An explanatory structural model of employee job performance in the South African 3d printing environment

Abstract

Studies on the 3D printing sector in South Africa have concentrated mainly on the engineering or technical dimension, while managerial-related research in this sector is scarce. The aim of this study was to contribute to effective management and enrich the theoretical understanding of the 3D printing sector by developing an explanatory structural model of employee job performance in the 3D printing environment in South Africa. The study examined the direct relationships between leader emotional intelligence (EI) and employee job performance, leader emotional intelligence and leader emotional behaviour, leader emotional intelligence and organisational emotional climate, and also the moderating effect of organisational emotional climate on the relationship between leader emotional intelligence and employee job performance in the 3D printing environment in South Africa. The study adopted a deductive research approach, quantitative research method and a cross sectional explanatory correlational research design. A total of 148 employees who participated in the 23rd Rapid Product Development Association of South Africa (RAPDASA) conference were sampled for the study. Simple random sampling was used in the selection of participants. Questionnaires served as the data collection instruments. Data was gathered online using Google Forms. The Statistical Package for Social Sciences (SPSS) version 26 software was used for data coding, data entry, and descriptive statistics. Smart PLS 4 was used to conduct Partial Least Squares (PLS) Structural Equation Modelling to test the proposed seven hypotheses. For direct effects, it was found that significant positive relationships exist between leader emotional intelligence and employee job performance and leader emotional intelligence and leader emotional behaviour. The results also revealed important positive relationships between leader emotional intelligence and organisational emotional climate and also leader emotional behaviour and organisational emotional climate. Furthermore, organisational emotional climate and employee job performance were positively related, while a non-significant negative relationship existed between leader emotional behaviour and employee job performance. For moderating effects, it was found that organisational emotional climate positively moderated the relationship between leader emotional intelligence and employee job performance. Based on the finding that positive relationships exist between leader emotional intelligence and employee job performance, the study recommends that the 3D printing industry in South Africa must place more emphasis on emotional intelligence as a strategic managerial asset that can improve employee job performance. In this regard, managerially inclined training programmes that inculcate emotional intelligence in leaders should be intensified. Furthermore, since organisational emotional climate positively moderated the relationship between leader emotional intelligence and employee job performance, the study recommends the need for more training and capacity building for leaders of 3D printing firms on developing and maintaining positive organisational emotional climates. Finally, the study recommends that 3D printing firms in South Africa adopt emotional intelligence as a prerequisite in recruiting employees and appointing leaders instead of focusing only on technical skills.