Factors Affecting Job Performance: A Review of Literature
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Keywords:
Job Performance Transformational Leadership Organizational Justice Work Engagement Public ServiceMotivation
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Abstract
The purpose of this study is to investigate existing literature and theory in order to initially construct a conceptual framework of SEM factors affecting job performance. The results of the study revealed that organizational justice, work engagement, and public service motivation(PSM) have direct effects toward job performance. Transformational leadership, however, has both direct and indirect effects toward job performance.
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References
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Bateman, T. S. and Organ, D. W. (1983) Job satisfaction and the good soldier: The relationship between affect and employee “citizenship”. Academy of Management Journal, 26(4): 587-595.
Bies, R. J. and Moag, J. F. (1986) Interactional justice: Communication criteria of fairness. In Research on Negotiations in Organizations (R. J. Lewicki, B. H. Sheppard, & M. H. Bazerman, eds), pp. 43-55. Greenwich, CT: JAI Press.
Borman, W. C. and Motowidlo, S. J. (1993) Expanding the criterion domain to include elements of contextual performance. In Personnel Selection in Organizations (N. Schmitt & W. C. Borman, eds), pp. 71-98. San Francisco: Jossey-Bass.
___________. (1997) Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2): 99-109.
Brief, A. P. and Motowidlo, S. J. (1986) Prosocial organizational behavior. Academy of Management Review, 11(4): 710-725.
Brewer, G. A., Selden, S. C., and Facer II, R. L. (2000) Individual conceptions of public service motivation. Public Administration Review, 60(3): 254-264.
Burns, J. M. (1978) Leadership. New York: Harper & Row.
Chongvisal, R. (2005) The Structural Relationships between Leadership, Emotional Intelligence, and Organizational Citizenship Behaviors. Proceeding of 43rd Kasetsart University Annual Conference: Education, Agricultural Extension and Communication, Social Sciences, Economics, Business Administration, Humanities, Home Economics. Kasetsart University: Thailand.
Christian, M. S., Garza, A. S., and Slaughter, J. E. (2011) Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1): 89-136.
De Cremer, D., van Dijke, M., and Bos, A. E. R. (2007) When leaders are seen as transformational: The effects of organizational justice. Journal of Applied Social Psychology, 37(8): 1797-1816.
Devonish, D. and Greenidge, D. (2010) The effect of organizational justice on contextual performance, counterproductive work behaviors, and task performance: Investigating the moderating role of ability-based emotional intelligence. International Journal of Selection and Assessment, 18(1): 75-86.
Greenberg, J. (1982) Approaching equity and avoiding inequity in groups and organizations. In Equity and Justice in Social Behavior (J. Greenberg & R. L. Cohen, eds), pp.389-435. New York: Academic Press.
__________. (1990) Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2): 399-432.
Houston, D. J. (2000) Public service motivation: A multivariate test. Journal of Public Administration Research and Theory, 10(4): 713-727.
Kim, S. (2006) Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(7-8): 722-740.
Leisink, P. and Steijn, B. (2009) Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences,75(1): 34-52.
Macey, W. H. and Schneider, B. (2008) The meaning of employee engagement. Industrial and Organizational Psychology, 1(1): 3-30.
Moynihan, D. P., Pandey, S. K., and Wright, B. E. (2009) Pulling the Levers: Leadership, Public Service Motivation and Mission Valence. Paper presented at the International Public Service Motivation Research Conference, June 7-9, Bloomington, INNasurdin, A. M. and Khuan, S. L. (2007). Organizational justice as an antecedent of job performance. Gadjah Mada International Journal of Business, 9(3): 325-343.
Perry, J. L. (1996) Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1): 5-22.
Perry, J. L. and Wise, L. R. (1990) The motivational bases of public service. Public Administration Review, 50(3): 367-373.
Podsakoff , P. M., MacKenzie, S. B., Paine, J. B., and Bachrach, D. G. (2000) Organizational citizenship behaviors: A critical review of the literature and suggestions for future research. Journal of Management, 26(3): 513-563.
Purvanova, R. K., Bono, J. E., and Dzieweczynski, J. (2006) Transformational leadership, job characteristics, and organizational citizenship performance. Human Performance, 19(1): 1-22.
Rich, B. L., LePine, J. A., and Crawford, E. R. (2010) Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3): 617-635.
Robbins, S. P. and Judge, T. A. (2010) Essentials of Organizational Behavior. (10th ed.). Upper Saddle River, NJ: Pearson Education.
Schaufeli, W. B., Salanova, M., Gonza ́lez-roma ́, V., and Bakker, A. B. (2002) The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1): 71-92.
Smith, A. C., Organ, D. W., and Near, J. P. (1983) Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4): 653-663.
Thibaut, J. and Walker, L. (1975) Procedural Justice: A Psychological Analysis. Hillsdale, NJ: Erlbaum.
Van Dyne, L., Cummings, L. L., and Parks, J. M. (1995) Extra-role behaviors: In pursuit of construct and definitional clarity (a bridge over muddied waters). In Research in Organizational Behavior(L. L. Cummings & B. M. Staw, eds), pp. 215-285. Greenwich, CT: JAI Press.
Van Scotter, J. R. and Motowidlo, S. J. (1996) Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81(5): 525-531.
Wang, X., Liao, J., Xia, D., and Chang, T. (2010) The impact of organizational justice on work performance. International Journal of Manpower, 31(6): 660-677.
Werner, J. M. (2000) Implications of OCB and contextual performance for human resource management. Human Resource Management Review, 10(1): 245-261.
Zhu, W., Avolio, B. J., and Walumbwa, F. O. (2009) Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management, 34(5): 590-619.
Avolio, B. J. and Bass, B. M. (1991) The Full-Range of Leadership Development. Binghamton, NY: Center for Leadership Studies.
Bass, B. M. (1985) Leadership and performance beyond expectations. New York: Free Press.
Bass, B. M. and Avolio, B. J. (1993) Transformational leadership: A response to critiques, in M. M. Chemers, & , R. Ayman (Eds), Leadership theory and research: Perspectives and direction (pp. 49-80). San Diego, CA: Academic Press.
Bateman, T. S. and Organ, D. W. (1983) Job satisfaction and the good soldier: The relationship between affect and employee “citizenship”. Academy of Management Journal, 26(4): 587-595.
Bies, R. J. and Moag, J. F. (1986) Interactional justice: Communication criteria of fairness. In Research on Negotiations in Organizations (R. J. Lewicki, B. H. Sheppard, & M. H. Bazerman, eds), pp. 43-55. Greenwich, CT: JAI Press.
Borman, W. C. and Motowidlo, S. J. (1993) Expanding the criterion domain to include elements of contextual performance. In Personnel Selection in Organizations (N. Schmitt & W. C. Borman, eds), pp. 71-98. San Francisco: Jossey-Bass.
___________. (1997) Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2): 99-109.
Brief, A. P. and Motowidlo, S. J. (1986) Prosocial organizational behavior. Academy of Management Review, 11(4): 710-725.
Brewer, G. A., Selden, S. C., and Facer II, R. L. (2000) Individual conceptions of public service motivation. Public Administration Review, 60(3): 254-264.
Burns, J. M. (1978) Leadership. New York: Harper & Row.
Chongvisal, R. (2005) The Structural Relationships between Leadership, Emotional Intelligence, and Organizational Citizenship Behaviors. Proceeding of 43rd Kasetsart University Annual Conference: Education, Agricultural Extension and Communication, Social Sciences, Economics, Business Administration, Humanities, Home Economics. Kasetsart University: Thailand.
Christian, M. S., Garza, A. S., and Slaughter, J. E. (2011) Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1): 89-136.
De Cremer, D., van Dijke, M., and Bos, A. E. R. (2007) When leaders are seen as transformational: The effects of organizational justice. Journal of Applied Social Psychology, 37(8): 1797-1816.
Devonish, D. and Greenidge, D. (2010) The effect of organizational justice on contextual performance, counterproductive work behaviors, and task performance: Investigating the moderating role of ability-based emotional intelligence. International Journal of Selection and Assessment, 18(1): 75-86.
Greenberg, J. (1982) Approaching equity and avoiding inequity in groups and organizations. In Equity and Justice in Social Behavior (J. Greenberg & R. L. Cohen, eds), pp.389-435. New York: Academic Press.
__________. (1990) Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2): 399-432.
Houston, D. J. (2000) Public service motivation: A multivariate test. Journal of Public Administration Research and Theory, 10(4): 713-727.
Kim, S. (2006) Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(7-8): 722-740.
Leisink, P. and Steijn, B. (2009) Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences,75(1): 34-52.
Macey, W. H. and Schneider, B. (2008) The meaning of employee engagement. Industrial and Organizational Psychology, 1(1): 3-30.
Moynihan, D. P., Pandey, S. K., and Wright, B. E. (2009) Pulling the Levers: Leadership, Public Service Motivation and Mission Valence. Paper presented at the International Public Service Motivation Research Conference, June 7-9, Bloomington, INNasurdin, A. M. and Khuan, S. L. (2007). Organizational justice as an antecedent of job performance. Gadjah Mada International Journal of Business, 9(3): 325-343.
Perry, J. L. (1996) Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1): 5-22.
Perry, J. L. and Wise, L. R. (1990) The motivational bases of public service. Public Administration Review, 50(3): 367-373.
Podsakoff , P. M., MacKenzie, S. B., Paine, J. B., and Bachrach, D. G. (2000) Organizational citizenship behaviors: A critical review of the literature and suggestions for future research. Journal of Management, 26(3): 513-563.
Purvanova, R. K., Bono, J. E., and Dzieweczynski, J. (2006) Transformational leadership, job characteristics, and organizational citizenship performance. Human Performance, 19(1): 1-22.
Rich, B. L., LePine, J. A., and Crawford, E. R. (2010) Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3): 617-635.
Robbins, S. P. and Judge, T. A. (2010) Essentials of Organizational Behavior. (10th ed.). Upper Saddle River, NJ: Pearson Education.
Schaufeli, W. B., Salanova, M., Gonza ́lez-roma ́, V., and Bakker, A. B. (2002) The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1): 71-92.
Smith, A. C., Organ, D. W., and Near, J. P. (1983) Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68(4): 653-663.
Thibaut, J. and Walker, L. (1975) Procedural Justice: A Psychological Analysis. Hillsdale, NJ: Erlbaum.
Van Dyne, L., Cummings, L. L., and Parks, J. M. (1995) Extra-role behaviors: In pursuit of construct and definitional clarity (a bridge over muddied waters). In Research in Organizational Behavior(L. L. Cummings & B. M. Staw, eds), pp. 215-285. Greenwich, CT: JAI Press.
Van Scotter, J. R. and Motowidlo, S. J. (1996) Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81(5): 525-531.
Wang, X., Liao, J., Xia, D., and Chang, T. (2010) The impact of organizational justice on work performance. International Journal of Manpower, 31(6): 660-677.
Werner, J. M. (2000) Implications of OCB and contextual performance for human resource management. Human Resource Management Review, 10(1): 245-261.
Zhu, W., Avolio, B. J., and Walumbwa, F. O. (2009) Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management, 34(5): 590-619.