Organizational Tenure and Job Performance

By Thomas W. H. Ng, D. Feldman. 2010

511 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/adabc0251bf94236a8375f6372dce12240de400c

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Citations in the corpus

Revisiting How and When Perceived Organizational Support Enhances Taking Charge (2015, methodology): “We probed this interaction further, using a procedure from previous research (e.g., Ng & Feldman, 2010) to provide a sense of whether employees’ taking charge behavior was significantly greater at moderate levels of POS compared to lower or higher levels of this for the employees with high levels…”
Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation (2017, methodology): “At the individual level, we controlled for employees' age, tenure, gender, and educational background because these attributes have been shown to affect LMX quality (Gerstner & Day 1997) and leader-rated employee performance (Ng & Feldman 2010).”
The Dark Side of Structural Holes (2013, background): “Controlling for tenure could be relevant as it may relate to performance behaviors (Ng & Feldman, 2010) or to satisfaction (Lee & Wilbur, 1985).”
Received Respect and Constructive Voice: The Roles of Proactive Motivation and Perspective Taking (2019, background): “There is also evidence that older and longer-tenured workers are more likely to engage in citizenship behavior (Ng & Feldman, 2008, 2010), including voice, although the effect sizes are not strong.”
A Field Study of the Antecedents and Performance Consequences of Perceived Accountability (2014, methodology): “We controlled for these variables because they have been shown to affect contextual and task performance in some studies (Green, Jegadeesh, & Tang, 2009; Kidder, 2002; Ng & Feldman, 2010; Sturman, 2003).”
“To work, or not to work, that is the question” – Recent trends and avenues for research on presenteeism (2020, background): “On the contrary, Miraglia and Johns (2016) reported weak associations between presenteeism and age, gender, education, and organizational tenure, although these demographics are fairly robust correlates of absenteeism (Côté & Haccoun, 1991; Ng & Feldman, 2008, 2009, 2010; Patton & Johns, 2015).”
Work engagement as a mediator between employee attitudes and outcomes (2013, result): “Previous studies have also suggested that work engagement is lower (Richman, Civian, Shannon, Hill and Brennan 2008) and job performance is higher (Ng and Feldman 2010) for workers with higher levels of tenure.”
Psychological Ownership: A Meta-Analysis and Comparison of Multiple Forms of Attachment in the Workplace (2020, background): “First, organizational tenure is defined as an employee’s length of employment in an organization (Ng & Feldman, 2010).”
Perceived organizational support and risk taking (2014, unknown): “We controlled for subordinate’s tenure with the supervisor, organizational size, and supervisor’s organizational tenure, because they have sometimes been found to be related to different types of performance outcomes, such as creativity, safety and counterproductive behaviors (Ng and Feldman, 2010).”
An approach-avoidance framework of workplace aggression (2016, background): “Studies have suggested that gender, tenure, andeducation level are related to performance (Hoobler, Wayne, & Lemmon, 2009; Ng & Feldman, 2009, 2010) and that employees with greater tenure and rank have more positive relations with others at work (Cortina, Magley, Williams, & Langhout, 2001), both…”
A lifespan perspective on job design: Fitting the job and the worker to promote job satisfaction, engagement, and performance (2012, background): “In response, there has been a blossoming of research interest in how age relates to issues such as work motivation (e.g., Kanfer & Ackerman, 2004), job performance (Ng & Feldman, 2008), and job attitudes (Ng & Feldman, 2010b).”