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Classification problems affect all organizations. Important decisions affecting an organization's effectiveness include predicting the success of job applicants and the matching and assignment of individuals from a pool of applicants to available positions. In these situations, linear mathematical models are employed to optimize the allocation of an organization's human resources.

Use of linear techniques may be problematic, however, when relationships between predictor and criterion are nonlinear. As an alternative, we developed a fuzzy associative memory (FAM: a rule-based system based on fuzzy sets and logic) and used it to derive predictive (classification) equations composed of measures of job experience and job performance. The data consisted of two job experience factors used to predict measures of job performance for four US Air Force job families. The results indicated a nonlinear relationship between experience and performance for three of the four data sets. The overall classification accuracy was similar for the two systems, although the FAM provided better classification for two of the jobs. We discuss the apparent nonlinear relationships between experience and performance, and the advantages and implications of using these systems to develop and describe behavioral models.

The purpose of this study is to look into the elements that influence innovative work behavior and job performance while taking into account the moderating role of information sharing. This research sampled middle-level management employees from food and beverage manufacturing sector employing the purposive sampling technique. A survey questionnaire technique has been used to collect data from 161 respondents in three months. The results revealed that management support has no significant effect on innovative work behavior. Furthermore, information sharing has no impact on the relationship between management support and co-worker support, as well as innovative work behavior. However, innovative work behavior moderates the relationships between co-workers support, job autonomy, and job performance. The results of this study may enhance the knowledge of manufacturing SMEs on innovative work behavior and job performance. The findings of this research may improve manufacturing SMEs’ understanding of innovative work behavior and job performance.

The widespread permeation of social media platforms into organizations is changing the way employees communicate and work. To understand the role of enterprise social media in shaping employee job performance, we adopted the technology affordance lens to examine how various affordances of enterprise social media impact employee job performance. By conducting a multi-wave multi-source survey, we found that the association and visibility affordances of enterprise social media can enhance job performance via psychological empowerment, while the editability and persistence affordances of enterprise social media can improve job performance via structural empowerment. This study contributes new insights into the influence of enterprise social media on worker outcomes. The findings suggest that to achieve effective regulation and utilization of enterprise social media in the workplace, managers should pay more attention to its key affordances, besides the usage frequency and usage purpose of enterprise social media.

The study aims to examine the influence of human resource management (HRM) practices and proactive personality on job performance. HRM practices comprised of compensation and benefits, training and development, and performance appraisal and achievement. Employees who participated in the study are employees of commercial banks located in Klang Valley. The results reported that compensation and benefits and proactive personality have a significant and positive influence on job performance. Discussions delineated on the predicting role of compensation and benefits and proactive personality in boosting job performance among employees in the study. Theoretical implications in terms of Social Exchange Theory and Self-Determination Theory are highlighted while practical implications are also brought to fore. Finally, limitations, directions for future research, and conclusion are also presented.

Learning Points

• The definition of strategic performance management.
• The relationship between performance appraisal and other functional activities of human resource management.
• The types, procedures, and methods of performance appraisal.
• The tools and techniques for strategic performance management.
• The meaning of management by objectives.
• The meaning of benchmarking.
• The meaning of balanced scorecard.
• Evaluation and improvement of the performance appraisal system.

This study explores how the characteristics of a job affects satisfaction and performance of workers. Job satisfaction is affected by task identity and task significance, while job performance is influenced by autonomy and job satisfaction. The result also shows that the task identity and the task significance do not have overlapped influences with the autonomy and the job satisfaction.