Relationship Between Job Performance and Job Satisfaction
“Oh, give us the man who sings at his work.” – Thomas Carlyle
In this essay, job performance has been defined and the main categories of job performance have been laid out to show the exact difference between task, contextual and counterproductive performance. Also, the association between job performance and satisfaction has been reviewed thoroughly to prove what matters most in order for an organization’s employees to perform at soaring levels.
Job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment (Colquitt, Wesson and LePine, 2009, p. 37). Job performance comprises of actions which are under the employees’ control, however it puts a limit on which actions are and are not significant to job performance. Under job performance, there are mainly three behaviors fit into categories that are significant. Task and contextual performance are the two categories that supportively promote the organization. Counterproductive behavior is the third category which promotes harmfully to the organization. Task performance includes the employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces (Colquitt et al. 2009, p. 38). In other words, the group of clear responsibilities which an employee should accomplish in order for obtaining reimbursement and continuous occupation is known as task performance.
Whereas, contextual performance (OCB) is defined as voluntary employee activities that may or may not be rewarded but contribute to the organization by improving the overall quality of the setting in which the work takes place (Colquitt et al. 2009, p. 43). OCB is applicable in practically any work, irrespective of the actual nature of its duties, and in respect of the efficiency of work units and organizations, these behaviors provide many benefits. An examination of
In this essay, job performance has been defined and the main categories of job performance have been laid out to show the exact difference between task, contextual and counterproductive performance. Also, the association between job performance and satisfaction has been reviewed thoroughly to prove what matters most in order for an organization’s employees to perform at soaring levels.
Job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment (Colquitt, Wesson and LePine, 2009, p. 37). Job performance comprises of actions which are under the employees’ control, however it puts a limit on which actions are and are not significant to job performance. Under job performance, there are mainly three behaviors fit into categories that are significant. Task and contextual performance are the two categories that supportively promote the organization. Counterproductive behavior is the third category which promotes harmfully to the organization. Task performance includes the employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces (Colquitt et al. 2009, p. 38). In other words, the group of clear responsibilities which an employee should accomplish in order for obtaining reimbursement and continuous occupation is known as task performance.
Whereas, contextual performance (OCB) is defined as voluntary employee activities that may or may not be rewarded but contribute to the organization by improving the overall quality of the setting in which the work takes place (Colquitt et al. 2009, p. 43). OCB is applicable in practically any work, irrespective of the actual nature of its duties, and in respect of the efficiency of work units and organizations, these behaviors provide many benefits. An examination of