MNG82001 Organisational Behaviour: Job Involvement & Performance

This literature review critically evaluates the relationship between job involvement and job performance, drawing on various academic perspectives. It examines how job involvement influences employee motivation, engagement, and overall productivity. While some authors argue that increased job involvement directly enhances performance through organizational citizenship and commitment, others highlight the potential for coercion and the influence of external factors. The review also explores factors that initiate job involvement, including financial incentives, effective job design (such as flexible work arrangements), and social recognition. The essay concludes that while a direct, causal relationship may not always be guaranteed, job involvement generally has a positive impact on job performance and is a crucial consideration for managers seeking to improve employee effectiveness. Desklib provides access to similar solved assignments and resources.

Running head: ORGANIZATIONAL BEHAVIOR
Organizational behavior
Name of the student
Name of the university
Author note

1ORGANIZATIONAL BEHAVIOR
Introduction
In the current business scenario, job performance of the employees is one of the major
factor considerations for the contemporary business. This is due to the reason that the more will
be the job performance of the employees, the more will be the organizational effectiveness and
competitiveness in the market. One of the major factors being considered by the business
organizations in enhancing the productivity of the employees is increasing their job involvement.
If the employees are more involved in their respective job roles, they will be more motivated and
engaged and will perform better (Abdullah & Wan 2013). Job involvement is being given the
major focus in the contemporary human resource approach because it will determine the extent
to which the employees will perform better in the workplace. However, different authors have
given different views regarding the initiation of job involvement and its impact on the job
performance. They mainly differed in stating the ways of promoting the concept of job
involvement for the employees.
This essay will discuss about the relationship between the job involvement and job
performance along with the impact of it in the employee performance. All these elements will be
critically evaluated based on the views given by different authors.
Job involvement and performance
Prior to identification of different ways of initiating job involvement among the
employees, it is important to have the fair idea about the relationship between job involvement
and job performance. According to Scrima et al. (2014) increase in the job involvement enhances
the level of enhancements for the employees in their workplace. This is due to the reason that job
involvement refers to the extent to which the employees are getting engaged in their workplace.

2ORGANIZATIONAL BEHAVIOR
Thus, if the employees are getting more engaged in their workplace, then they will possess more
organizational citizenship and commitment, which will further increase the organizational
productivity. In addition, it is stated by Esfahani, Emami and Tajnesaei (2013) that level of
motivation among the employees will also get increased if they are more engaged in the
workplace. This is due to the reason that job involvement will only be effective only when the
employees are satisfied with their respective job roles and this successful implementation of the
job involvement among the employees will ensure that they are motivated with their job roles.
Thus, as per the authors, high level of motivation will ensure that performance of the employees
is also enhanced. Higher level of motivation will also ensure that employee related issues will be
less in the organizations. Thus, as per the authors, it is also important for the managers to ensure
the job involvement of the employees in order to have lower level of issues in place.
However, on the other hand, there are few counterarguments also being presented by
different authors such as Shantz et al. (2016). According to the authors, it is not obvious that job
involvement will lead to the increase in the performance of the employees. This is due to the
reason that job involvement of the employees can also be increased by coercion and negative
motivation. Thus, if the employees are being negatively motivated then they may be forced to
have more involvement in the workplace but their performance will not get influenced. In this
case, the authors have stated that it is important for the managers to ensure that not only the
employees are highly involved in their workplace but also have enhanced job performance.
Furthermore, it is stated by Jayawardana, O’Donnell and Jayakody (2013) that job performance
of the employees is also being determined by different external forces. Thus, job involvement is
not only the key factor in enhancing the job performance of the employees. It is also being stated
by the authors that in different cases, job involvement of the employees is high but their

3ORGANIZATIONAL BEHAVIOR
effectiveness is not reflecting in the job performance. This may be the reason that the skills
possessed by the employees are not at par to the organizations or their skills are of no use in the
current business scenario.
Thus, it can be concluded that even though the enhancement of the job involvement is not
only the factor for enhancing the job performance of the employees but both the elements are
directly related. This is due to the fact that reduction in the job involvement among the
employees will affect their performance in the long term.
Factors in initiating job involvement
There are different factors being suggested by the authors, which can help in enhancing
the job involvement of the employees. One of the major factors is the providence of financial
benefits to the employees. According to Garbers and Konradt (2014), financial incentives are one
of the most effective and widely used processes of enhancing the job involvement for the
employees. This is due to the reason that majority of the employees prefer financial benefits over
others and they will be more motivated in their job roles if they are offered favorable financial
benefits. The authors have also stated that employees will get motivated in their workplace with
having proper incentives. This will ultimately increase the involvement for them along with
enhancement in their job performance.
In addition, Presslee, Vance and Webb (2013) stated that among the financial benefits for
the employees, rewarding them will be the most effective in involving them. Employee reward
refers to the providence of added benefits to the employees for good performance. Thus, as per
the authors, it will increase the level of the employee motivation to work better along with their
level of involvement. If the employees are being rewarded in accordance to their performance,

4ORGANIZATIONAL BEHAVIOR
then the performance will also get increased as they will try to perform better for more rewards.
Hence, this can also be concluded as one of the most effective ways of enhancing the job
performance of the employees.
Apart from the financial benefits, there number of non-financial benefits also can be
initiated for enhancing the job involvement of the employees. One of such non-financial benefits
is job design. According to Shantz et al. (2013), is the job roles can be designed in effective
manner, and then it can also help in motivating the employees. The authors have given the
examples of the flexible job timings. If the employees have the opportunity of having flexibility
in their job timings, then they will remain more moralized and motivated in their workplace. In
addition, this will also have the higher level of involvement among the employees. In addition,
the authors have also stated that the employees will be further motivated if they are having the
perfect balance of challenging roles and flexibility. Employee satisfaction level can also be
determined by means of effective job design in place. It is recommended by the authors that job
design should be initiated on the basis of the organizational requirements and expectation of the
employees in order to have the maximum impact on the job performance of the employees.
Social recognition is another major factor in determining the job involvement for the
employees. According to Bradler et al. (2016) recognition is also important for the employees as
per the need theory of Maslow. Employees will be more motivated in their workplace if their
work is recognized socially and by the management. They will get further motivated by this and
will have more job involvement. This is due to the reason that if the employees are not being
recognized for their job roles apart from paying them financial benefits, then they will be less
involved in their workplace. Thus, as per the authors, contribution of the employees should be
given social recognition to make them feel important in the workplace. This will ensure that

5ORGANIZATIONAL BEHAVIOR
employees are more involved and engaged. This will also reflected in the job performance due to
the reason that employees will try to perform better in order to have larger social recognition in
their workplace. Thus, it can be concluded that each of the ways of involving the employees in
the workplace will have positive impact on increasing their job performance and it is also
proving that job involvement is having direct relationship with job performance.
Conclusion
Thus it can be concluded that job involvement will have majorly positive impact on the
job performance of the employees. In this essay, the core relationships between the two aspects
are being critically evaluated. On the other hand, the different ways of enhancing the job
involvement of the employees are also being discussed. It is identified that each of the authors
are having different approaches and views regarding the ways of promoting job involvement
among the employees. In addition, it is identified that both the job involvement and job
performance are having direct relationships and job involvement is having positive impact on the
job performance of the employees. It is expected that different ways discussed in this essay will
help the managers to have larger extent of employee performance in place.

6ORGANIZATIONAL BEHAVIOR
Reference
Abdullah, A.A. & Wan, H.L., 2013. Relationships of non-monetary incentives, job satisfaction
and employee job performance. International Review of Management and Business
Research, 2(4), p.1085.
Bradler, C., Dur, R., Neckermann, S. & Non, A., 2016. Employee recognition and performance:
A field experiment. Management Science, 62(11), pp.3085-3099.
Esfahani, M., Emami, M. & Tajnesaei, H., 2013. The investigation of the relation between job
involvement and organizational commitment. Management Science Letters, 3(2), pp.511-518.
Garbers, Y. & Konradt, U., 2014. The effect of financial incentives on performance: A
quantitative review of individual and team‐based financial incentives. Journal of occupational
and organizational psychology, 87(1), pp.102-137.
Jayawardana, A.K., O'Donnell, M. & Jayakody, J.A.S.K., 2013. Job involvement and
performance among middle managers in Sri Lanka. The International Journal of Human
Resource Management, 24(21), pp.4008-4025.
Presslee, A., Vance, T.W. & Webb, R.A., 2013. The effects of reward type on employee goal
setting, goal commitment, and performance. The Accounting Review, 88(5), pp.1805-1831.
Scrima, F., Lorito, L., Parry, E. & Falgares, G., 2014. The mediating role of work engagement on
the relationship between job involvement and affective commitment. The International Journal
of Human Resource Management, 25(15), pp.2159-2173.

7ORGANIZATIONAL BEHAVIOR
Shantz, A., Alfes, K., Truss, C. & Soane, E., 2013. The role of employee engagement in the
relationship between job design and task performance, citizenship and deviant behaviours. The
International Journal of Human Resource Management, 24(13), pp.2608-2627.
Shantz, A., Arevshatian, L., Alfes, K. & Bailey, C., 2016. The effect of HRM attributions on
emotional exhaustion and the mediating roles of job involvement and work overload. Human
Resource Management Journal, 26(2), pp.172-191.