The employee-related antecedents of work performance: exploring a three-sided model for Human Resources Management

Abstract

Purpose

This research paper aims to integrate the employee-related factors that empirical literature considers antecedents of performance (skills, work motivation, personal characteristics) into a multiple linear regression model, and to test such a model in order to measure the level of each individual factor on the performance.

Design/methodology/approach

Quantitative, multisource research approach. After testing the validity of the model with a Confirmatory Factor Analysis, this research applies the multiple linear regression model Work performance = a(Skills) + b(Work Motivation) + c(Personal Characteristics) + e(constant) to two different samples of workers: chemical technicians (N = 63) and salespeople (N = 61).

Findings

This study confirms the factorial structure of the antecedents of work performance, showing that skills, motivation, and personal characteristics are three general employee-related factors underlying work performance. The statistical analysis highlights a variance in performance between 40 and 65% explained by employee-related factors, hence leaving 35–60% as due to factors outside the model (firm/environment-related and/or job-related factors, or other skills and personal characteristics not considered in the model). The study also highlights that employee-related factors sometimes affect performance differently than job designers' expectations, and sometimes even negatively.

Research limitations/implications

The equation was tested on two case studies, so further explorations are needed. Furthermore, the approach adopted is inductive thus describing performance as it is, not as it should be. Therefore, it explains the best actual performance of workers, not the ideal performance.

Practical implications

The equation tested here represents a simple and valid tool to guide many Human Resource Management practices, such as; selection, training, development, and career orientation.

Social implications

Findings provide a valid indication for designing and managing human resource management systems more even-handedly, from an organizational and employee point of view. In doing so, it drives organizations towards a better Person/Job fit.

Originality/value

The study represents one of the first attempts to take into consideration multiple factors simultaneously in explaining work performance.