This document discusses job performance and its measurement. It defines job performance as the expected value added by an employee's behaviors over time. Job performance consists of two types: task performance, which directly contributes to producing goods/services as defined in the job description, and contextual performance, which supports the organizational environment through behaviors like cooperation. Several articles are summarized that discuss factors influencing job performance like personality, interpersonal skills, creativity, and leadership. Performance is best measured through a combination of objective, judgment-based, and personnel measures.

1. JOB PERFORMANCE

2. SYNOPSIS
• Job performance
• Task performance
• Conceptual performance
• Articles
• Performance measures
• conclusion

3. JOB PERFORMANCE
 job performance has been defined as the overall expected value from
employees’ behaviours carried out over the course of a set period of time .
 Performance is a property of behaviour, or, plainly stated, what people do
at work
 An employee’s behaviour adds expected value to the organization
 Borman and Motowidlo (1993) identified two types of employee
behaviours that are necessary for organizational effectiveness
 I. task performance
 II. Contextual performance

4. TASK PERFORMANCE
 Task performance was defined as the effectiveness with which job
incumbents perform activities that contribute to the organization’s
technical core.
 In other words Task performance refers to behaviours that are directly
involved in producing goods or service.
 Task performance people are Doing just what is expected.
 Requirements vary from job to job.
 Individual differences tied to abilities & knowledge.
 Activities part of job description.

5. Contextual Performance
 These are the behaviours that contribute to overall effectiveness through
supporting the social and psychological climate of the workplace.
Examples include cooperating with teammates, diffusing conflicts, and
cleaning up the conference room.
 These behaviours are important because they shape the organizational,
social, and psychological contexts.
 Common to most jobs.
 Individual differences tied to personality.
 Activities not part of job description.
 Supports organizational environment.

6. ARTICLES ON JOB
PERFORMANCE
ARTICLE no:1
Author: ROBERT BULLOCK
Date: 14-jun-2013
Published in: Consulting café web site.
Analysis:
Evaluating performance based on employee behaviours rather than results
allows us to gain a deeper understanding of employee traits and processes that
contribute to organization effectiveness.
job performance is can help you in a variety of ways. By avoiding the use of
results and focusing on the behaviours

7. Contd..
ARTICLE no:2
Author: Joyce Hogan
Date: 27-jan-2014
Published in: apa.org website
Analysis:
important factors in job performance - creativity, leadership, integrity,
attendance and cooperation are related to personality, not intelligence.
Interpersonal skills are another predictor of job performance.
contextual performance also leads to good job performance.
Contextual performance means doing things beyond the simple job
performance, such as volunteering, putting in extra effort, cooperating,
following rules and procedures, and endorsing the goals of the organization.

8. Contd…
ARTICLE no:3
Author: Jae vanden Berghe
Date:21-may-2011
Published in: thesus.afi web site
Analysis:
job performance can be defined as “all the behaviours employees engage in
while at work” .
Historically, there have been three approaches to define the dimensions of job
performance
As a function of outcomes
As a function of behaviour
As a function of personal traits

9. Contd…
ARTICLE no:4
Author: walter c.borman
Date:13-nov-2009
Published in: tandfonline web site
Analysis:
This article describes a theory of job performance that assumes that job
performance is behavioural, episodic, evaluative, and multidimensional.
It defines job performance as the aggregated value to the organization of the
discrete behavioural episodes that an individual performs over a standard
interval of time.
 important aspect of this theory is that it predicts that the kinds of knowledge,
skills, work habits, and traits that are associated with task performance are
different from the kinds that are associated with contextual performance.

10. Contd..
ARTICLE no:5
Author: Korkaew Jankingthongand Suthinee Rurkkhum
Date:26-aug-2012
Published in: journal.su website
Analysis:
The study aims to review existing studies to investigate factors affecting job
performance.
The results of this study reveal that transformational leadership, organizational
justice, work engagement, and PSM have direct effects on task, and contextual
performance.
Transformational leadership, however, has indirect effect on task, and
contextual performance through organizational justice, work engagement, and
PSM

11. Types of Performance Measures
• Objective performance measures
– Quantitative count of the results of work
• Judgmental measures
– Evaluation of the effectiveness of an individual’s work
• Personnel measures
– Typically kept in personnel file (e.g., absences, accidents, rate of
advancement)

12. CONCLUSION

13. THANK YOU!!!