...between Job Satisfaction, Job Performance Attitude towards Work and Organizational Commitment Habib Ahmad Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan E-mail: habib.msfin26@iiu.edu.pk Tel: +92-03335339752 Khursheed Ahmad Lecturer in Department of Management Sciences, University of Swat, Pakistan E-mail: khursheed66@yahoo.com Tel: +92-03088787874 Idrees Ali Shah Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan E-mail: idree.as1985@gmail.com Tel: +92-033491093119 Abstract Many attempts are made to find determinants of job satisfaction and its relationship with other variables but most of the study is done in the west. This paper utilizes survey data collected form 310 employees of 15 advertising agencies of Islamabad (Pakistan) to test interdependency of job satisfaction and job performance, effect of organizational commitment and attitude towards work on job satisfaction and impact of organizational commitment and attitude towards work on performance. Response patterns, analyzed by gender, education, department, income and age are also discussed. Results show a weak relation between job satisfaction and performance where as organizational commitment has strong positive relation with performance and attitude towards work has a strong positive relation with job satisfaction. The study identifies insignificant impact of organizational commitment on job satisfaction and attitude towards work on job performance...
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...Pay for Performance Case Meredith Viera 22 August 2010 Job Evaluation Case 1. The new Utley management would like to establish a pay-for-performance system. What does this mean to the Utley management Pay for performance system is designed to reward employees that meet and exceed performance objectives and exhibit behaviors that are aligned with company’s goal. Utley management must determine what does the organization values, which type of individual employee contribution should be rewarded, their ability to pay, administer and willingness to communicate a merit pay plan before it is created. Management must also establish some performance standards as the basis of measurement of employee’s contribution against organization’s goals and objectives. In order to establish a reliable, fair and valid pay for performance system, Utley management must make sure that employee’s performance objectives are aligned with the organizational goals (WorldatWork, pg.312). 2. What changes will have to be made in the way the system operates now? The actual pay for performance system is not working because the process has several flaws. The system is not reliable and it does not capture the necessary information needed to perform a more accurate evaluation of employee’s contribution towards organizational goals. For instance, the use of a single question in a performance assessment cannot capture all the elements that...
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...Christen, Ganesh Iyer, & David Soberman Job Satisfaction, Job Performance, and Effort: A Reexamination Using Agency Theory The objective of this article is to clarify ambiguities in the literature regarding the relationships among three key constructs of work relationships: effort, job performance, and job satisfaction. The relationship between job performance and job satisfaction is of central interest to research in organizational psychology. However, empirical research in that area finds that the link between these constructs is weak at best. A negative effect of effort on job satisfaction is consistent with agency theory, but there is limited empirical evidence to support this assumption. Moreover, some studies have found a positive effect of effort on job satisfaction. Using a model that incorporates the main constructs from agency theory and organizational psychology, the current study finds a negative, direct effect of effort and a positive, direct effect of job performance on job satisfaction. The authors show that conflicting findings in the literature are the result of inconsistency in both the measurement and the definition of constructs across studies that do not fully account for all the relationships between constructs. The current findings emphasize the need to distinguish clearly between factors that represent employees’ inputs in a work relationship (i.e., effort) and those that represent their outputs (i.e., job performance). The article also demonstrates the importance...
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...term "job passion" especially in the work context. Job passion was differentiated from other job attitudes such as; motivation, job satisfaction, job involvement and identification, workaholism and organizational commitment. They wish to also corroborate with other research on its different types - "harmonious and obsessive passion" and to further examine the effect of these types of job passion on work performance. By examining this effect, the authors want to justify that it is enhanced through the interaction of some mental elements called "cognitive engagement (comprising attention and absorption)" (p. 32). Their model therefore, is to create a cause and effect relationship between job passion and employee's work performance. However, finding a relationship would have been appropriate than a cause and effect. Theoretical Framework The research built on various recent researches, middle range theories and assumptions to provide answers to their questions. The concept of "entrepreneurial passion" was used to develop their concept of job passion (p. 28). They conceptualized job passion as "an attitude that comprises of both cognitive and affective elements which embody the strong inclination that one has towards one's job" (p. 28). Job passion is what you wake up joyfully to do, get excited about, enthusiastic and energized for and feel refreshed and revitalized after doing it, it characterizes a deep interest in a job, an excitement that results when people engage in a job (Chang...
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...Effect of Job Stress and Job Satisfaction on Performance: An Empirical Study Rashmi Shahu, S.V. Gole Department of Management Technology RKN Engineering College Nagpur, India (rashmishahu@yahoo.co.uk) (golesv@rknec.edu) Volume 2, Number 3 September 2008, pp. 237-246 Occupational stress is commonly acknowledged to be a critical issue for managers of private manufacturing companies. This study attempts to fill part of this void in literature by examining the relationship between job stress, job satisfaction and performance among 100 managers of private manufacturing firms. The study’s findings suggest that higher stress levels are related to lower performance whereas higher job satisfaction indicates higher performance. The main objective was to see if there was any relationship between job performance, job satisfaction and job stress & to preface model for the same. The research was assessed by using various instruments. Keywords: Job Satisfaction, Job Stress, Job Manufacturing Firms, Occupational Stress Index Performance, Private 1. Introduction 1.1 Job Performance in Relation to Job Satisfaction In the field of Industrial / Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance (Judge, Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship as the “Holy Grail” of Industrial psychology. Research linking job performance with satisfaction and other attitudes has been studied since...
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...Mekelle University College of Business and Economies Department of Management AN ASSESSMENT OF JOB SATISFACTION AND ITS EFFECT ON EMPLOYEES’ PERFORMANCE (A CASE STUDY ON ethiotelecom MEKELLE DISTRICT) A Senior Essay Analysis Submitted in Partial Fulfillment of the Requirements for the Award of Bachelor of art Degree in Public Administration and Development Management By: ID No: CBE/ UR/1224/02 Advisor: June, 2012 Mekelle, Ethiopia TABLE OF CONTENTS Titles page Acknowledgement…………………………………………………………………..…I Table of content…………………………………………………………………….…II List of tables and figures ………….………………………………………………….III CHAPTER ONE 1. INTRODUCTION 1.1. Back ground of the study.........................................................................................1 1.2. Statement of problem……….…… …………………………………………..….. 2 1.3. Objective of the study…….…………………………………….……………..….. 3 1.3.1. General objectives….………………………………..…….………………….3 1.3.2. Specific objectives.…………………………………..……..…………….…...3 1.4. Scope of the study .............................................................................................…...3 1.5. Limitation...
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...OVERVIEW Job performance is the set of employee behaviors that contribute to organizational goal accomplishment. It has three components: 1) task performance, or the transformation of resources into goods and services; 2) citizenship behaviors, or voluntary employee actions that contribute to the organization; and 3) counterproductive behaviors, or employee actions that hinder organizational accomplishments. This chapter discusses trends that affect job performance in today’s organizations, as well as practices that organizations can use to manage job performance. LEARNING GOALS After reading this chapter, you should be able to answer the following questions: 2.1 What is the definition of job performance? What are the three dimensions of job performance? 2.2 What is task performance? How do organizations identify the behaviors that underlie task performance? 2.3 What is citizenship behavior, and what are some specific examples of it? 2.4 What is counterproductive behavior, and what are some specific examples of it? 2.5 What workplace trends affect job performance in today’s organizations? 2.6 How can organizations use job performance information to manage employee performance? CHAPTER OUTLINE I. Job Performance A. Defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment 1. Behaviors are within the control of employees, but results (performance outcomes)...
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...Business Computing Business Computing Survey of IS Theory Name: Muhammad Rashid Student Number: S0222212 Tutor: Ron Perkins Due Date: 16th May 2013 Central Queensland University (Sydney Campus) Survey of IS Theory Name: Muhammad Rashid Student Number: S0222212 Tutor: Ron Perkins Due Date: 16th May 2013 Central Queensland University (Sydney Campus) Table of Contents 1.0 Technical, Business and System Competencies 1 1.1 Technical Competency 1 1.2 Business Competency 2 1.3 System Competency 2 2.0 Four Major Information Systems 3 2.1 Management Information System 3 2.2 Knowledge Management System 4 2.3 Customer Relationship Management 4 2.4 Supply Chain Management System 5 3.0 Cloud Computing 5 3.1 Characteristics of Cloud Computing 6 3.1.1 Elasticity & Scalability 6 3.1.2 Provisioning 6 3.1.3 Standardisation 6 3.1.4 Billing and Service Usage 7 3.2 Issues with Cloud Computing before Implementation 7 4.0 Technology Review 7 5.0 Operating Systems in Personal Computers 8 5.1 Features of Microsoft Windows 8 9 6.0 Enterprise Systems 10 6.1 Benefits of implementing Enterprise Systems 10 6.2 Challenges caused by implementing Enterprise Systems 11 7.0 Intelligent Systems 11 7.1 Types of Intelligent Systems 12 7.1.1 Expert Systems 12 7.1.2 Artificial Neural Networks 12 7.1.3 Motion Controls 13 7.1.4 Genetic Algorithms 13 8.0 Web Services 13 9.0 Educational Institutions...
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...organization or they can have a negative impact. There has been a lot of Psychological research done that examines these behaviors in an attempt to enhance job performance. This paper attempts to define both the counterproductive behaviors that can be detrimental to an organization and the productive employee behaviors that enhance an organization. Productive Behavior and its impact on an organization Productive behavior is defined as employee behavior that contributes positively to the goals and objectives of the organization displayed from their employees (Jex & Britt, 2008). Three of the more common forms of productive employee behaviors are job performance, organizational citizenship behavior (OCB), and innovation. Job performance in generic terms covers all of the behaviors that employees engage in while on the job (Jex & Britt, 2008). This unfortunately is not very accurate because employees often engage in behaviors that have little to do with the job task the employees are performing. Job performance may be better described as not only how well an employee performs a job task, but also includes other forms of productive behavior. Over time the research has concluded that three variables can be pointed to as predictors of job performance. One is general cognitive ability. The second one is level of job experience and lastly there is the personality trait of conscientiousness (Jex & Britt, 2008). Organizational Citizenship Behavior (OCB) is another form of...
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...attitudes and job satisfaction. Research has been done on this subject, and it has been determined that there are 3 major knowledge gaps between HR practice and the scientific research. The article by Saari and Judge , “Employee Attitudes and Job Satisfaction” (2004), discusses not only what those gaps are but what could be done to bridge those gaps. Employee Attitudes The first of the 3 knowledge gaps between HR practice and the scientific research is finding out what the causes of employee attitudes are. The most crucial of the employee attitudes is job satisfaction. The definition of satisfaction as seen by E.A. Locke in his 1976 published article was “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Saari & Judge, 2004). We tend to use both feeling and thinking when we appraise our jobs, just like when we evaluate something of importance to us in our lives,. One of the influences that is usually overlooked by HR specialists when considering job satisfaction is the work itself (Saari & Judge, 2004). There have even been a number of studies that show how one’s job satisfaction can be influenced by one’s temperament. It has also been indicated that the differences in temperament or disposition of some employees can be linked to their differences in job satisfaction, although that relationship has not been fully understood yet. An employee’s culture can also have an impact on their attitude or job satisfaction. Due...
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...Obstacles o Belief that the world is a just place. People want the world to be controllable and predictable, thus they want to believe the world is just, and thus if you behave by the rules you will be all right, or if you fail to follow the rules bad things will happen. Hand-me-down management formulas that reinforce this false belief. o Yourself. Don’t self-handicap. People are afraid of setbacks and implications for their self-image; so they often don’t do all they can to increase their power. Get over yourself and beyond your concerns with self-image, or, for that matter, the perception others have of you. Others aren’t worrying or thinking about you that much anyway! They are mostly concerned with themselves. Politics vs. Performance o People who had more political skill...
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...industrial/organizational psychology. Industrial/Organizational psychology was invented in the twentieth century around the late 1800’s. I/O was introduced by two experimental psychologists who wanted to combine psychology to fixing problems within an organization. In the United States, the focus was on job performance and efficiency, and in the United Kingdom, the focus was on employee fatigue and health. In 1901, the first I/O Ph.D was awarded and in 1913, the first I/O textbook was published. Frederick Winslow Taylor was a huge influence to the field of I/O and wrote the Scientific Management, which stated: “Each job should be carefully analyzed so that the optimal way of doing tasks can be specified. Employees should be selected (hired) according to characteristics that are related to job performance. Managers should study existing employees to find out what personal characteristics are important. Employees should be carefully trained to do their job tasks. Employees should be rewarded for their productivity to encourage high levels of performance” (Chapter 1). WWI took advantage of I/O psychology. Psychologists offered their services in hopes of helping the army place recruits in the job for which they were best suited for. I/O expanded into today, as company regularly hire these psychologists to identify and solve problems within the companies. I/O psychology is used to improve company and employee...
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...believe that companies utilize organizational psychology to understand why people act in a certain way, or perhaps to determine ones outcome prior to the end. Research and Statistics is at the foundation of I/O psychology in the scientist-practitioner perspective (Rego, 2010). I/O psychology informs the company about one’s behavior. The use of evidence-based information depends on the integrity of using correct collected data, and analyzing them in a meaningful way (Rego, 2010). Some of the methods used by psychologist are as follows: surveys, experiments, quasi-experiments, and observational studies (Webster, 2010). Other forms of statistics include human judgments, historical databases, and other measures of one’s work performance. Leadership, job performance, and employee stress, all selection techniques that depend on the validity of data received. Simply put, the company’s ability to learn new methods and tactics and their effectiveness on the employees is what research provides to the company. Organizational commitment is the employee’s commitment to the company. Several employees are committed to his or her organization because he or she may believe that the company has much to offer (Rego, 2010). The economy is suffering and many will stay with a company just because leaving the company is more...
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...Job Summary: The HR receptionist will assist with HR leadership to develop/administer practices and procedures that help ensure HR services are effective, efficient and in compliance with applicable regulations and company policies. Primary duties for this role include responsibilities in the following functional areas: Providing administrative support, acting as department receptionist, maintaining all personnel files, performing all administrative functions, assisting the public and personnel by answering questions, reviewing all forms and documentation, processing all forms and documentation for company personnel changes, handling the director’s calendar, monitoring the staff and payroll items, and completing other duties assigned within the HR office Essential Job Functions: • Provide Administrative support for 10-employee HR office by helping execute day-to-day operations at a business in order to keep office personnel informed and performing efficiently. • Act as department receptionist by receiving all telephone calls and taking messages in order to maintain communication within the HR office. • Maintain all personnel files of the company by closely monitoring activities and actions derived from personnel in order to assist the company by keeping accurate and detailed personnel files. • Perform all administrative functions for the office personnel by providing all correspondences, office supplies, files, and requests to personnel in a timely fashion in order to maintain...
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...Do Emotions Effect Job Performance Monica Colbert Virginia College Abstract Emotions are pure human physiological phenomena. Experiencing emotions is a part of being human. It’s a must that it be managed to keep a healthy staff and a growing bottom line. Emotions have a profound effect on almost everything we do in the workplace. What employees feel and how they express their emotions affects their performance. Emotions directly influence decision making, creativity and interpersonal relations. An employee is critically affected by their behaviors in the workplace (Perez. 2010. Pg 1). An employee’s emotions and overall temperament has a significant impact on his job performance, decision making skills, team spirit, and leadership skills. Leadership is actually about emotion management and emotions don’t just affect businesses but contribute to their structure. According to The Behavioral Health Coaching Institute, emotions can harm employees, affect how they react to pressures and be the cause of low productivity and poor results. It also states that “Emotional pain is an inevitable part of life. It can come from the outside, but it often stems from painful incidents at work, such as the behavior of immediate bosses, uncooperative employees, abrasive clients, poorly handled mergers or changes, bad work policies and practices, or the stress and grind of everyday work.” Do Emotions Affect Job Performance Almost any job that we have, there is a point in time where things get emotional;...
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