Organisational Behaviour: Job Involvement & Performance Review

This literature review explores the relationship between job involvement and employee performance, drawing upon various scholarly articles. It highlights the impact of leadership, employee perception, organizational commitment, and social support on job performance. The review suggests that supportive leadership, positive employee engagement, and a strong sense of organizational commitment contribute to improved job performance. Social support from colleagues, supervisors, and family also plays a crucial role in reducing stress and enhancing performance. The paper concludes that managers should be aware of these factors during recruitment and retention to foster a positive work environment and improve overall job performance, while also noting the importance of considering organizational context when evaluating the impact of social support.

Running head: RELATIONSHIP BETWEEN JOB INVOLVEMENT AND
PERFORMANCE
RELATIONSHIP BETWEEN JOB INVOLVEMENT AND PERFORMANCE
Name of the university
Name of the student
Author note

1RELATIONSHIP BETWEEN JOB INVOLVEMENT AND PERFORMANCE
Executive summery
This report intends to present a literature review regarding the job involvement and employee
perforce. In this due course considering several literary management articles, it has been
observed there are numerous factors which resists and influences job performance of an
employee and helps him/her o connect with shared goals. With the purpose of proving
connection between these two aspects: involvement and performance, a literature review has
been considered in this report with the support of several scholarly articles. Moreover, it can
be regarded as guideline for effective planning and decision making if a certain pattern of
employee behaviour can be identified.

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Table of Contents
Introduction....................................................................................................................3
Literature review............................................................................................................3
Job performance depends on leaders’ ability and employees’ perception of job......3
Impact of job involvement and performance: behavioural context...........................3
Organisational commitment drives employee performance......................................4
Role of social support in enhancing performance......................................................4
Conclusion......................................................................................................................5
References......................................................................................................................7

3RELATIONSHIP BETWEEN JOB INVOLVEMENT AND PERFORMANCE
Introduction
This report will concentrate on presenting a literature review on relationship between
job involvement and employee performance. It has been noticed that an employee performs
better in a workplace scenario if he/she feels satisfied with the job role, enjoys the tasks and
is engaged with the shared goals more than others. In order to prove the connection between
these two aspects, a literature review will be considered in this report with the support of
several scholarly articles. Moreover, it will be a guideline for effective planning and decision
making if a certain pattern of employee behaviour can be identified.
Literature review
Job performance depends on leaders’ ability and employees’ perception of job
The research conducted by Choudhary et al. (2017), has shown that employee
performance depends on leaders capability of managing their workload and emotion as well.
Creating an atmosphere of mutual wellbeing and cooperation, leaders can lessen the pressure
and make them comfortable within a new culture. This kind of behaviour is expected from
leaders with any employee at any stage of their job as consistence support will help them to
establish a mutual relationship of trust. It will reflect on their performance positively.
According to the responses collected from 65 professionals working both in posts of leaders
and subordinates; it has been observed that subordinates like their leaders to be supportive
both professionally and emotionally in case of allowing leaves and workload management.
This study contributes in understanding HRM policies better other than finding linkage
between leaders’ behaviour and employee performance.
Impact of job involvement and performance: behavioural context
According to Chughtai (2008), collected samples from full time teaching faculties
working in different universities of Pakistan has been founded that job involvement not only

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helps the organisation to meet their structured objectives but also helps to improve employee
performance. On the other hand, it can be said that enhanced performance of employees is the
reason behind achievement of goals. It can be stated behind these two outcomes, employee
engagement of an employee’s psychological attachment with the tasks and job role matters
the most. This research suggests another dimension by stating, it influences external
citizenship behaviour as well. Therefore, people who are more motivated with the shared
purpose of a company, tends to perform better. The study, Gable and Dangello (1994)
discusses the same idea related to employees’ perception of job role as well as its effect on
their performance too. Further, it has highlighted the fact that involvement has a connection
with Machiavellianism as well in terms of individual behaviour of employees regarding
accomplishing goals. Further, Zhang (2014) argues that job involvement is dependent on five
dimensions of ‘organisational citizenship behaviours’. After collecting a broader view from
Chinese companies, it has been observed than rather than female employees male employees
are more job oriented in terms of maintaining courtesy, altruism and ability to work with a
team.
Organisational commitment drives employee performance
As argued by Keller (1997), from the perspectives of 532 scientists and engineers
working in four different organisations, a difference has been identified in terms of
performance between these two job roles. It has been observed that scientists’ performance
has been increased after one year of service rather than engineers. Based on their job roles,
the goals and motivators are different too. It has been observed whereas scientists have to
work with professional knowledgeable personnel, engineers have to comply with rules of
local hierarchy which makes them less competent in terms of performers against scientists.

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Role of social support in enhancing performance
As described in Lambert et al. (2016), social supports like from the administrators,
supervisors and colleagues if employees receive adequate mental and work related supports it
helps to overcome difficulties and reduces stress of employees which influences good
performance. Moreover, supportive family and friends also create a positive impact reflecting
job performance and increase concentration. Hence, it can be said that involvement is a
psychological state of individuals which influences better performances although as it has
been mentioned if enough motivation is available. This study is different as it has been
conducted among prison workers. Prison is entirely different from other business or
government institutions. Therefore, it restricts from achieving a generalised view regarding
role of social support in case of job involvements and better performance. According to the
presented literature review, acknowledging the work environment of a prison it has been
suggested that like other organisations social support is important in terms of facing unique
mental challenges within a prison and dealing with individuals with dark stories behind.
Conclusion
As discussed in above mentioned scholarly journals, supportive roles of family friends
and administration; social support in one word, leaders’ ability to manage emotions help to
perceive better knowledge among employees and organisational commitment or different
motivators help to improvise and adapt new job responsibilities and assists to learn more. It
eventually, reflects on positive performance throughout the year or at least better than the
previous years’ results. Moreover, not only performance, social supports are effective as far
as managing the workload and reducing job stress are concerned. Based on different
organisational context the form of social support changes. Employee is bound with the
organisation with commitment, so if an employee is receiving promised benefits and

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exposure, then it has been observed that employee engagement increases along with the job
performance.
Therefore, to conclude, it can be said poor workload balance, poor relationship with
immediate seniors, lack of administrative support in terms of solving workplace issues,
having an offensive family and friends circle lead an employee to voluntary turnover even.
Therefore, instead of increasing job performance, employees cannot concentrate even during
their initial days as far as lack of involvement. Managers must be aware of these facts while
recruiting and retention. This theory of an established relationship between job involvement
and performance contributes necessary detailing for HR managers in terms of achieving
better performance in collective form.

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References
Choudhary, Neetu ; Naqshbandi, M. Muzamil ; Philip, P.J ; Kumar, Rajender, AA 2017,
‘Employee job performance', Journal of Management Development, vol. 36, no. 8, pp. 1087-
1098.
Chughtai, A.A., 2008. Impact of job involvement on in-role job performance and
organizational citizenship behaviour. Journal of Behavioral & Applied Management, 9(2).
Gable, M. and Dangello, F., 1994. Job involvement, machiavellianism and job
performance. Journal of Business and Psychology, 9(2), pp.159-170.
Keller, R.T., 1997. Job involvement and organizational commitment as longitudinal
predictors of job performance: A study of scientists and engineers. Journal of Applied
Psychology, 82(4), p.539.
Lambert, E.G., Minor, K.I., Wells, J.B. and Hogan, N.L., 2016. Social support's relationship
to correctional staff job stress, job involvement, job satisfaction, and organizational
commitment. The Social Science Journal, 53(1), pp.22-32.
Zhang, S., 2014. Impact of job involvement on organizational citizenship behaviors in
China. Journal of Business Ethics, 120(2), pp.165-174.