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PARTICIPATION AND JOB PERFORMANCE IN THE MALASYAN PUBLIC SERVICE DEPARTMENT

PARTICIPATION AND JOB PERFORMANCE IN THE MALASYAN PUBLIC SERVICE DEPARTMENT This paper examines the relationship between participation and job performance. It also seeks to identify the impact of individual variables on the level of participation among managerial employees in the Public Service Department in Malaysia. Finally, it attempts to determine whether Porter and Lawler's 1968expectancy model could represent an appropriate framework for studying employee participation. The results indicate that the level of perceived participation among managerial employees is high and that employee participation has acmoderate and positive relationship with job performance. The findings appear to match other studies conducted in the West, suggesting that these studies were not very much different across cultures. Managerial employees place equal importance on intrinsic and extrinsic outcomes. Employee participation could be better managed if employees possess certain critical factors. These include high job abilities, greater need for achievement, and a substantial amount of motivation. This study also suggests that Porter and Lawler's 1968 expectancy model is a suitable framework for studying employee participation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Commerce and Management Emerald Publishing

PARTICIPATION AND JOB PERFORMANCE IN THE MALASYAN PUBLIC SERVICE DEPARTMENT

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References (2)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1056-9219
DOI
10.1108/eb047409
Publisher site
See Article on Publisher Site

Abstract

This paper examines the relationship between participation and job performance. It also seeks to identify the impact of individual variables on the level of participation among managerial employees in the Public Service Department in Malaysia. Finally, it attempts to determine whether Porter and Lawler's 1968expectancy model could represent an appropriate framework for studying employee participation. The results indicate that the level of perceived participation among managerial employees is high and that employee participation has acmoderate and positive relationship with job performance. The findings appear to match other studies conducted in the West, suggesting that these studies were not very much different across cultures. Managerial employees place equal importance on intrinsic and extrinsic outcomes. Employee participation could be better managed if employees possess certain critical factors. These include high job abilities, greater need for achievement, and a substantial amount of motivation. This study also suggests that Porter and Lawler's 1968 expectancy model is a suitable framework for studying employee participation.

Journal

International Journal of Commerce and Management – Emerald Publishing

Published: Mar 1, 2000

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