MC190402299

HRM 613

ASSIGNMENT 1

1- Nowadays, the phenomenon of increased competition between firms and their need to

respond effectively to rapidly changing operational conditions, as well as to personnel

requirements, has escalated the necessity to identify those factors that affect employee (EP)

The firm/environment-related factors (training culture, management support, environmental

dynamism and organizational climate)

These all are related to firm factors.

2- Firm related factor are linked with employees related factors because Firms have realized that
they have to develop unique dynamic characteristics that empower their competitive advantages
in order to survive in a constantly changing market environment. Thus, they are focusing on the
exploitation of their human resources (HR), particularly on employee performance (EP), as a
source of strategic advantage (Wright and Snell, 2009) All though there are many
firm/environmental-related factors, job-related factors, employee-related factors that have been
examined in the literature regarding their impacts on EP such as Leadership, Organizational trust
, and human capital investment etc

3- The job environment and management support have the strongest impacts (direct and indirect)
on job performance, while adaptability and intrinsic motivation directly affect job
performance.In this study, firm/environmental-related factors, job-related factors, employee-
related factors and EP are incorporated in a single model using data from small- and medium-
sized enterprises. Overall, the final model can explain 27 percent of EP variance ( first-level
analysis) and 42 percent of EP variance (second-level analysis)

4- employees believe that if firms want to move them into another job position, they will be able
to perform their new tasks to a satisfactory level. In other words, they believe that they have a
sufficiently flexible skill base that can be adapted according to specific job needs. However, it is
reported (by managers) that firms scarcely use knowledge and skills tests to assess them, yet they
often assess job-related special duties and responsibilities. Not surprisingly, firms do not believe
that the frequent evaluation of employees’ skills has a strong impact on EP.

5- According to me firm related and job related they both are very significance for employee
performance because the direct affects, it is found that job environment and adaptability have the
strongest direct impact on EP. Management support and intrinsic motivation have a weaker but
still significant direct impact on EP.

Further, managers should consider improving a firm’s training culture, in order to help
employees to acquire new job-related knowledge, skills and abilities which help them to be more
proactive and adaptive when faced with various job execution-related challenges. The impact
this culture on employees’ performance is found to be weak; however, managers should have in
mind that investing in a well-organized training culture, which is focused on employee needs,
increased employee adaptability level to emerging job requirements and challenges, thus
affecting their job performance. In conclusion, the proposed model shows the relationships
between 10 (out of 13 initially examined), based on the existing international literature,
important factors and EP. Adaptability and intrinsic motivation have only a direct impact on
performance. At the same time, job environment, management support and organizational
climate have a considerable impact not only on EP but on the other factors of the model as well.