The organizational environment consists of many factors, which include workplace relationships and friendships, organizational culture and climate within a company. The size of the organization, whether it is a small, medium or large organization, and the industry can also have an impact on the organizational environment within the company (Welbourne & Sariol 2017)
Many organizational supervisors or managers can have a significant impact on the environment, but for many organizations, the environment is not in the hands of the supervisors or managers, but in the hands of the employees (Lambert, et al. 2015). However, there is a significant distinction that can be made between various organizations. The size of the organization, whether it is a small, medium or large organization, and the industry can also have an impact on the organizational environment within the company.
The following Literature Review looks at how these factors can affect job involvement and job performance. It will look at all of the following factors, and their impact on job involvement and how it can affect job performance as well.
Job Involvement refers to the psychological extent, as well as the emotional extent to which san individual participates in the work that is provided to them. Job Involvement can be the degree to which the employee is motivates to perform their job to the best of their abilities. Job Involvement is important in an employee, since to a large extent, it can increase their performance and the overall profit for the organization. Job involvement can change an employee to someone who is coming to work for the sake of it, and coming to work because they are motivated to do the work that has been given to them. According to Ng (2015), Job Involvement is one of the most important factors that organizations should look for when recruiting and selecting new employees, since it can have a significant impact on their performance and the work culture within the organization as well (Ng 2015). Job Involvement also means that in most cases, the job becomes the identity of the individual.
The work environment, according to Fu and Deshpande, (2014), can have a significant impact on the job involvement. The first factor that can impact the job involvement is the size of the company. ?ulibrk, et al. (2018), agree, adding that if an organization is too large, the employee might not be able to individually connect to their jobs, since their work, and work ethic might not be extremely appreciated. In a large organisation, where there might be thousands of employees, it would be hard for the employees to get the recognition and praise they deserve for their job (?ulibrk, et al. 2018). Thus, they would be less likely to be involved in their jobs, since job involvement is a psychological factor. However, it is not just large-size organizations where job involvement can be low. According to Zhong, Wayne and Liden (2016), employees in small companies also have an issue with job involvement. In many companies, the workload is quite low, and employees are unable to emotionally or psychologically connect to their work (Zhong, Wayne & Liden 2016). Thus, the preference for the company size varies individually, and job involvement, and job performance can be managed in companies of all sizes. However, in most large companies, job performance is high, since the stress to have high performance, or fear of being replaced is quite evident as well.
The industry can also have a significant impact on the job involvement. Some industries, such as the service industry, or social service agencies, require a high level of job involvement. Many firefighters and doctors are extremely motivated to do their jobs, because the consequences of not doing their job is quite high. According to Karatepe, et al. (2014), the industry can dictate how much employees are motivated to go to their work, and how the impact of the work can change the level of job involvement in the employee as well (Karatepe, et al. 2014). If the industry demands it, it would be essential for the employee to be involved in the workplace. However, in many industries, especially the fast-food industry, or in jobs where the job requires menial, physical labour, job involvement can be quite low. Thus, if the industry and workplace require motivation, most employees will find it within themselves to be motivated in most cases.
According to Ting and Ho (2017), workplace friendships and relationships can have a significant impact on the job involvement and performance in the organization (Ting & Ho 2017). If the employee feels that they have meaningful friendships and relationships with their colleagues, Victor and Hoole (2017), feel that the relationships work as reward factors, psychologically. By having workplace friendships, there is a motivation to go to work, and be involved in the workplace (Victor & Hoole 2017). Workplace friendships also increase the performance of the employees, since there are people who are in the same workplace and have the same thoughts and ideas. According to Methot, et al. (2016), workplace friendships are a mixed blessing, since they have immense benefits on the individual as well. Research by them found that workplace relationships had a direct effect on supervisor response to job performance (Methot, et al. 2016). They enhance job performance through an increase in trust. If an employee is found to have mingled in with the other employees, and has a lot of friends in the workplace, then they are perceived as more trustworthy than the other employees. This can increase job performance, which can increase job involvement as well.
Workplace culture is often one of the most defining characteristics of the workplace, since it can define how an employee feels in the organization. According to Belias and Koustelios (2014), organizational culture be as a series of behaviours and attitudes that are developed by the employees, which can affect the well-being and function of the organization (Belias & Koustelios 2014). The working environment within the organization affects the organizational culture, and this can have a direct impact on the job involvement and job performance. If the organizational culture for example, is that the Market Type, where everyone is extremely competitive, and the focus is not on the employees, but on the work, it can greatly increase job performance and job involvement. If the organizational culture depends on the work and ensuring that the task is done properly, it can impact the workplace. However, according to Choi, et al. (2014), if the employee does not feel comfortable with the organizational culture, the psychological and emotional motivation to work will be gone, which means job involvement and thus, job performance would be minimum (Choi, et al. 2014). This can be controlled by the by ensuring that during the selection process, it is found if the employee is comfortable with the organizational culture within the company.
The work climate or company climate can have a significant impact on involvement and performance within the organization. According to Smith, et al. (2018), the work climate consists of three main factors, which include clarity, support and challenge. The work climate in the organization is constantly changing, and it can depend on the employees (Smith, et al. 2018). If the work climate is positive, it can increase the motivation of the employees to work hard. However, Wallace, et al. (2016), argue that if the organizational climate is not suitable to the employee, and if the climate does not give them the clarity, support and challenge required for the employee to be motivated within the organization, then it cannot company climate will not have a positive impact on involvement and performance within the workplace (Wallace, et al. 2016).
There needs to be, according to Nesje (2015), a significant amount of further research that needs to be done in order to ascertain the level of impact that the organizational environment can have on the job involvement of the individual (Nesje 2015). Since Job Involvement is psychological and has emotional factors, researchers feel that the employee or organization can trick the brain into being motivated. According to Shantz, et al. (2016), there are many other factors that can also involve job involvement, and the level to which organizational climate can affect the performance needs to be researched (Shantz, et al. 2016). Research needs to be conducted to find which of the factors can affect job performance and the most, and the benefits of the process as well.
Conclusion
Job Involvement and Job Performance have been linked to 5 main factors, which are Company climate, organizational culture, size of the organization, type of industry and workplace relationships or friendships. All of them can have a significant impact on job involvement and thus, can also have a significant impact on workplace performance.
References
Belias, D, & Koustelios, A 2014, Organizational culture and job satisfaction: A review, International Review of Management and Marketing, 4(2), pp. 132-149.
Choi, S, Jang, I, Park, S. & Lee, H 2014, Effects of organizational culture, self-leadership and empowerment on job satisfaction and turnover intention in general hospital nurses, Journal of Korean Academy of Nursing Administration, 20(2), pp. 206-214.
?ulibrk, J, Deli?, M, Mitrovi?, S & ?ulibrk, D 2018. Job Satisfaction, Organizational Commitment and Job Involvement: The Mediating Role of Job Involvement, Frontiers in Psychology, 9, p.132.
Karatepe, OM, Beirami, E, Bouzari, M & Safavi, HP 2014, Does work engagement mediate the effects of challenge stressors on job outcomes? Evidence from the hotel industry, International Journal of Hospitality Management, 36, pp. 14-22.
Lambert, EG, Qureshi, H, Hogan, NL, Klahm, C, Smith, B, & Frank, J 2015, The association of job variables with job involvement, job satisfaction, and organizational commitment among Indian police officers International Criminal Justice Review, 25(2), pp. 194-213.
Methot, JR, Lepine, JA, Podsakoff, NP & Christian, JS 2016, Are workplace friendships a mixed blessing? Exploring tradeoffs of multiplex relationships and their associations with job performance, Personnel psychology, 69(2), pp. 311-355.
Nesje, K 2015, Nursing students’ prosocial motivation: does it predict professional commitment and involvement in the job?, Journal of advanced nursing, 71(1), pp. 115-125.
Ng, TW 2015, The incremental validity of organizational commitment, organizational trust, and organizational identification. Journal of Vocational Behavior, 88, pp. 154-163.
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.
Smith, MB, Wallace, JC, Vandenberg, RJ & Mondore, S, 2018, Employee involvement climate, task and citizenship performance, and instability as a moderator, The International Journal of Human Resource Management, 29(4), pp. 615-636.
Ting, SC. & Ho, MH 2017. The Influence of Workplace Friendship, Job Involvement, and Organizational Identification on Job Performance: Administrative Staffs of Private Science and Technology Universities in South Taiwan as an Example, International Journal of Humanities and Social Sciences, 9(6), pp. 46-57.
Victor, J & Hoole, C 2017, The influence of organisational rewards on workplace trust and work engagement. SA Journal of Human Resource Management, 15(1), pp. 1-14.
Wallace, JC, Butts, MM, Johnson, PD, Stevens, FG & Smith, MB, 2016, A multilevel model of employee innovation: Understanding the effects of regulatory focus, thriving, and employee involvement climate, Journal of Management, 42(4), pp. 982-1004.
Welbourne, JL & Sariol, AM 2017, When does incivility lead to counterproductive work behavior? Roles of job involvement, task interdependence, and gender, Journal of occupational health psychology, 22(2), p. 194.
Yeh, C.M., 2018. The relationship between free time activities, emotional intelligence and job involvement of frontline hotel employees. The International Journal of Human Resource Management, pp.1-22.
Zhong, L, Wayne, SJ & Liden, RC 2016, Job engagement, perceived organizational support, high?performance human resource practices, and cultural value orientations: A cross?level investigation, Journal of Organizational Behavior, 37(6), pp. 823-844.
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