Exploring employee performance dimensionality in Indian public sector units

Purpose: Performance is considered to be a multi-dimensional construct with three underlying dimensions such as Task Performance (TP), Interpersonal Facilitation (IPF), and Job Dedication (JD). Yet, these dimensions exhibit high inter-correlations in many studies. This study explores the dimensionality of performance as perceived by managers in Indian Public Sector Units (PSUs) and its implications on the sustainability of performance practices in these organizations. Design/methodology/approach: Performance data of 588 PSU executives was obtained from their respective managers (162 in number) using a pen-paper survey. Exploratory Factor Analysis (EFA) followed by a Confirmatory Factor Analysis (CFA) was employed to test the dimensionality of the performance construct using SPSS 25 and AMOS 24. Findings: The data obtained had best fit when performance was modelled as a second order factor with the three dimensions drawing on it as first order indicators. However, the measurement model with employee performance modelled as a one-dimensional first order factor had poor fit. This indicates that PSU managers do perceive an implicit differentiation between the performance dimensions, but the performance ratings do not explicitly reflect that differentiation. Originality/value: To the best of the authors' knowledge, this is the first ever study in Indian context that explores the perception of PSU managers on performance dimensionality. It discusses if Indian PSUs could sustain the dynamism of the future workplace with the present performance management practices and makes relevant suggestions in that direction.