Job Performance and Job Satisfaction: An Integrated Survey

Pugno, Maurizio

doi:10.2139/ssrn.1402566

Cited by 21 publications

(21 citation statements)

References 192 publications

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“…The results of the current study could contribute significantly to the debate on the JS-JP relationship for which a recent meta-analysis found mixed results and evidence of moderating factors (Judge et al, 2001;Pugno & Depedri, 2009). The relatively strong significant link between JS and JP could be due to the fact that the research participants where in jobs in which interaction with students and the general public is high.…”

Section: Relationship Between Job Satisfaction and Job Performancementioning

confidence: 70%

The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction

Vratskikh¹,

Masa’deh²,

Al-Lozi³

et al. 2016

IJBM

100

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Recent research findings are accumulating evidence that Emotional Intelligence (EI) is associated positively with important work manners. However, the research on Emotional Intelligence is mainly conducted in business field and in western countries; therefore there is a shortage of research on Emotional Intelligence in the context of public sector in Jordan. The aim of this study is to explore the influence of Emotional Intelligence on job performance and job satisfaction as well as the mediating role of job satisfaction on job performance among the administrative employees of the University of Jordan. The present study is based on Mayer and Salovey's (2000) ability model of Emotional Intelligence. A sample consisted of 354 employees from the University of Jordan who completed self-report questionnaire. Structural equation modeling (SEM) was used in order to test the proposed hypotheses. The research found that Emotional Intelligence is positively correlated with job performance and job satisfaction. The findings of this study also confirm the mediatory role of job satisfaction in relationship between Emotional Intelligence and job performance. It is suggested that Emotional Intelligence can be used to predict job performance and job satisfaction, therefore the understanding of Emotional Intelligence theory and its applications can be promoted for managerial and human resource practices throughout public sector organizations.

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Section: Relationship Between Job Satisfaction and Job Performancementioning

confidence: 70%

The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction

Vratskikh¹,

Masa’deh²,

Al-Lozi³

et al. 2016

IJBM

100

View full text Add to dashboard Cite

show abstract

“…An employee who has a positive attitude in the workplace has a higher level of job satisfaction, and as a consequence, he/she is more oriented towards increasing his/her job performance. This idea is supported by various scholars (Ahmad, Ing, & Bujang, 2014;Pugno & Depedri, 2009;Shore & Martin, 1989) who argue that job satisfaction has a powerful impact on employees' performance. On the other hand, Lawler and Porter (1967) and Miao, Humphrey, and Qian (2017) state that job performance leads to job satisfaction, not vice versa.…”

Section: Job Satisfaction and Job Performancementioning

confidence: 88%

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

Tănăsescu

Leon

2019

Management Dynamics in the Knowledge Economy

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This research aims to analyze the relationships established among rewards, job satisfaction and job performance in the Romanian banking system. In order to achieve this goal, a single-case study is used as a research strategy and a survey-based on a questionnaire is developed among the 60 employees the BCR-BpL branch from Bucharest, Sector 3. The relationships established among rewards, job satisfaction, and job performance are tested using Partial Least Square -Structural Equation Modelling. The results prove that: (i) rewards have a positive influence on job satisfaction; (ii) the relationship between job satisfaction and job performance is not statistically significant; and (iii) the relationship between rewards and job performance is not statistically significant. These findings have both theoretical and practical implications. On the one hand, they extend the theory from the human resources management field by analyzing the relationships established among rewards, job satisfaction, and job performance, within the Romanian banking system. On the other hand, they help managers understand the importance of using rewards as a strategic organizational tool, capable to increase employees' satisfaction.

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“…Viswesvaran and Ones (2000), defined job performance as actions, behavior and outcomes that employees facing which relate to the objective of the company. Job performance was found to be positively related with job satisfaction, whereas effort is assumed to be a disutility in the theory (Pugno & Depedri, 2010). Self-esteem would affect an individual personal performance.…”

Section: Literature Reviewmentioning

confidence: 90%

Role Overload, Self- Efficacy, Locus of Control and Job Performance among Employees of a Printing Company in Malaysia

Omar

Hussein

Azli

2016

IMBR

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Job performance becomes the most commonly discussed issue in the recent years even though many research have been conducted. As the employee is the most important asset for an organization, various factors influencing the employee performance need to be ascertained. For companies that offer services to customers, their employeesâ€™ job performance could impact the loyalty of the customers and longevity of the business. However, constant dealing with high and various consumer demands, employees of printing company could easily be stressful hence requiring them to control their emotions. Therefore this study investigated the effects of role overload, self-efficacy, and locus of control towards employee job performance. A total of 67 employees of a small printing company located in Klang Valley, Malaysia had participated in the survey of this descriptive and correlational study. The results indicated that there was a strong positive relationship between self-efficacy and job performance, the meanwhile locus of control had a moderate positive relationship with job performance. This study contributes to the body of knowledge by validating the positive association of both self-efficacy and locus of control with employee job performance. The practitioners could also make reference to this study in order to properly manage the performance of their employees.

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Job Performance and Job Satisfaction: An Integrated Survey

Cited by 21 publications

References 192 publications

The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction

The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction

Human Resources Practices in the Romanian Banking System: Rewards, Job Satisfaction, and Job Performance

Role Overload, Self- Efficacy, Locus of Control and Job Performance among Employees of a Printing Company in Malaysia

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