Case Study 6 1

Procedia - Social and Behavioral Sciences 33 (2012) 612 –000–000 Procedia - Social and Behavioral Sciences 00 (2011) 616

Procedia Social and Behavioral Sciences

www.elsevier.com/locate/procedia

PSIWORLD 2011

Understanding job performance through persistence and job competency

Andreea

a

ua*, Ticu Constantina

Department of Psychology, Alexandru Ioan Cuza University of Iasi, Toma Cozma street, no.3, Iasi, 700554, Romania

Abstract Two related researches are presented in this paper: the first study tested a predicting model of the job performance based on competency matching indices analysis, on a sample of 200 Romanian employees, while the second one analyzed the influence of three persistence factors on the job performance. Surprisingly, results showed that job competency matching index proved a low predictive power for the job performance, while two persistence factors seemed to be high predictive. These results might question the general assessment practice beliefs in the human resources field. © 2012 Published by Elsevier Ltd. Selection and peer-review under responsibility of PSIWORLD 2011 © 2011 Published by Elsevier B.V. Selection and/or peer-review under responsibility of PSIWORLD2011

Open access under CC BY-NC-ND license. Keywords: job performance; persistence; job competency.

1. Introduction Literature abounds in definitions, models and methods for the assessment and understanding of the job performance. Theories and practices were developed to enable HR professionals to directly enhance job performance (Holton & Yamkovenko, 2008). Unfortunately, each author defines job performance in a significantly different manner. The debate regarding the nature of performance reveals two approaches. Some authors see the performance as being results and outcomes, and define it as the history of produced results of a certain determined activity or in a certain position (Ainsworth & Smith, 1993; Bernardin et al., 1995b, apud Robertson, Callinan &...