Definition of job performance--美国Essay代写范文

美国Essay代写范文:“Definition of job performance”，这篇论文主要描述的是工作绩效被企业用来定义一个人是否做好了企业所安排工作的考核指标，也是现代企业人力资源管理中的一部分，工作绩效用来分析员工的工作表现，员工的工作表现能用来分析组织管理的成功与否，个人的工作绩效越高，也就代表着这个人的表现更为突出。

Job performance is whether a person does their work well, and it is also part of human resources management. Employees’ performance could be used to analyze the outcome and success of an organization. Campbell (1990) states that job performance is about someone’s behaviour at work and could be regarded as a personal level variable. This compares individual performance with organizational or national performance, which could be treated as high-level variables.

Also, Campbell (1990) describes some features of job performance, such as outcome, organizational goal relevance, and multidimensionality. In his view, the employees’ behaviour is a kind of performance. The outcome is the result of behaviour, but it will also be influenced by many other elements. However, the measurement of outcome will vary for different types of jobs. Another one is organizational goal relevance. Good job performance should be related to the corporate objective. Performance needs to be directed to organizational goals that are relevant to the job or role (Farh and Tesluk, 2012). Hence, performance that tries to achieve some unimportant targets and has little relation with organizational goals is not included.

Multidimensionality means that there are many performance standards because of different types of jobs. Campbell (1990) suggests an eight-factor model of performance. In the following years, Murphy (1994) develops this model and breaks it into four factors. Another way to divide up performance is in terms of task and contextual (citizenship and counterproductive) behaviours (Borman et al., 1993). Whereas task performance describes obligatory behaviours, contextual behaviours are those that do not fulfill specific aspects of the job's required role. Citizenship behaviours are defined as behaviours that contribute to the goals of the organization through their effect on the social and psychological conditions. Counterproductive behaviours, on the other hand, are intentional actions by employees that circumvent the aims of the organization.

Relationship between motivation and job performance 动机与工作绩效的关系

The relationship between motivation and job performance has been analyzed by many psychologists over 50 years(Buchanan, 2006). Many researchers believe that these two factors have a positive correlation. When people feel motivated, they prefer to have more responsibilities at work.

Fayol (1916), states that team spirit could be regarded as one of his fourteen management principles.  Absenteeism could be reduced if team spirit exists in the organization. In the view of Mayo (1880-1949), repetitive, simple work could lead to demotivation. Performance will be influenced by social contacts.  In support of this idea, Vroom (1964) states that in places where work is monotonous and unchallenging employees tend to become bored, annoyed and demanding. They have a wish to make their jobs more humanized. According to Davidoff (1987) individual performance consists of several factors:  the first is ‘ability’ which means the capability to do the job. The second is ‘work environment’, which means having the tools, materials, and information that are needed. Lastly, there is ‘motivation’. Davidoff thinks motivation is the desire to do the job. Anderson and Williams (1996) state that useful training could be one motivator to expand employees’ skills and as a result, their job security could also be strengthened.

According to Kim (2004), in service industries, employees could be motivated to undertake multiple tasks and be more passionate about the job if team spirit has been built. They think team building is a significant factor for success. Moreover, good communication could help leaders to have a better understanding of their employees and to use suitable motivation methods. Hou (2009) indicates that in organizations where employees have little autonomy and few skills to work independently, it will be difficult for them to perform well. From the viewpoint of Ma and Ni (2008), an appropriate environment could also improve employees’ behaviour. Beardwell (2007) contends that if the workers feel the situation is unfair, they will make efforts to rebuild a fair system or leave the job.

Some scholars emphasize the importance of the decision-making process while improving job performance. Knights and Willmott (2007) believe that letting employees join in decision making, could increase their personal commitment and sense of responsibility. Supporting this view, Rayner and Adam (2009) state that employees who are involved in decision making have higher performance levels than employees who only follow instructions and procedures. Blanchard and Wills (2009) argue that employees have a strong desire to use tools, to have useful training, and authority to make decisions. If they could be supported, they will perform their jobs correctly. Taking China as an example, there is some research about how money could be used to improve Chinese civil servants’ performance. The People’s Daily (2000), points out that money could be treated as one of the effective motivators to improve job performance. But it also could have bring some limitations.

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