In this section of the literature review, various models are discussed. The factors discussed above will be illustrated in the models below. These models emphasise the factors identified thus far as influencing the performance of both outsourced and internal employees. It is not feasible to include every factor in a model hence the models below contains most of the important factors in outsourced and internal employee’s performance.
2.14.1 The Job characteristic model
This theory explains the link between job characteristics and an employee or individual’s response to the way they work. Hackman and Oldham (1967, 1980) cited in Faturochman (1997, pg 2) states that “there are the five job characteristic dimensions prompting three psychological states that lead to some beneficial personal and work outcomes”. They are depicted in figure 2-5 and explained below:
• Skill variety: This type of job characteristics involves an employee having many skills and talents to complete a task. This type of job has various tasks that employees are required to complete hence it is essential for an employee to posses various talents, Hackman and Oldham (1967, 1980) cited in Faturochman (1997).
• Task Identify: Faturochman (1997) explains this characteristic as an individual identifying a task and than completing the work from start to finish.
• Task Significance: This category of job characteristic involves a job having an impact on other people. These people can be in the organisation or outside of the organisation.
Hackman and Oldham (1967, 1980) cited in Faturochman (1997) discovered that each employee would respond differently i.e. positively or negatively to a job that is high in motivating potential. They further characterized people into groups, which are important in accessing the job. They are characterised as psychological state and outcomes.
Knowledge and skill which are used to do the work, grow, strengthen, and lastly place work in context. Hackman (1967) and Oldham (1980) cited in Faturochman (1997) explain that positive feelings result from a person performing well in a job and an individual performing negatively causes negative feelings. However a review of the text done by Jelstad (no date) reveals that there are numerous gaps to the job characteristics theory. Parker et al. (2001) claims that present attempts do not make an impact in adding to the work characteristics or outcomes, which is of great importance. There has not been much research or development regarding the processes that join work features, (Parker et al. 2001). With its criticism this is still the most widely and popular theory used today, Jelstad (no date).
Figure 2-5 The job characteristic model
Adapted from Heckerman and Oldham, 1980
Core Job Characteristics
Critical
Psychological States
Outcomes
Moderators:
Knowledge and skill Growth need strength
“Context” Satisfaction Skills variety
Task Identity Task
Significance
Autonomy
Experienced Meaningless of the work
Experienced Meaningless of the work
Experienced Responsibility for outcomes of work
Knowledge of the actual results of the activities of the work
High Internal work motivation
High growth satisfaction High general job
satisfaction
High work effectiveness
2.14.2 Organisational model
Devlin’s (1989) model has identified a number of the factors that play a role in outsourcing.
What he does is establish the links or the pathways between these factors and indicate how they interact with each other. Devlin (1989) suggests that senior management should manage these critical linkages and pathways that connect the different parts of the organisation’s functional systems and value activities as illustrated schematically in Figure 2-6.
Figure 2-6 Devlin’s model Adapted from Devlin (1989)
Task to be performed
Information technology and reporting systems.
Technology
Organisation culture and structure
Decision making process
Critical Success factors
Motivation and reward system Capabilities and
skills Communication
Resources
• Processes
• Research &
Development
• Products
• Goal Setting
• Performance appraisal
• Training
• Remuneration
• Channels
• Methods
• Human
• Financial
• Operational
• Layers
• Accountability
• Responsibility
• Span of control
Critical linkages and pathways
2.14.3 Project Performance
The project performance model identifies the link between project performance and job performance, (Cheng, Heng and Fox 2007). The model indicates that an organisation requires aspects of job performance to improve the project performance. This model consists of the following factors: demographic, job performance and project performance. For a project to be deemed successful the project performance factors such as time, scope, quality and profit need to be achieved. However, Cheng et al. (2007) explains that employees may not have had appropriate leadership or understanding of a project. As a result the project will suffer as the clients requirements will have not been met.
Figure 2-7 Project Performance Adapted from: Cheng et al. (2007)
Demographic
• Job nature
• Experience
• Size of firm
• Gender
• Age
Job performance category
• Task
• Behaviour
• Management
• Self
Overall project performance
2.14.4 The Bennett and Franco’s model on work motivation.
The Bennett and Franco’s model (1999) is derived from individual or internal motivation process. “Individual factors that include issues of individual perception (values, beliefs, critical thinking, anticipating of success and work attitude) experience of work (needs, self concept, personnel impact, skills competence, feedback, incentives and rewards) and individual work outcomes: job satisfaction, empowerment, motivation worker capability and achievement”, (Awases 2006, pg 17). These factors are explained in the figure below, 2-8.
Bennett and Franco (1999) cited in Awases (2006) explain that a persons inward level is described as a progression in which various factors such as the employee’s needs, anticipation and awareness about their own work competence can possibly lead to performance outcome.
She further explains that it is vital that a company provides the essentials in surplus so it can aid in a supportive and a good working environment for the employee to feel motivated which will result in a good performance. “The outcomes of motivation are mainly affective (perception, or what workers feel about their work), cognitive (what they think) and behavioural (what they do)”, (Bennett and Franco 1999) cited in (Awases 2006, pg 17).
Figure 2-8 Bennet and Franco work motivation model Adapted from Bennett and Franco (2001)
Work motivation Goals-self concept, expectations
Worker capacity
Organisational Factors and Systems
Worker Performance
Results of Organisational Systems
Workers Experience of outcomes/consequences
Community clients
Industry Sector
2.14.5 Shapley’s model
This model is based on perception, motivation and performance. Sharpley (2002, pg 19) proposed a model, as depicted in Figure 2-9 that centres on three individual factors as the most important:
• Perceptions – self belief, anticipation of success and critical thinking
• Experience of work - personnel impact, meaningful work, feedback and discretion
• Work outcomes – job satisfaction, work stress empowerment and motivation
Sharpley (2002) is of the opinion that factors such as achievement and perceptions are important for motivation. This leads to better performance and ultimately determines the success of a project. He adds that negative aspects such as a set back in a project such as not reaching a milestone can lead to disappointment. This results in de motivation and a lack of performance. It is therefore important to consider both positive and negative factors that affect an employee.
Figure 2-9 Sharpleys model Adapted from: Sharpley (2002)
Experience of Work Personal impact Competence
Meaningful work Feedback Discretions
Work Outcomes Job Satisfaction Work Stress Empowerment Motivation Perceptions
Self belief Anticipating success Self critical thinking
Interventions
Organisational Factors
Manager’s support Organisational culture/ Colleagues support
Overall Attitude and Commitment to organisation
2.14.6 Combined performance model
This study proposes that the conceptual framework of Bennett and Franco (2001) in combination with the model of Sharpley (2002) will be used as the theoretical base. Awases (2006) combined theses two models and called it the Performance model, as illustrated in figure 2-10. This model will consider the following factors such as social factors, which include expectation from the community, peer pressure, cultural beliefs and social values.
According to Price (2000), three key factors are important for an organisational to operate effectively. They include:
• Sturdy , goal focused leadership
• High levels of employee enthusiasm and skills
• A drive to recognize management as valuable human capital
This model explains both external and internal forces that can affect an employee’s performance. External can refer to cultural change, environmental issues and client or stakeholder pressures. Internal forces refer to incentives, leadership and stress.
Figure 2-10 Combined performance model Experience of Work
• Personal impact
• Competence
• Meaningful
work
• Feedback
• Discretions
Work Outcomes
• Job Satisfaction
• Work Stress
• Empowerme
nt
• Motivation Social Factors
• Community
expectations
• Social values
• Cultural beliefs
Organisational Factors
• Strategic Coherence
• Reward
• Norms and Std’s
at work Individual Perception
• Values,
beliefs
• Anticipating success
• Critical thinking
•
Results and Achievemen
ts at organisation
al level
Interventions/Performance
Individual Factors: Perception, Motivation and Performance