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Abstract: There is considerable debate among academics and business practitioners on the value of social networking site use in the workplace. Some claim that their use in the workplace is a waste of time while others believe it leads to improvement in job performance. This study attempts to resolve this controversy by examining the use of social networking sites in the workplace and its effect on job satisfaction, organizational commitment, absenteeism, turnover intention, innovative behavior, and job performance. Based on literature, a research model and hypotheses were developed. The research model predicts that social networking site use intensity will influence employee work-related outcomes including job performance. In order to empirically test this research model, a survey was conducted on 426 full- or part-time employees focusing on the following latent variables: social networking site use intensity, perceived job satisfaction, perceived organizational commitment, absenteeism, turnover intention, innovative behavior, and job performance. The survey was conducted in Yemen and the United States. The data collected were analyzed to test the hypotheses and the results show significant support for the proposed model. As predicted, social networking site use intensity in the workplace influences job performance through mediating variables. In addition, job satisfaction and innovative behavior were extremely important factors that directly influenced job performance and mediated the effect of social networking site use intensity on job performance. However, some variables - absenteeism, turnover intention, and organizational commitment - did not significantly intervene in the relationship between social networking site use intensity and job performance. No major differences between the two country models were found. Discussion of the results along with the limitations, future research, and implications are also presented.