Job performance

In this line of thought Campbell (1993) developed an influential model containing eight dimensions to measure job performance (Jex 2002 pp. 90-92):

— Job performance

A threshold competency is a person's generic knowledge, motive, trait, self image, social role, or skill which is essential to performing a job, but is not causally related to superior job performance.

— Job performance

The power to distinguish between person and performance and to communicate intrinsic worth flows naturally out of our own sense of intrinsic worth.

— Job performance

Job performance is a deceptively simple term. At the most general level, it can be defined simply as “all of the behaviors employees engage in while at work.” Unfortunately, this is a rather imprecise definition because employees often engage in behaviors at work that have little or nothing to do with job-specific tasks.

— Job performance

By definition, job performance is behavior, so job performance is rarely measured directly. More typically, what is measured is some external assessment of job performance.

— Job performance

Research reveal that managers achieving better performance (i.e., greater productivity, higher earnings, lower costs, etc. ) differ in leadership principles and practices from those achieving poorer performance.

— Job performance

As tasks become more varied and require greater training and skill, the relationship (between job attitudes and performance) appears to change progressively from the negative to positive.

— Job performance

[Each person] is a member of one or more functioning workgroups that have a high degree of group loyalty, effective skills of interaction and high performance goals.

— Job performance