Search results

The purpose of this paper is twofold: first, to investigate the goodness of the input-process-output (IPO) model in order to evaluate work team performance within the Italian National Health Care System (NHS); and second, to test the mediating role of reflexivity as an overarching process factor between input and output.

The Italian version of the Aston Team Performance Inventory was administered to 351 employees working in teams in the Italian NHS. Mediation analyses with latent variables were performed via structural equation modeling (SEM); the significance of total, direct, and indirect effect was tested via bootstrapping.

Underpinned by the IPO framework, the results of SEM supported mediational hypotheses. First, the application of the IPO model in the Italian NHS showed adequate fit indices, showing that the process mediates the relationship between input and output factors. Second, reflexivity mediated the relationship between input and output, influencing some aspects of team performance.

The results provide useful information for HRM policies improving process dimensions of the IPO model via the mediating role of reflexivity as a key role in team performance.

This study is one of a limited number of studies that applied the IPO model in the Italian NHS. Moreover, no study has yet examined the role of reflexivity as a mediator between input and output factors in the IPO model.

The purpose of this paper is to extend knowledge about theoretical explanations of the job insecurity-performance relationship. Specifically, the authors examine how and why job insecurity is negatively associated with task and contextual performance (i.e. organizational citizenship behavior) and whether organizational identification may account for these relationships.

The mediational hypotheses were examined using structural equation modeling in a heterogeneous sample of Italian employees.

Consistent with social identity theory, results show that job insecurity is related to reduced levels of identification with the organization and, consequently, to low task and contextual performance. These findings suggest that employees’ behaviors in job insecure contexts are also driven by evaluations about the perceived belongingness to the organization.

The research supports initial evidence that it is possible to prevent low performance resulting from job insecurity by designing interventions to boost organizational identification. By ensuring a sense of belonging and providing a positive basis for employees’ social identity, managers may increase involvement and attachment to the organization.

This study provides a deeper understanding of behavioral reactions to job insecurity and adds a path unexplored so far, by introducing a theoretical perspective from social psychology. Job insecurity may represent a specific condition that leads organizational identification to be a key mechanism for employees and their behaviors.

The purpose of this paper is to investigate the effects of intrinsic job satisfaction (JS) on organizational citizenship behaviors (OCBs) directed toward individuals (OCBs-I) and OCB directed toward organization (OCBs-O) via organizational identification (OID). Based on social exchange and social identity theories, it is hypothesized that OID may play a mediator role in the relationship between JS and OCBs-I and OCBs-O.

A questionnaire investigating JS, OID and OCBs dimensions was administered to 719 Italian employees. The mediation hypotheses were analyzed through structural equation model, via bootstrap analysis, after preliminary analyses as correlations and measurement model.

Results showed a positive relationship between JS, OID and OCBs dimensions. Furthermore, OID partially mediated the positive effects of JS on OCBs-I and OCBs-O. These findings supported hypotheses, suggesting that OID may explain the psychological mechanism through which an employee intrinsically satisfied about own job will fulfill more extra-role performance, i.e. OCBs-I and OCBs-O.

Implications for human resource management policies are discussed: to HR professionals is proposed to implement interventions to enhance employees’ intrinsic satisfaction and identification with the organization, to increase consequently positive organizational behaviors such as OCBs.

This study attempted to examine the JS-OCBs relationship in more depth. For the first time, the JS on OCBs-I and OCBs-O were simultaneously investigated, with OID as a mediator: shedding new light on the relationship among these variables.