Scales Required- Work Life Balance and Job Performance

The Individual Work Performance Questionnaire (Koopmans, 2015) is an 18-item scale developed in The Netherlands to measure the three main dimensions of job performance: task performance, contextual performance, and counterproductive work behavior. All items have a recall period of three months and a 5-point rating scale (0 = seldom to 4 = always for the task and contextual performance; and 0 = never to 4 = often for counterproductive work behavior). A mean score for each IWPQ scale can be calculated by adding the item scores, and dividing their sum by the number of items in the scale. Item wording is included in Table 1.The operationalization of the IWPQ scales was based on a systematic review of the occupational health, work and organizational psychology, and management and economics literature (Koopmans et al., 2011) and a study by Koopmans, Bernaards, Hildebrandt, De Vet, and van der Beek (2013). In the latter study, Koopmans, Bernaards, Hildebrandt, De Vet et al. (2013) identified all possible indicators of job performance dimensions from the literature, existing questionnaires, and expert interviews. It yielded 317 potential items belonging to four dimensions of job performance: task performance, contextual performance, counterproductive behaviors, and adaptive performance. The items were reduced to 128 after removing indicators that overlapped among dimensions and variables that were determinants of job performance and not of performance itself (e.g., motivation). Subsequently, agreement among 253 experts from different professional backgrounds and countries was reached on the most relevant, generic indicators per scale. It is remarkable that experts came from different professions (44.7% were researchers, 21.3% were human resource managers, 19.0% were managers, and 15.0% were occupational health professionals), and mostly with six or more years of experience (77%). This study led to developing an initial version of the IWPQ (Koopmans, Bernaards, Hildebrandt, van Buuren et al., 2013), aimed to be used on generic working population, avoiding antithetical items among dimensions. For this purpose, Koopmans, Bernaards, Hildebrandt, van Buuren et al. (2013) developed a pilot test with researchers (N = 54) and a field test with Dutch workers from different occupational sectors (N = 1,181), including blue, pink, and white collar jobs. In the pilot test, researchers were asked whether they thought the questionnaire actually measured individual job performance, whether any questions were redundant, and whether any important questions were missing. In the field test, workers were asked whether the items were applicable to their occupation. As result, the authors reached a generic scale with three dimensions: task performance, contextual performance, and counterproductive behaviors. Although IWPQ initially considered adaptive performance, the items related to this dimension were included in contextual performance.This version of IWPQ has been adapted to American-English language in a further study (Koopmans et al., 2016) in which they asked American workers (N = 40) whether they thought the questionnaire actually measured individual work performance, and whether all relevant facets of individual work performance were assessed. Based on the aforementioned studies (Koopmans, Bernaards, Hildebrandt, van Buuren et al., 2013; Koopmans et al., 2016), the content validity of the IWPQ was judged to be good. IWPQ scores showed sufficient convergent validity and very good discriminative validity in a sample of 1,424 Dutch workers from different occupational sectors (Koopmans, et al., 2014).Although the IWPQ seems adequate, one more thing is missing: further evidence of convergent validity. It is true that Koopmans (2015) provides evidence of the relationship of IWPQ with variables related to job performance such as presentism, work engagement, or job satisfaction, but we consider that is necessary for the IWPQ to demonstrate its relationship with existing measures of job performance and with predictors such as personality, whose relationship with performance has been highlighted in previous studies (e.g., Barrick & Mount, 1991). The present study is aimed at providing this evidence

Here you can Download the Individual Workplace Performance Questionnaire

Individual Workplace Performance Questionnaire

Here this article provide you Work-life balance scale

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