The influence of smart working environment on job performance

Smart Working is the term used to portray an allude to the better approaches for working made conceivable by advances in innovation and made fundamental by economic, ecological and social pressures. Three variable have been chosen under the factor of smart working environment towards assessing the j...

Full description

Saved in:
Bibliographic Details
Main Author: Malarvilii, Muniandy
Format: Thesis
Language:eng
eng
Published: 2017
Subjects:
Online Access:https://etd.uum.edu.my/7004/1/s821048_01.pdf
https://etd.uum.edu.my/7004/2/s821048_02.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.7004
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Pangil, Faizuniah
topic HF5549-5549.5 Personnel Management
Employment
spellingShingle HF5549-5549.5 Personnel Management
Employment
Malarvilii, Muniandy
The influence of smart working environment on job performance
description Smart Working is the term used to portray an allude to the better approaches for working made conceivable by advances in innovation and made fundamental by economic, ecological and social pressures. Three variable have been chosen under the factor of smart working environment towards assessing the job performance. Those variables classified under smart working environment are usage of technology, workplace flexibility and top management support. The stimulation behind this exploration is to perceive and evaluate the relationship between usage of technology, workplace flexibility and top management support towards the job performance among the postgraduate students of University Utara Malaysia. A survey was conducted at University Utara Malaysia, Sintok, Kedah, Malaysia. The participants are 260 individuals of postgraduate students from Othman Yeop Abdullah (OYA) Graduate School of Business. Test were taken randomly and the kind of non- probability sampling used for this overview is the purposive sampling, this is picked on account of time imperative, cost saving, ease of conducting the survey and the attention on particular respondents because of the way of the research topic and objective. Likert scale and multiple-choice questions were utilized as a part of the structure questions. The research gives a selection of answers and respondents are solicited to choose at least one from the option given. The result analyzed with Statistical Package for the Social Sciences (SPSS). From the response obtained, several statistical technique such as regression analysis, Pearson correlation, and reliability test have been derived. From the statistical studies, it is found that there is a significant relationship between usage of technology, workplace flexibility and top management support with the job performance
format Thesis
qualification_name other
qualification_level Master's degree
author Malarvilii, Muniandy
author_facet Malarvilii, Muniandy
author_sort Malarvilii, Muniandy
title The influence of smart working environment on job performance
title_short The influence of smart working environment on job performance
title_full The influence of smart working environment on job performance
title_fullStr The influence of smart working environment on job performance
title_full_unstemmed The influence of smart working environment on job performance
title_sort influence of smart working environment on job performance
granting_institution Universiti Utara Malaysia
granting_department School of Business Management
publishDate 2017
url https://etd.uum.edu.my/7004/1/s821048_01.pdf
https://etd.uum.edu.my/7004/2/s821048_02.pdf
_version_ 1747828144786636800
spelling my-uum-etd.70042021-05-10T01:19:01Z The influence of smart working environment on job performance 2017 Malarvilii, Muniandy Pangil, Faizuniah School of Business Management School of Business Management HF5549-5549.5 Personnel Management. Employment Smart Working is the term used to portray an allude to the better approaches for working made conceivable by advances in innovation and made fundamental by economic, ecological and social pressures. Three variable have been chosen under the factor of smart working environment towards assessing the job performance. Those variables classified under smart working environment are usage of technology, workplace flexibility and top management support. The stimulation behind this exploration is to perceive and evaluate the relationship between usage of technology, workplace flexibility and top management support towards the job performance among the postgraduate students of University Utara Malaysia. A survey was conducted at University Utara Malaysia, Sintok, Kedah, Malaysia. The participants are 260 individuals of postgraduate students from Othman Yeop Abdullah (OYA) Graduate School of Business. Test were taken randomly and the kind of non- probability sampling used for this overview is the purposive sampling, this is picked on account of time imperative, cost saving, ease of conducting the survey and the attention on particular respondents because of the way of the research topic and objective. Likert scale and multiple-choice questions were utilized as a part of the structure questions. The research gives a selection of answers and respondents are solicited to choose at least one from the option given. The result analyzed with Statistical Package for the Social Sciences (SPSS). From the response obtained, several statistical technique such as regression analysis, Pearson correlation, and reliability test have been derived. From the statistical studies, it is found that there is a significant relationship between usage of technology, workplace flexibility and top management support with the job performance 2017 Thesis https://etd.uum.edu.my/7004/ https://etd.uum.edu.my/7004/1/s821048_01.pdf text eng public https://etd.uum.edu.my/7004/2/s821048_02.pdf text eng public other masters Universiti Utara Malaysia Abereijo, I. O. (2016). Ensuring environmental sustainability through sustainable entrepreneurship. Economic modeling, analysis, and policy for sustainability, 234- 249. Albion, M. J. (2004). A measure of attitudes towards flexible work options. Australian Journal of Management, 29(2), 275-294. Al-Hakim, L., Al-Hakim, L., Lu, W., & Lu, W. (2017). The role of collaboration and technology diffusion on business performance. International Journal of Productivity and Performance Management, 66(1), 22-50. Ambrose, B. W., & Megginson, W. L. (1992). The role of asset structure, ownership structure, and takeover defenses in determining acquisition likelihood. Journal of Financial and Quantitative Analysis, 27(4), 575-589. Anderson, S. E., Coffey, B. S., & Byerly, R. T. (2002). Formal organizational initiatives and informal workplace practices: Links to work-family conflict and job-related outcomes. Journal of management, 28(6), 787-810. Anon (2014), “Information and communications technology”, wikipedia, available at: http://en.wikipedia.org/w/index.php?title= Information_and_communications_technology (accessed 10 June 2014). Armeli, S., Eisenberger, R., Fasolo, P., & Lynch, P. (1998). Perceived organizational support and police performance: the moderating influence of socioemotional needs. Journal of applied psychology, 83(2), 288. Babin, B. J., & Boles, J. S. (1996). The effects of perceived co-worker involvement and supervisor support on service provider role stress, performance and job satisfaction. Journal of retailing, 72(1), 57-75. Beaumont, R. (2012). An Introduction to statistics Correlation. Biswakarma, G. (2016). Influence of employees’ perceived organizational support and job performance on customer satisfaction: an empirical support from Nepalese hospitality sector. Bloom, N., & Van Reenen, J. (2006). Management Practices, Work—Life Balance, and Productivity: A Review of Some Recent Evidence. Oxford review of economic policy, 22(4) Bradley, S. J. (2002). What’s working? Briefing and evaluating workplace performance improvement. Journal of Corporate Real Estate, 4(2), 150-159. Borman, W. C., & Motowidlo, S. M. (1993). Expanding the criterion domain to include elements of contextual performance. Personnel Selection in Organizations; San Francisco: Jossey-Bass, 71. Boon, L. K., Fern, Y. S., Sze, C. C., & Yean, O. K. (2012). Factors affecting individual job performance. In International Conference on Management, Economics and Finance. Boorsma, B., Bulchandani, R., Charles Jr, G., Drury, P., Grone, P., Kim, T., ... & Spencer, P. (2011). Work-Life Innovation. Smart Work-A Paradigm Shift Transforming How, Where, and When Work Gets Done. San Jose, CA: Cisco Internet Business Solutions Group (IBSG). Retrieved April, 30, 2013. Boyer, M., & Sovilla, L. (2003). How to identify and remove the barriers for a successful lean implementation. Journal of Ship Production, 19(2), 116-120. Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of management Review, 11(4), 710-725. Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance: In N. Schmitt & WC Borman (Eds.), Personnel Selection in Organizations (pp. 35-70). Cardinali, R. (2000). The impact of technology in the workplace: examining those who the impact crushed. Logistics Information Management, 13(6), 334-337. Chen, I. J., & Paulraj, A. (2004). Towards a theory of supply chain management: the constructs and measurements. Journal of operations management, 22(2), 119-150. Cheng, K. T. (2015). Public service motivation and job performance in public utilities: An investigation in a Taiwan sample. International Journal of Public Sector Management, 28(4/5), 352-370. Ciaramella, C. T. A. Experiencing smart working: a case study on workplace change management in Italy. Cisco Connected Technology World Report,” 2010. (Survey population = 2,612 end users and key decision makers in 13 countries.) Cokins, G. (2009). Performance management: Integrating strategy execution, methodologies, risk, and analytics (Vol. 21). John Wiley & Sons. Colakoglu, U., Culha, O., & Atay, H. (2010). THE EFFECTS OF PERCEIVED ORGANISATIONAL SUPPORT ON EMPLOYEES’ AFFECTIVE OUTCOMES: EVIDENCE FROM THE HOTEL INDUSTRY. Tourism and hospitality management, 16(2), 125-150. Costello, M. J., & Wieczorek, J. (2014). Best practice for biodiversity data management and publication. Biological Conservation, 173, 68-73. Curran-Everett, D. (2009). Explorations in statistics: the bootstrap. Advances in physiology education, 33(4), 286-292. Dauda, Y. A., & Akingbade, W. A. (2011). TECHNOLOGICAL CHANGE AND EMPLOYEE PERFORMANCE IN SELECTED MANUFACTURING INDUSTRY IN LAGOS STATE OF NIGERIA. Australian Journal of Business and Management Research, 1(5), 32. De Toni, A., & Tonchia, S. (2005). Definitions and linkages between operational and strategic flexibilities. Omega, 33(6), 525-540. Dictionary, B. (2012). Business dictionary. Retrieved April, 17, 2012. Eisenberger, R., & Adornetto, M. (1986). Generalized self-control of delay and effort. Journal of Personality and Social Psychology, 51(5), 1020. Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of applied psychology, 86(1), 42. Gagné, M., Senecal, C. B., & Koestner, R. (1997). Proximal job characteristics, feelings of empowerment, and intrinsic motivation: A multidimensional model. Journal of applied social psychology, 27(14), 1222-1240. Gashi, A. N., Pugh, G., & Adnett, N. (2010). Technological change and employer- provided training: evidence from UK workplaces. International Journal of Manpower, 31(4), 426-448. Gaster, D. R. (1989). A framework for visionary leadership. Leadership & Organization Development Journal, 10(4), 1-2. Giamas, G., Man, Y. L., Hirner, H., Bischof, J., Kramer, K., Khan, K., ... & Knippschild, U. (2010). Kinases as targets in the treatment of solid tumors. Cellular signalling, 22(7), 984-1002. Goodhue, D. L., & Thompson, R. L. (1995). Task-technology fit and individual performance. MIS quarterly, 213-236. Greenberg, J., & Baron, R. A. (2003). Behaviour in Organisations, eighth (international) edition. Griffin, M. A., Patterson, M. G., & West, M. A. (2001). Job satisfaction and teamwork: The role of supervisor support. Journal of organizational behavior, 22(5), 537-550. Guan, X., Sun, T., Hou, Y., Zhao, L., Luan, Y. Z., & Fan, L. H. (2014). The relationship between job performance and perceived organizational support in faculty members at Chinese universities: a questionnaire survey. BMC medical education, 14(1), 50. Halepota, H. A. (2005). Motivational theories and their application in construction. Cost engineering, 47(3), 14-18. Harrison-Walker, L. J. (2002). If you build it, will they come? Barriers to international e- marketing. Journal of Marketing Theory and practice, 10(2), 12-21. Hassan, S. A. G. (2016). Smart work and efficiency at the work place. Henry, J. W. (1994). Resistance to computer-based technology in the workplace: Causes and solutions. Executive Development, 7(1), 20-23. Huber, G. P. (1990). A theory of the effects of advanced information technologies on organizational design, intelligence, and decision making. Academy of management review, 15(1), 47-71. Imran, M., Maqbool, N., & Shafique, H. (2014). Impact of Technological Advancement on Employee Performance in Banking Sector. International Journal of Human Resource Studies, 4(1), 57. Jankingthong, K., & Rurkkhum, S. (2012). Factors affecting job performance: a review of literature. Silpakorn University Journal of Social Sciences, Humanities, and Arts, 12(2), 115-128. Jeffrey Hill, E., Grzywacz, J. G., Allen, S., Blanchard, V. L., Matz-Costa, C., Shulkin, S., & Pitt-Catsouphes, M. (2008). Defining and conceptualizing workplace flexibility. Community, Work and Family, 11(2), 149-163. Jin, M., McDonald, B., & Park, J. (2016). Followership and job satisfaction in the public sector: The moderating role of perceived supervisor support and performance- oriented culture. International Journal of Public Sector Management, 29(3), 218- 237. John W. Henry. (1997), “Resistance to Computer-based Technology in the Workplace”, Causes and Solutions, Vol. 7 No. 1, pp. 20-23. John, W. H. (1994). Resistance to Computer-based Technology in the Workplace. Causes and Solutions. Executive Development, 7(1), 20-23. Kagaari, J., Munene, J. C., & Mpeera Ntayi, J. (2010). Performance management practices, employee attitudes and managed performance. International Journal of Educational Management, 24(6), 507-530. Karatepe, O. M. (2012). Perceived organizational support, career satisfaction, and performance outcomes: a study of hotel employees in Cameroon. International Journal of Contemporary Hospitality Management, 24(5), 735-752. Kattenbach, R., Demerouti, E., & Nachreiner, F. (2010). Flexible working times: Effects on employees' exhaustion, work-nonwork conflict and job performance. Career Development International, 15(3), 279-295. Kim, M. O., & Shin, S. (2015). The Effect of Smartwork Environment on Organizational Commitment and Innovative Behavior in the Global Financial Service Industry. Journal of Service Science and Management, 8(01), 115. Klehe, U. C., & Anderson, N. (2007). Working hard and working smart: motivation and ability during typical and maximum performance. Journal of Applied Psychology, 92(4), 978. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and psychological measurement, 30(3), 607-610. Lake, A. (2014). Smart Flexibility: Moving Smart and Smart Working from Theory to Practice. (pp. 310) Lindner, J.R. (1998). Understanding employee motivation. Journal of extension, 36(3),18 Malik, A., Malik, A., Rosenberger III, P. J., Rosenberger III, P. J., Fitzgerald, M., Fitzgerald, M.,... & Houlcroft, L. (2016). Factors affecting smart working: evidence from Australia. International Journal of Manpower, 37(6), 1042-1066. Martinez-Sanchez, A., José Vela-Jiménez, M., de Luis-Carnicer, P., & Pérez-Pérez, M. (2007). Managerial perceptions of workplace flexibility and firm performance. International Journal of Operations & Production Management, 27(7), 714-734. Martínez Sánchez, A., Pérez Pérez, M., de Luis Carnicer, P., & José Vela Jiménez, M. (2007). Teleworking and workplace flexibility: a study of impact on firm performance. Personnel Review, 36(1), 42-64. Medina-Garrido, J. A., Medina-Garrido, J. A., Biedma-Ferrer, J. M., Biedma-Ferrer, J. M., Ramos-Rodríguez, A. R., & Ramos-Rodríguez, A. R. (2017). Relationship between work-family balance, employee well-being and job performance. Academia Revista Latinoamericana de Administración, 30(1), 40-58. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89. Mikulecký, P. (2008). Towards smart working environments. In IADIS Conference. Novita, A. W. An analysis of the relationship between motivation and performance for direct hire temporary employees. O’BRIEN, T., 1997, Redefining IT value. Informationweek, 7 April, 71 – 76. Origo, F., & Pagani, L. (2008). Workplace flexibility and job satisfaction: some evidence from Europe. International Journal of Manpower, 29(6), 539-566. Palvalin, M., Palvalin, M., Vuolle, M., & Vuolle, M. (2016). Methods for identifying and measuring the performance impacts of work environment changes. Journal of Corporate Real Estate, 18(3), 164-179. Phanny, I. (2014), Guidelines for interpreting correlation coefficient. Plewa, C., Troshani, I., Francis, A., & Rampersad, G. (2012). Technology adoption and performance impact in innovation domains. Industrial Management & Data Systems, 112(5), 748-765. Pulakos, E. D. (2009). Performance management: A new approach for driving business results. John Wiley & Sons. Raguseo, E., Raguseo, E., Gastaldi, L., Gastaldi, L., Neirotti, P., & Neirotti, P. (2016, December). Smart work: Supporting employees’ flexibility through ICT, HR practices and office layout. In Evidence-based HRM: a Global Forum for Empirical Scholarship (Vol. 4, No. 3, pp. 240-256). Emerald Group Publishing Limited. Raman, A., Don, Y., Khalid, R., & Rizuan, M. (2014). Usage of learning management system (Moodle) among postgraduate students: UTAUT model. Asian Social Science, 10(14), 186. Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Richer, S. F., Blanchard, C., & Vallerand, R. J. (2002). A motivational model of work turnover. Journal of Applied Social Psychology, 32(10), 2089-2113. Román, S., & Rodríguez, R. (2015). The influence of sales force technology use on outcome performance. Journal of Business & Industrial Marketing, 30(6), 771-783. Rothmann, S., & Coetzer, E. P. (2003). The big five personality dimensions and job performance. SA Journal of Industrial Psychology, 29(1), 68-74. Rounok, N., & Parvin, M. M. (2011). Fostering Employee Performance: A Literature Review. Sanchez, R. (1995). Strategic flexibility in product competition. Strategic management journal, 16(S1), 135-159. Saunders, M. N. (2012). Choosing research participants. Qualitative organizational research: Core methods and current challenges, 35-52.Black, K. (2011). Business statistics: Contemporary decision making, 3rd ed., South-Western Thomson Learning, Cincinnati, Ohio, 742-3. Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons. Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of applied psychology, 68(4), 653. Spychala, A. Sabine Sonnentag, Judith Volmer and. The SAGE Handbook of, 427. Stites, J. (1999). As Black Technology Entrepreneurs Organize, They Are Spreading the Word About the Benefits of'Digital Freedom. New York Times, 4. Susskind, A. M., Borchgrevink, C. P., Kacmar, K. M., & Brymer, R. A. (2000). Customer service employees’ behavioral intentions and attitudes: An examination of construct validity and a path model. International Journal of Hospitality Management, 19(1), 53-77. Tian, A. W., Cordery, J., & Gamble, J. (2016). Staying and performing: How human resource management practices increase job embeddedness and performance. Personnel Review, 45(5), 947-968. Tisdell, C., & Tisdell, C. (2017). Information technology’s impacts on productivity and welfare: a review. International Journal of Social Economics, 44(3), 400-413. Torkzadeh, G., & Doll, W. J. (1999). The development of a tool for measuring the perceived impact of information technology on work. Omega, 27(3), 327-339. Tomaney, J. (1990). The reality of workplace flexibility. Capital & Class, 14(1), 29-60. Uçar, D., & Ötken, A. B. (2013). Perceived organizational support and organizational commitment: The mediating role of organization based self-esteem. Dokuz Eylül Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 25(2). Van Dyne, L. (1995). Extra-role behaviors: In pursuit of construct and definitional clarity. W: LL Cummings, BM Staw. Research in organizational behavior. Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of applied psychology, 81(5), 525. Vandyne, L., Cummings, L. L., & Parks, J. M. (1995). Extra-role behaviors-in pursuit of construct and definitional clarity (a bridge over muddied waters). RESEARCH IN ORGANIZATIONAL BEHAVIOR: AN ANNUAL SERIES OF ANALYTICAL ESSAYS AND CRITICAL REVIEWS, VOL 17, 1995, 17, 215-285. Venkatesh, V. (2000). Determinants of perceived ease of use: Integrating control, intrinsic motivation, and emotion into the technology acceptance model. Information systems research, 11(4), 342-365. Volberda, H. W. (1997). Building flexible organizations for fast-moving markets. Long Range Planning, 30(2), 169-148. Whyman, P. B. (2008). British trade unions, the 1975 European Referendum and its legacy. Labor History, 49(1), 23-45.Whyman, P.B. and Baimbridge, M. (2006), “Labour market flexibility and foreign direct investment”, Occasional Paper URN 06/1797, Employment Relations, Department of Trade and Industry, London. Whyman, P. B., & Petrescu, A. I. (2014). Partnership, flexible workplace practices and the realisation of mutual gains: evidence from the British WERS 2004 dataset. The International Journal of Human Resource Management, 25(6), 829-851. Wickramasinghe, D., & Wickramasinghe, V. (2012). Effects of perceived organisational support on participation in decision making, affective commitment and job satisfaction in lean production in Sri Lanka. Journal of Manufacturing Technology Management, 23(2), 157-177. Worley, J. M., & Doolen, T. L. (2006). The role of communication and management support in a lean manufacturing implementation. Management Decision, 44(2), 228-245. Yang. J. (2012). promoting integrated development for smart and sustainable built environment. Smart and Sustainable Built Environment, 1(1), 4-13. Zikmund, W. G., Babin. B. J. Carr, J. C., & Griffin, M. (2013). Business research methods. Cengage Learning. Zu, X., Fredendall, L. D., & Douglas, T. J. (2008). The evolving theory of quality management: the role of Six Sigma. Journal of operations Management. 26(5), 630-650.