. https://doi.org/10.1177/1548051813494240
[57]
Shuck, B., Reio, G., & Rocco, T. S. (2011). Employee Engagement: An Examination of Antecedent and Outcome Variables. Human Resource Development International, 14, 427-445. https://doi.org/10.1080/13678868.2011.601587
[58]
Soane, E., Bailey, C., Alfes, K., Shantz, A., Rees, C., & Gatenby, M. (2012). Development and Application of a New Measure of Employee Engagement: The ISA Engagement Scale. Human Resource Development International, 15, 529-547. https://doi.org/10.1080/13678868.2012.726542
[59]
Sonnentag, S. (2003). Recovery, Work Engagement, and Proactive Behaviour: A New Look at the Interface between Non-Work and Work. Journal of Applied Psychology, 88, 518-528. https://doi.org/10.1037/0021-9010.88.3.518
[60]
Tenney, E. R., Poole, J. M., & Diener, E. (2016). Does Positivity Enhance Performance? Why, When, and What We Don’t Know. Research Organization Behavior, 36, 27-46. https://doi.org/10.1016/j.riob.2016.11.002
[61]
Thakre, N., & Mayekar, R. (2016). Hope, Organizational Commitment and Organizational Citizenship Behavior among Employee of Private Sector Organizations. Indian Journal of Positive Psychology, 7, 480-484.
[62]
Tims, M., Bakker, A. B., & Derks, D. (2015). Job Crafting and Job Performance: A Longitudinal Study. European Journal of Work and Organizational Psychology, 24, 914-928. https://doi.org/10.1080/1359432X.2014.969245
[63]
Van Gelderen, B. R., & Bik, L. W. (2016). Affective Organizational Commitment, Work Engagement and Service Performance among Police Officers. Policing: An International Journal, 39, 206-221. https://doi.org/10.1108/PIJPSM-10-2015-0123
[64]
Vorhies, D. W. (2003). An Investigation of the Factors Leading to the Development of Marketing Capabilities and Organizational Effectiveness. Journal of Strategic Marketing, 6, 3-23. https://doi.org/10.1080/096525498346676
[65]
Wakahiu, J., Ngigi, S. K., & Karanja, M. (2016). Fundamentals of Research Methods in Education: A Students’ Handbook. AMECEA Gaba Publications CUEA Press.
[66]
Yang, Y. C. (2012). High-Involvement Human Resource Practices, Affective Commitment, and Organizational Citizenship Behaviors. The Service Industries Journal, 32, 1209-1227. https://doi.org/10.1080/02642069.2010.545875
[67]
Yin, N. (2018). The Influencing Outcomes of Job Engagement: An Interpretation from the Social Exchange Theory. International Journal of Productivity and Performance Management, 67, 873-889. https://doi.org/10.1108/IJPPM-03-2017-0054
[68]
Yoganandan, G., & Jagannathan, A. T. (2013). Factors Affecting the Export Performance of Textile Industry in Developing Countries: A Review of Literature. International Journal of Commerce, Business and Management, 2, 173-176. https://www.researchgate.net/publication/344309301_factors_affecting_the_export_performance_of_textile_industry_in_developing_countries_-a_review_of_literature
[69]
Zhu, W., Newman, A., Miao, Q., & Hooke, A. (2013). Revisiting the Mediating Role of Trust in Transformational Leadership Effects: Do Different Types of Trust Make a Difference? The Leadership Quarterly, 24, 94-105. https://doi.org/10.1016/j.leaqua.2012.08.004
[70]
Ziegler, R., Schlett, C., Casel, K., & Diehl, M. (2012). The Role of Job Satisfaction, Job Ambivalence, and Emotions at Work in Predicting Organizational Citizenship Behaviour. Journal of Personnel Psychology, 11, 176-190. https://doi.org/10.1027/1866-5888/a000071
