Factors Affecting Employee Performance In Service Industry:comparative Study Between China And Uae

Employees are considered as a vital organizational asset and fundamental resource especially in service companies due to their dominant role in representing their company's image and interacting with customers.Therefore,it is essential to take all necessary steps and actions which allow employees to perform their job duties and tasks effectively.This research builds on the resource-based view and social exchange theory to determine the main factors affecting employee performance in Chinese and UAE service companies.Guided by relevant academic research,this study firstly posited that employee trust and talent management directly improve employee performance,also,the study argues that employee trust and talent management have an impact on affective commitment,and through which they increase employee performance indirectly.Further,employee engagement was presented by the study as a core concept moderating the relationship between affective commitment and employee performance.To testify the propositions,this research firstly conducts semi-structured interviews with ten employees working in telecommunication and insurance companies to ensure that employees can express their perception of the importance of trust in managers and talent management in influencing their performance and developing affective commitment toward their organizations.Survey questionnaires were distributed to several well-known banks,insurance companies,and other enterprises in Dubai and China respectively.The data analysis used Smart-pls structural equation modeling(SEM)to identify the hypothesized relationships among study variables.The SEM findings revealed a significant positive impact of employee trust and talent management on employee performance;and a positive significant relationship between affective commitment and employee performance in China and UAE service companies.In addition,employee trust was positively related to affective commitment in the Chinese valid sample while no significant relationship was reported in the UAE sample.Further,talent management was positively linked with affective commitment in both samples.Moreover,an affective commitment was found to mediate the relationship between employee trust and employee performance in the Chinese sample only and had no significant mediating impact on the relationship between talent management and employee performance in both samples.Finally,employee engagement was found to strengthen the relationship between affective commitment and employee performance in both samples.The theoretical implications of this research can be described as developing an employee performance-based model in the service industry.This model extends the scholarship on the factors affecting employee job performance by ensuring the positive impact of talent management,employee trust,and affective commitment on employee job performance.In regards to the mediating role of affective commitment,the findings suggest that for the path from trust to performance,the mediation has only been found significant in China sample,not in UAE sample.While for the path from talent management to performance,the mediation effect of affective commitment has been found insignificant in both country samples.This implies that trust and talent management affect performance via rational way rather than affective way in UAE context,while trust affects performance affectively in Chinese context.The proposed and tested model highlighted the significant moderating role of employee engagement in strengthening the association between affective commitment and employee performance in both Chinese and UAE contexts.With regard to practice,this study suggests that service organizations are highly required to emphasize talent management,employee trust,and affective commitment in enhancing employee engagement.The UAE organizations should develop talent management programs and rise employee trust in managers in a more rational way,that would directly impact employee performance.In China,however,developing and enhancing employee trust through using effective human resource management practices such as empowerment and rewards presented by managers can create and stimulate their affective commitment toward their organizations and subsequently enhance their job performance.Further,service organizations in China and UAE need to emphasize the importance of employee engagement,especially those employees who have affective commitment.Highly engaged employees are most likely exerting exceptional efforts to better perform their job tasks and duties.