An approach to employees’ job performance through work environmental variables and leadership behaviours

Abstract

This study examines how the combined effects of work environmental factors and leadership behaviours lead to the presence (or absence) of industrial employees job performance by applying fuzzy-set qualitative comparative analysis (fsQCA). A sample composed of supervisor-subordinate dyads was used to test the propositions of this study. The results show that the most important variables are transformational leadership and social support. Employee empowerment and task significance seem to play a secondary role in leading to employee job performance. These findings support the need for managers to use positive leadership to manage human resources. This paper contributes to the advancement of the knowledge of employee job performance through the identification of the combinations of conditions that can lead to the presence or absence of this important organizational outcome. Directions for future studies are commented on at the end of the paper