A Casual Model Of Development And Empirical Study On Employee Job Performance Construct

Although the research of employee job performance already continued for several years, up to now, there have no a unified structural model yet. Technical change, the organizational development and conversion of job role make the traditional performance theory (task performance and contextual performance) of adapting to organization goal from unitary perspective change significantly. The primary purpose of this study is to explore the traditional theory of job performance domain, and present a theoretical model and examine it.The review on job performance construct models through the combination of critical incidents and questionnaire methods from the 1453 employees of nation-wide used to measure, the current investigation puts forward an extensive model of bilateral perspective. With SPSS and AMOS software, the five assumptions that carry out principal components analysis, correlation analysis, structural equation analysis and regression analysis are examined.(1) It discusses and extends for traditional job performance models theoretically. Drawing from the definition of job performance, this paper presents a four-dimension conceptual model through theoretical analysis. Conceptual model consist of 4 dimensions, and 13 facets: task performance (including working duty, task ability and task knowledge), contextual performance (including helping colleagues, complying with rule, individual self-discipline, and extra effort), learning performance (learning willingness, learning activities, and learning outcomes), as well as innovative performance (innovative willingness, innovative activities, and innovative outcomes).(2) The four-dimension construct of job performance is examined (including task performance, contextual performance, learning performance and innovative performance). Using interviews and expert evaluation method to carry out selection for employee crucial incidents, combining the job performance scales from foreign scholars, develops a scale of preliminary test. Employees'interviews and expert evaluation found, job performance is composed of five components: task performance, contextual performance, learning performance, innovative performance and counterproductive performance. The generalized items have gotten 52 initial indexes. Results of the principal components and structural equation analysis show, employee job performance is divided significantly to four corresponding dimensions: task performance, contextual performance, learning performance and innovative performance.(3) An integrated model is proposed which includes some employee's psychological orientation effect on job performance. Research result shows: job satisfaction, organizational commitment, turnover intention, goal orientation, and performance intention are significantly not uniform for the influence of every sub-job–performance-dimension. The greater job satisfaction produces higher job performance, and organizational commitment is the higher, employee job performance is also the better; the more significant turnover intention is, the poorer employee job performance is. On the other hand, goal orientation and performance intention is different effects on every sub-dimension of employee job performance. Development performance intention has significantly positive influence on task performance, contextual performance, learning performance and innovative performance. Physical performance intention, affective performance intention and development performance intention has significantly positive influence on learning performance, and is not uniform that affects the other sub-dimension job performance. Finally, it summarized the whole dissertation, and has given some directions for future research.In a word, research results suggest that job performance as a combination of result, process, and behavior, has at least four separable components reflecting (a) task performance (technical core), (b) contextual performance (citizenship climate), (c) learning performance (learning process), and (d) innovative performance (innovative behavior) to adapt to organizational change,and are influenced by job satisfaction, organizational commitment, goal orientation, and performance intention...