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Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success.
Human Performance is a quarterly peer-reviewed scientific journal covering industrial and organizational psychology as it relates to job performance. It was established in 1988, with Frank Landy ( Pennsylvania State University ) as its founding editor-in-chief . [ 1 ]
Although contextual performance is subjective, research suggests that managers increasingly include these behaviours when conducting performance evaluations. [3] While conceptually different, these two types of performance have moderately high correlations, whereby individuals who are good task performers are often also good contextual performers.
Some research indicates that burnout is associated with reduced job performance, [145] coronary heart disease, [94] and mental health problems. [146] Examples of emotional symptoms of occupational burnout include a lack of interest in the work being done, a decrease in work performance levels, feelings of helplessness, and trouble sleeping. [147]
Counterproductive work behavior (CWB) is employee's behavior that goes against the legitimate interests of an organization. [1] This behavior can harm the organization, other people within it, and other people and organizations outside it, including employers, other employees, suppliers, clients, patients and citizens.
By measuring morale with employee surveys many business owners and managers have long been aware of a direct, causative connection between that morale, (which includes job satisfaction, opinions of their management and many other aspects of the workplace culture) and the performance of their organization.
Further, voluntarily formed work teams report high work motivation. [10] Though research shows that appropriate goal-setting influences group motivation and performance, more research is needed in this area (group goals, individual goals, cohesiveness, etc.).
A summary of research conducted in Europe suggests that workplace incivility is common there. [2] In research on more than 1000 U.S. civil service workers, Cortina, Magley, Williams, and Langhout (2001) found that more than 70% of the sample experienced workplace incivility in the past five years. [2]