Analysis of Research Articles - Job Performance
Job performance is a well-researched concept because of its importance in determining efficiency not only among organizations, but also among individuals. This concept has been researched in terms of its conceptual and operational definitions, relationship with other variables, and effectiveness as a measure of efficiency and/or productivity in an organization. Adding to the complex nature of this concept is the variety of methodologies used to generate and validate its definitions, relationships with other variables, and measure reliability.In the discussion that follows, the above-mentioned ways in understanding the job performance concept is discussed based on analyses of three (3) articles that centers on this concept, using three (3) different methods: quantitative, qualitative, and mixed (qualitative-quantitative) methods. Each article highlights specific relationships and conceptualizations of job performance, utilizing this in the organizational context. Analysis of the journal article by R. Vecchio (2008) discusses the author's application of job performance to different theoretical frameworks, primarily in the path goal and transformational leadership theories. This quantitative study sought to understand whethe
Contingent rewarding must be moderated, and introduced with other elements as well, in order to contribute positively to job performance, as were shown in the relationships between performance and vision and intellectual stimulation. Their focus was more on the individual, and this was reflected in their selection of self-efficacy, optimism, persistence, and resilience as primary determinants of job performance and satisfaction. MBO, on one hand, is mainly associated with formal performance, wherein the employee is evaluated based on his or her tasks and responsibilities for the organization. Each article provides different perspectives on job performance, providing the researcher a holistic understanding of job performance as defined and understood by scholars on the subject and extant literature. The individual's 'crossing of the path' from MBO to OCB is also his or her move from the 'quantity' to 'quality' dimensions of work performance-that is, the employee learns to accomplish more than what was required from him or her, but also commit to working on tasks that are personally meaningful and fulfilling. Robert Vecchio on the prediction of performance and satisfaction through leadership Vecchio (2008), in his discussion of job performance in organizations, contextualized it through the path goal and transformation leadership theories. LePine's study demonstrated, at least to some degree, how, like the job complexity moderator variables, teamwork processes could also be analyzed vis-a-vis the job satisfaction-job performance relationship, owing to the similarities in design and focus between Judge's and LePine's studies. In this model, rewards were taken into consideration as an integral part of performance assessment, as one of the moderator variables that contribute to job performance. This is similar to Vecchio's discussion of the 'value-laden leadership,' wherein apart from vision and performance expectations, frequency of positive evaluation is considered as one of the most important elements determining job satisfaction and performance. While MBO was identified as a precursor to organizational performance, goal setting theory, meanwhile, was the core framework that the study used for analysis and interpretation. Application of these theories is critical in the study since the author sought to prove whether performance is significantly linked to leadership, and if this is the case, what specific kind of leadership works best for performance: transactional or transformational leadership. If formal performance is not optimally achieved, then it is inevitable that "altruistic behaviors" that could lead to OCB will not happen (120).
Common topics in this essay:
Vigoda-Gadot Judge's,
Robert Vecchio,
,
MBO OCB,
Luthans Avolio,
Behavior OCB,
Citizenship Behavior,
job performance,
Eran Vigoda-Gadot's,
Timothy Judge's,
job satisfaction,
performance relationship,
satisfaction-job performance,
job satisfaction-job,
job satisfaction-job performance,
satisfaction-job performance relationship,
contingent reward,
OCB Vecchio's,
goal setting theory,
formal performance,
transformational leadership,
intellectual stimulation,
setting theory,
satisfaction job performance,
job satisfaction job,
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Acceptance Essays
