Unraveling employee performance: A demands,resources,and workplace bullying approach

Abstract

Understanding the mechanisms influencing job performance remains an important challenge in scientific research. This study examines the relationship between several psychosocial variables and job performance in two countries, India and Spain, with important cultural differences. Five variables (role conflict, role clarity, influence at work, workload, and work-related bullying) and two different cultural contexts (clan and market) are considered to lead to employee performance. This study uses fuzzy set qualitative comparative analysis (fsQCA) on two samples of industrial employees to conclude the combinations of conditions leading to job performance. The results show that in India, where clan cultures prioritize caring for employees, cooperation, and long-lasting relationships, the absence of destabilizing factors, such as workplace bullying or role conflict, is crucial for high employee performance. In Spain, where market cultures focus on results, productivity, and competitiveness, employee performance can be maintained even when work overload and job roles are unclear. The study’s results underline the importance of identifying the combinations of factors that lead to employee performance to help managers make decisions tailored to the cultural and industrial context. When considering different cultural contexts, job resources, job demands, and workplace bullying have different meanings in explaining employee performance.