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Organizational performance can be seen as dependent on employee job performance and productivity. One of the factors that influence employee job performance and productivity is the working relationship between employees and their managers. This paper examines the influence of the relationship between employees and their managers on enhancing employee performance and productivity. The study was conducted in a financial organization based in Durban (South Africa). A quantitative approach was utilized with a census method targeting a total population of 40 administrative employees. A questionnaire was constructed based on the research aims and was administered to all 40 respondents. As a result, the response rate was 65%. Key findings indicated that the relationship between managers and employees did affect employee performance and productivity. A positive relationship with a manager is closely linked to increased motivation and performance, while a negative relationship is linked with poor performance. An overall negative impact and high level of dissatisfaction amongst employees were found due to the current bureaucratic management style that managers adopt in their organization. Thus, it makes employees less productive and decreases their work performance. Furthermore, it was found that employees' perception of their relationship with managers plays a significant role in predicting job performance. Recommendations for a better working relationship to promote employee performance and productivity include manager-employee training, team building activities, skills development programs for managers, employee rewards and recognition, increased communication platforms, and more consideration for employee well-being.

PurposeBuilding on organizational support theory and social exchange theory, the purpose of this paper is to study the impact of organizational support on employee performance (EP) in the context of flexible manufacturing. In particular, the authors aimed to investigate the mediating role of employee attitude between organizational support and EP, and the moderating role of organizational justice (OJ).Design/methodology/approachA total of 180 participants from 36 work teams employed in 7 large automotive manufacturing enterprises in China were surveyed using a questionnaire designed by the authors. Multiple linear regressions were used to test the proposed hypotheses.FindingsThe results revealed four new performance indicators of frontline workers in the context of flexible manufacturing: continuous learning, teamwork, problem solving and active work. Organizational support can be divided into reinforcing support and inhibitive support. Reinforcing organizational support has a positive effect on new performance of frontline workers, and a sense of belonging plays a strong mediating role between them. Inhibitive organizational support plays an important role in the sense of awe (SA) of employees, but the SA has no influence on new performance of frontline workers. OJ plays a strong moderating role between organizational support and employee attitudes.Originality/valueThis study is one of the first attempts to explore the performance of frontline workers in the context of flexible manufacturing and contributes to the existing literature on the relationship between organizational support and EP.

Human resource is an asset of an organization and necessary for its competitive advantage. However, human resource management can pose a greater challenge as compared to technology and capital management. Organizations also require an effective human resource management system. Many scholars have conducted research to establish the correlation between Human Resource Management (HRM) interventions and the performance of employees in developed countries. However, there is a lack of research on this issue in Pakistan. This research paper has examined the effect of human resource management practices such as job rotation, employee engagement, leadership, organizational politics, and harassment on employee performance. It also explains how decisions made by human resource management teams are likely to influence organizational performance. A survey research design was adopted to collect data from 305 respondents. The results suggest that human resource management practices have a profound effect on employee performance in Pakistan.Keywords: Human resource management practices, human resource intervention, employee performance.

The relationship between employee performance and communicative abilities was investigated in a field study of 128 claims adjusters from two insurance company offices. The study examines the relationships between communicator competence, listening ability, and frequency of task-related talk and employee performance with new technology. Comparisons are also made with individual levels of past productivity. Multiple regression analysis reveals significant positive relationships between each of the communication variables and employee productivity with new technology. Post hoc analyses reveal that two of the communication factors (communicator competence and frequency of task-related talk), and general level of past task productivity are significant predictors of two additional performance measures: (a) the productivity decrease that occurred during the first week in which the new technology was used and (b) the speed with which the employees returned to their average previous productivity levels using the new technology.

Scholars have emphasized the importance of supervisory feedback in improving individual performance. Subordinates benefit from clear communication of organizational goals and expected behaviors of employees, which are linked to the improvement of individual performance and organizational effectiveness. We examine the dynamic relationship between feedback on performance and individual performance, which is mediated by performance goal clarity. Given the potential influence of contextual factors on the relationship, we also test the moderation effect of autonomy on the relationship between performance goal clarity and individual performance. The data collected from the local government workforce in Korea were analyzed through structural equation modeling. The findings show that performance feedback is significantly and positively related to individual performance, mediated by performance goal clarity. In addition, the mediation effect of performance goal clarity was positively moderated by autonomy. The results imply that performance feedback can contribute to the improvement of individual performance by helping employees clearly understand the performance goals they need to accomplish. The higher levels of autonomy may promote the positive link between a clear understanding of performance goals and individual performance.