Employee Performance: Exploring the Nexus of Nonstandard Services, Psychological Contracts, and Knowledge Sharing

IF 4.3 Q1 PSYCHOLOGY, MULTIDISCIPLINARY
Ahmad Munawir, Bambang Dwi Suseno
{"title":"Employee Performance: Exploring the Nexus of Nonstandard Services, Psychological Contracts, and Knowledge Sharing","authors":"Ahmad Munawir,&nbsp;Bambang Dwi Suseno","doi":"10.1155/2024/6746963","DOIUrl":null,"url":null,"abstract":"<p><b>Background:</b> The interplay between the delivery of nonstandard services, the management of psychological contracts, and the facilitation of knowledge sharing forms a complex web that underpins employee performance in outsourcing companies. This nexus highlights the need for a strategic approach to human resource management that recognizes the unique challenges and opportunities presented by the outsourcing context. Leaders and managers in outsourcing companies must navigate these dynamics with care. Crafting clear, realistic, and flexible psychological contracts can provide a solid foundation for employee engagement. Simultaneously, fostering a culture that prizes knowledge sharing not only fuels innovation but also enhances the company’s capability to deliver nonstandard services effectively. Through such strategies, outsourcing companies can unlock the full potential of their workforce, achieving not only high levels of employee performance but also sustainable competitive advantage in the global market.</p><p><b>Objective:</b> This research article is aimed at bridging a critical gap in the current body of knowledge by conducting a comprehensive investigation into the root causes of problems or complaints within outsourcing companies, with a particular focus on how these issues affect employee performance. Despite the recognized importance of employee performance in determining the success of outsourcing endeavors, there remains a significant lack of understanding regarding the specific factors that lead to employee grievances and the subsequent impact on their motivation and productivity. Identifying and understanding these factors is crucial for several reasons. First, it enables outsourcing companies to develop targeted strategies that address the underlying causes of employee dissatisfaction, rather than merely treating its symptoms. Second, by improving employee motivation and productivity, companies can enhance the quality of their services, leading to increased client satisfaction and competitive advantage in the market. Finally, addressing these issues contributes to a more positive organizational culture, which is essential for attracting and retaining top talent in the highly competitive outsourcing industry.</p><p><b>Arrangement:</b> This structured arrangement facilitates a logical flow of information, guiding readers through the complexities of the study while highlighting the novel insights it provides into improving employee performance in outsourcing companies through an understanding of nonstandard services, psychological contracts, and knowledge sharing.</p><p><b>Method:</b> This study adopts a quantitative research methodology, framed within a correlational design, to scrutinize the interrelations among various factors affecting employee performance in the manufacturing sector. It specifically investigates how psychological contracts (<i>X</i><sub>1</sub>) and knowledge sharing (<i>X</i><sub>2</sub>), as exogenous variables, relate to employee performance (<i>Z</i>), an endogenous variable. The analysis also considers the mediating role of nonstandard services (<i>Y</i>), examining both direct and indirect effects on employee performance. The objective is to uncover the complex dynamics between these variables and their collective impact on employee outcomes. For participant selection, the study utilizes the proportional random sampling technique, which is particularly effective in populations with relatively uniform characteristics, such as those found within the manufacturing industry a number 299 respondent. This sampling method ensures that the sample accurately reflects the broader population, contributing to the generalizability of the study’s findings. From the four variables in this study measured by 30 indicators, the minimum sample size required is determined at 30 × 10 = 300, so the sample size needed is around 300 samples. In this study, the sample size obtained was 299 after an assessment, all eligible to be processed through data testing. This study uses proportional random sampling for participant selection because it is suitable for a relatively homogeneous population.</p><p><b>Results:</b> The research findings highlight the critical roles of psychological contracts and knowledge sharing in bolstering organizational effectiveness, employee engagement, and performance. Psychological contracts significantly influence employee behavior, engagement, and knowledge sharing, which are essential for enhancing nonstandard services, service delivery, and fostering a conducive work environment. This environment, in turn, stimulates creativity, innovation, and improved service quality. The strategic management of psychological contracts, aligned with organizational goals, and the implementation of effective knowledge management practices, are vital for promoting a culture of knowledge sharing. Together, these strategies support employee well-being, facilitate performance improvement, and drive organizational success by prioritizing nonstandard service enhancements. These insights underscore the necessity of integrating strong psychological contracts and knowledge sharing practices into business governance to achieve desired outcomes and organizational effectiveness.</p><p><b>Conclusion:</b> Psychological contracts significantly influence employee behavior and organizational outcomes, including both nonstandard services and employee performance. By shaping how employees engage with their work and the organization at large, psychological contracts are pivotal in driving engagement, knowledge sharing behaviors, and, ultimately, organizational effectiveness and performance enhancement. This underscores the critical nature of fostering robust psychological contracts and ensuring they are well-aligned with organizational objectives to boost employee performance and achieve the desired outcomes. Furthermore, knowledge sharing emerges as a critical factor within organizations, playing a dual role. It not only enhances employee performance by contributing to improved productivity and organizational effectiveness but also plays a pivotal role in enhancing the delivery of nonstandard services. Through the dissemination of knowledge and expertise, organizations can innovate and improve their service offerings, leading to better organizational effectiveness. Moreover, the provision of nonstandard services within organizations is highlighted as a significant contributor to enhancing employee performance. This leads to improved productivity and, by extension, organizational effectiveness. The relationship between nonstandard services and employee performance illustrates the importance of innovative and tailored service solutions in driving organizational success.</p><p><b>Contribution:</b> Overall, these findings highlight the intertwined roles of psychological contracts, knowledge sharing, and nonstandard services in shaping employee behavior and improving organizational outcomes. By prioritizing these elements, organizations can foster a culture of engagement, innovation, and high performance, leading to sustained organizational effectiveness and success. The research findings underscore the critical importance of strategic management of psychological contracts in shaping employee behaviors and organizational outcomes. Establishing positive psychological contracts can enhance employee engagement and commitment, ultimately leading to organizational success. Future research endeavors should consider exploring the longitudinal effects of psychological contracts, knowledge sharing practices, and nonstandard services on organizational outcomes. Longitudinal studies offer the opportunity to observe how these factors evolve over time and their enduring impact on organizational effectiveness.</p>","PeriodicalId":36408,"journal":{"name":"Human Behavior and Emerging Technologies","volume":null,"pages":null},"PeriodicalIF":4.3000,"publicationDate":"2024-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1155/2024/6746963","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Behavior and Emerging Technologies","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1155/2024/6746963","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"PSYCHOLOGY, MULTIDISCIPLINARY","Score":null,"Total":0}
引用次数: 0

Abstract

Background: The interplay between the delivery of nonstandard services, the management of psychological contracts, and the facilitation of knowledge sharing forms a complex web that underpins employee performance in outsourcing companies. This nexus highlights the need for a strategic approach to human resource management that recognizes the unique challenges and opportunities presented by the outsourcing context. Leaders and managers in outsourcing companies must navigate these dynamics with care. Crafting clear, realistic, and flexible psychological contracts can provide a solid foundation for employee engagement. Simultaneously, fostering a culture that prizes knowledge sharing not only fuels innovation but also enhances the company’s capability to deliver nonstandard services effectively. Through such strategies, outsourcing companies can unlock the full potential of their workforce, achieving not only high levels of employee performance but also sustainable competitive advantage in the global market.

Objective: This research article is aimed at bridging a critical gap in the current body of knowledge by conducting a comprehensive investigation into the root causes of problems or complaints within outsourcing companies, with a particular focus on how these issues affect employee performance. Despite the recognized importance of employee performance in determining the success of outsourcing endeavors, there remains a significant lack of understanding regarding the specific factors that lead to employee grievances and the subsequent impact on their motivation and productivity. Identifying and understanding these factors is crucial for several reasons. First, it enables outsourcing companies to develop targeted strategies that address the underlying causes of employee dissatisfaction, rather than merely treating its symptoms. Second, by improving employee motivation and productivity, companies can enhance the quality of their services, leading to increased client satisfaction and competitive advantage in the market. Finally, addressing these issues contributes to a more positive organizational culture, which is essential for attracting and retaining top talent in the highly competitive outsourcing industry.

Arrangement: This structured arrangement facilitates a logical flow of information, guiding readers through the complexities of the study while highlighting the novel insights it provides into improving employee performance in outsourcing companies through an understanding of nonstandard services, psychological contracts, and knowledge sharing.

Method: This study adopts a quantitative research methodology, framed within a correlational design, to scrutinize the interrelations among various factors affecting employee performance in the manufacturing sector. It specifically investigates how psychological contracts (X1) and knowledge sharing (X2), as exogenous variables, relate to employee performance (Z), an endogenous variable. The analysis also considers the mediating role of nonstandard services (Y), examining both direct and indirect effects on employee performance. The objective is to uncover the complex dynamics between these variables and their collective impact on employee outcomes. For participant selection, the study utilizes the proportional random sampling technique, which is particularly effective in populations with relatively uniform characteristics, such as those found within the manufacturing industry a number 299 respondent. This sampling method ensures that the sample accurately reflects the broader population, contributing to the generalizability of the study’s findings. From the four variables in this study measured by 30 indicators, the minimum sample size required is determined at 30 × 10 = 300, so the sample size needed is around 300 samples. In this study, the sample size obtained was 299 after an assessment, all eligible to be processed through data testing. This study uses proportional random sampling for participant selection because it is suitable for a relatively homogeneous population.

Results: The research findings highlight the critical roles of psychological contracts and knowledge sharing in bolstering organizational effectiveness, employee engagement, and performance. Psychological contracts significantly influence employee behavior, engagement, and knowledge sharing, which are essential for enhancing nonstandard services, service delivery, and fostering a conducive work environment. This environment, in turn, stimulates creativity, innovation, and improved service quality. The strategic management of psychological contracts, aligned with organizational goals, and the implementation of effective knowledge management practices, are vital for promoting a culture of knowledge sharing. Together, these strategies support employee well-being, facilitate performance improvement, and drive organizational success by prioritizing nonstandard service enhancements. These insights underscore the necessity of integrating strong psychological contracts and knowledge sharing practices into business governance to achieve desired outcomes and organizational effectiveness.

Conclusion: Psychological contracts significantly influence employee behavior and organizational outcomes, including both nonstandard services and employee performance. By shaping how employees engage with their work and the organization at large, psychological contracts are pivotal in driving engagement, knowledge sharing behaviors, and, ultimately, organizational effectiveness and performance enhancement. This underscores the critical nature of fostering robust psychological contracts and ensuring they are well-aligned with organizational objectives to boost employee performance and achieve the desired outcomes. Furthermore, knowledge sharing emerges as a critical factor within organizations, playing a dual role. It not only enhances employee performance by contributing to improved productivity and organizational effectiveness but also plays a pivotal role in enhancing the delivery of nonstandard services. Through the dissemination of knowledge and expertise, organizations can innovate and improve their service offerings, leading to better organizational effectiveness. Moreover, the provision of nonstandard services within organizations is highlighted as a significant contributor to enhancing employee performance. This leads to improved productivity and, by extension, organizational effectiveness. The relationship between nonstandard services and employee performance illustrates the importance of innovative and tailored service solutions in driving organizational success.

Contribution: Overall, these findings highlight the intertwined roles of psychological contracts, knowledge sharing, and nonstandard services in shaping employee behavior and improving organizational outcomes. By prioritizing these elements, organizations can foster a culture of engagement, innovation, and high performance, leading to sustained organizational effectiveness and success. The research findings underscore the critical importance of strategic management of psychological contracts in shaping employee behaviors and organizational outcomes. Establishing positive psychological contracts can enhance employee engagement and commitment, ultimately leading to organizational success. Future research endeavors should consider exploring the longitudinal effects of psychological contracts, knowledge sharing practices, and nonstandard services on organizational outcomes. Longitudinal studies offer the opportunity to observe how these factors evolve over time and their enduring impact on organizational effectiveness.

Abstract Image

员工绩效:探索非标准服务、心理契约和知识共享之间的联系
背景:提供非标准服务、心理契约管理和促进知识共享之间的相互作用形成了一个复杂的网络,是外包公司员工绩效的基础。这种关系凸显了人力资源管理战略方针的必要性,这种方针应认识到外包环境所带来的独特挑战和机遇。外包公司的领导者和管理者必须谨慎驾驭这些动态变化。制定明确、现实和灵活的心理契约可以为员工的参与奠定坚实的基础。同时,培养一种崇尚知识共享的文化不仅能促进创新,还能增强公司有效提供非标准服务的能力。通过这些战略,外包公司可以充分释放员工的潜力,不仅实现高水平的员工绩效,还能在全球市场上获得可持续的竞争优势:这篇研究文章旨在通过对外包公司内部问题或投诉的根本原因进行全面调查,特别关注这些问题如何影响员工绩效,从而弥补现有知识体系中的重要空白。尽管员工绩效在决定外包事业成败方面的重要性已得到公认,但人们对导致员工不满的具体因素及其对员工积极性和工作效率的影响仍然缺乏了解。出于以下几个原因,识别和了解这些因素至关重要。首先,它使外包公司能够制定有针对性的战略,解决员工不满的根本原因,而不仅仅是治标不治本。其次,通过提高员工的积极性和工作效率,公司可以提高服务质量,从而提高客户满意度,增强市场竞争优势。最后,解决这些问题有助于形成更加积极的组织文化,这对于在竞争激烈的外包行业吸引和留住顶尖人才至关重要:结构安排:这种结构安排有利于信息的逻辑流动,在引导读者了解研究的复杂性的同时,突出了研究通过对非标准服务、心理契约和知识共享的理解,为提高外包公司员工绩效提供的新颖见解:本研究采用相关设计的定量研究方法,仔细研究影响制造业员工绩效的各种因素之间的相互关系。研究特别探讨了心理契约(X1)和知识共享(X2)这两个外生变量与内生变量员工绩效(Z)之间的关系。分析还考虑了非标准服务(Y)的中介作用,研究了其对员工绩效的直接和间接影响。目的是揭示这些变量之间的复杂动态及其对员工绩效的集体影响。对于参与者的选择,本研究采用了比例随机抽样技术,该技术对于具有相对统一特征的人群尤为有效,例如制造业中的 299 名受访者。这种抽样方法可确保样本准确反映更广泛的人群,有助于研究结果的普遍性。本研究中的四个变量由 30 个指标衡量,所需的最小样本量确定为 30 × 10 = 300,因此所需的样本量约为 300 个。在本研究中,经过评估后获得的样本量为 299 个,所有符合条件的样本都经过了数据测试处理。本研究采用比例随机抽样的方法来选择参与者,因为这种方法适用于相对单一的人群:研究结果凸显了心理契约和知识共享在提高组织效率、员工敬业度和绩效方面的关键作用。心理契约极大地影响了员工的行为、参与度和知识共享,这对于提升非标准服务、服务交付和营造有利的工作环境至关重要。这种环境反过来又会激发创造力、创新力,并提高服务质量。与组织目标相一致的心理契约战略管理和有效知识管理实践的实施,对于促进知识共享文化至关重要。这些战略结合在一起,可以支持员工的幸福感,促进绩效的提高,并通过优先考虑非标准服务的提升来推动组织的成功。 这些见解强调了将强有力的心理契约和知识共享实践纳入企业管理的必要性,以实现预期成果和组织效率:心理契约极大地影响着员工行为和组织成果,包括非标准服务和员工绩效。心理契约塑造了员工参与工作和整个组织的方式,在推动员工参与、知识共享行为,以及最终提高组织效率和绩效方面起着关键作用。这凸显了培养健全的心理契约并确保其与组织目标保持一致,从而提高员工绩效并实现预期成果的重要性。此外,知识共享是组织内的一个关键因素,发挥着双重作用。它不仅有助于提高生产率和组织效率,从而提高员工绩效,而且在加强提供非标准服务方面发挥着关键作用。通过传播知识和专业技能,组织可以创新和改进其提供的服务,从而提高组织效率。此外,在组织内部提供非标准服务也是提高员工绩效的一个重要因素。这将提高生产率,进而提高组织效率。非标准服务与员工绩效之间的关系说明,创新和量身定制的服务解决方案对于推动组织成功非常重要:总之,这些研究结果凸显了心理契约、知识共享和非标准服务在塑造员工行为和改善组织成果方面相互交织的作用。通过优先考虑这些要素,组织可以培养一种参与、创新和高绩效的文化,从而实现持续的组织效能和成功。研究结果强调了心理契约战略管理在塑造员工行为和组织成果方面的极端重要性。建立积极的心理契约可以提高员工的参与度和承诺度,最终实现组织的成功。未来的研究工作应考虑探索心理契约、知识共享实践和非标准服务对组织成果的纵向影响。纵向研究提供了观察这些因素如何随时间演变及其对组织有效性的持久影响的机会。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 求助全文
来源期刊
Human Behavior and Emerging Technologies
Human Behavior and Emerging Technologies Social Sciences-Social Sciences (all)
CiteScore
17.20
自引率
8.70%
发文量
73
期刊介绍: Human Behavior and Emerging Technologies is an interdisciplinary journal dedicated to publishing high-impact research that enhances understanding of the complex interactions between diverse human behavior and emerging digital technologies.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信