Hrm University Paper

Job performance, formally defined as, the value of employee behaviors that contribute either, positively or negatively, to organizational goal achievement (Colquitt, Lepine and Wesson, 2009, p. 37) consists of actions employees undertake, dependable on the job significance of the employees. It is divided into three behaviors. The first two behaviors are task performance and contextual performance. Contextual performance or OCB (Organizational Citizenship Behavior) consists of non-prescribed job requirements such as helping co-workers. However task performance is inconclusive of the prescribed job requirements, so the task that is prescribed by employers (Motowidlo and Van Scotter, 1994, p. 475-480). These two behaviors support the mission of the organization. However the third behavior, counterproductive behavior hinders the organization its goal achievement. Counterproductive behavior comprises of employees actions that intentionally hinder the goal achievement of the organization (Colquitt et al, 2009, p. 48). The main objective of this essay is to study the relationship between job satisfaction and job performance to know whether high levels of satisfaction should be created to make employees perform at rising levels. The analysis done in the study will indicate how high levels of job satisfaction can be created by incorporating OCB in the performance-satisfaction relationship.

How are job satisfaction and job performance connected to each other? Job satisfaction is the pleasure one derives from his or her current job (Iaffaldano, and Muchinsky, 1985, p. 251-273). The relationship, between the two variables is somewhat cryptic. It has been researched by scientists for more than fifty years. This interesting connection has always been assumed as positive. However research correlations indicate that the relationship between the two variables is not as important as assumed. This is academically proven, approximately twenty years ago. An extensive meta-analysis...