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Sustainable Employee Performance in the 4IR: Intra-organizational Social Capital, Job Burnout, and Organizational Reward as Correlates

Author

Listed:
  • Foluso Adekanmbi

    (Department of Industrial Psychology and People Management, College of Business & Economics, University of Johannesburg, South Africa)

  • Wilfred Ukpere

    (Department of Industrial Psychology and People Management, College of Business & Economics, University of Johannesburg, South Africa)

Abstract

The correlational impact of intra-organizational social capital, job burnout, and organizational reward in sustaining employee performance in the 4IR was evaluated in this paper. Four Hundred (400) employees of the following four businesses in the Nigerian states of Oyo and Lagos were given questionnaires on purpose: First City Monument Bank Plc, British American Tobacco Nigeria, Health Emergency Initiative, and Eko Pearl Towers. The current researcher encouraged voluntary participation and ensured that moral standards were upheld. There were found and appropriately concluded 377 surveys in total. The data was cleaned up and analyzed using SPSS version 29 of the statistical package for social sciences. This study demonstrates how organizational rewards and intra-organization social capital significantly impact employee performance. Job burnout negatively impacts it. Additionally, the study discovered that job burnout, organizational reward, and intra-organizational social capital had a significant and combined impact on employee performance. Key Words:Sustainability, Employee Performance, 4IR, Social Capital, Job Stress, Reward, Businesses, Nigeria

Suggested Citation

  • Foluso Adekanmbi & Wilfred Ukpere, 2023. "Sustainable Employee Performance in the 4IR: Intra-organizational Social Capital, Job Burnout, and Organizational Reward as Correlates," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(8), pages 143-150, November.
    • Handle: RePEc:rbs:ijbrss:v:12:y:2023:i:8:p:143-150
    DOI: 10.20525/ijrbs.v12i8.2893
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