Family-work and work-family conflict and job performance of Ecuadorian teachers

This research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.

This paper analyzes the impact of work-family conflict on employees’ job satisfaction and job stress and determines how organizational commitment and social support reduce job satisfaction and job stress. The study employed a questionnaire to collect the data from 382 Islamic bank employees in Indonesia. After the data were collected, it was calculated using SEM-PLS. The results showed that work-family conflict was a significant predictor of job satisfaction and job stress. Furthermore, social support mediates the influence of work-family conflict on job stress. However, organizational commitment is not able to mediate the two variables. Practically, the results of this study indicate that bank employees have high work stress due to role conflicts that occur in their families. In addition, one of the causes of role conflicts is the government’s policy to work from home during the pandemic. Furthermore, social support can mediate the relationship between work-family conflict and job stress, meaning that social support can help employees reduce job stress due to role conflicts in their families. Therefore, companies must pay attention to the psychological condition of employees before giving assignments.

Performance appraisal is the bedrock of talent management and has received much attention from scholars and researchers alike in their pursuit to develop accurate, objective, and robust Performance Management Systems (PMS). Through survey questionnaire the present study examines the prevalence of idiosyncratic rater biases on the performance appraisal systems and evaluates the measure of its impact. The correlations between the personality traits and the similarities of the raters’ workplace characteristics with the raters’ performance ratings are also determined. The study has provided empirical evidence of the manifestation of idiosyncratic rater bias in the company under study. The idiosyncratic rater tendencies showed a significant impact on performance ratings. It was seen that about one-third of the variations in the ratings were resultant of the idiosyncratic factors, such as similarities in the personality traits and workplace identities. It is also found that there exists a positive correlation between the similarities in the identities, as well as the personality traits of the raters and the ratees, and the way the rating awarded by the rater.