Relationship Between Job Performance and Job Satisfaction

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“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,
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Those employees that are higher in conscientiousness will be more likely to be driven to show OCB as a possible means of satisfying their personal need for success and accomplishment. Scholars suggested that OCB could be driven by the desire to have an increase in job satisfying experiences and not just the desire to help others or reciprocate favorable treatment. LMX quality enhances job satisfaction, which further increases OCB. An average corrected correlation of .36 was found between job satisfaction and OCB. This is proved by pointing out the correlation between trait conscientiousness and job satisfaction (.21). Scholars and practitioners have regarded OCB as a valuable form of behavior since OCB’s use by the employees can be used for attaining greater LMX quality and satisfying job experiences and not just for signifying the response from the satisfaction stemming from a better valued LMX relationship (Lapierre and Hackett, 2007, p. 550).

Counterproductive behavior is defined as employee behaviors that intentionally hinder organizational goal accomplishment (Colquitt et al. 2009, p. 46). The definition uses the word ‘intentionally’, meaning that the employees who enact such behavior have every intention of doing so, and they are not ignorant. Research shows that counterproductive behaviors in a restaurant eat up to 2-3 percent of the revenues in a year, but the nature of these counterproductive behaviors is more
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