The paper "The Influence of Job Satisfaction on Job Performance" is an outstanding example of business coursework. Berghe (2011, p. 24) defines job performance to be all set of behaviours that workers of an organisation would engage in while they conduct their daily tasks and how good they execute all tasks assigned to them within any particular moment in time. Research into ascertaining job performance and its requirements is not straightforward in nature given that nowadays it is made up of a set of interacting attributes that related to the job; employee as well as the immediate environment for which the tasks are executed (Saari & Judge, 2004).
According to Javed, Balouch and Hassan (2014, p. 123) notes that job performance is concerned with whether or not an individual employee is able to conduct their job duties in a clear and almost perfect manner. It is the immediate way for which workers are able to execute their daily duties. Bakotic (2016, p. 2) argues that organisational performance does not relate to the summation of individual workers’ performance, however; there are research studies that indicate a positive correlation between job satisfaction and individual employees performances.
Job performance is affected by both internal and external factors for which an organisation has control and lack control over respectively. Indermun and SaheedBayat (2013, p. 5) note that employee job performance is focused on an organisation knowledge that resides in workers and forms a fundamental attribute of superior levels of service quality and directly influencing the existing markets as a whole. It is thus important to study job performance since a committed and dedicated workforce will usually act as a valuable; scarce and non-imitable resource that can improve the underlying profitability levels of a firm from a strategic point of view. Job Satisfaction Job satisfaction is the degree of positive emotions that is a result of appraisals of one’ s work duties or even experiences.
It defines a linkage between workers’ immediate expectations of work duties and the real end results of this experience (Berghe, 2011). The possible connection between employees’ satisfaction and performance in the workplace has been an area that has received enormous attention over the years. Pugno and Depedri (2009) note that monetary compensation, as well as incentives to employees for work efforts made, do not necessarily result to be of fundamental importance for job satisfaction but rather; it is highly dependent on the immediate interests and attitudes of workers at any given moment in time.
Notably, some of the psychologists posit that in the event that satisfaction related to employees’ live in its entirety; then job performance would be positively connected to it (Khan et al, 2012). Recent research into job satisfaction indicates that management would always wish to work with employees who have a positive perception of their job.
This is so because such workers would definitely be in love with their work duties and feel justice in an environment for which they conduct business and this job provides them with an opportunity to experience enormous work challenges-thereby breaking possible monotony and good remuneration as well. It is important to study job satisfaction amongst workers because it seeks to inform management of whether the underlying human resource is fairly positioned to tackle duties effectively and efficiently. In fact, happy workers will likely commit to using some part of their private time to work-related duties; will show elements of creativity and commitment; they will definitely try and seek possible ways of going above any possible obstacles that might be present in the course of realising their job duties; and they will also likely ensure to provide assistance to their fellow colleagues and supervisors (Bakotic, 2016, p. 2).
According to Indermun and SaheedBayat (2013, p. 2), modern workers are dynamic and no longer want to stay in their jobs in case it lacks elements related to motivation and satisfaction.
Berghe, J.V.2011. Job Satisfaction and Job Performance at the Work Place, Degree Thesis: International Business, Paper No. 8299, pp.2-47
Bakotic, D. 2016. Relationship between Job Satisfaction and Organisational Performance, Economic Research-Ekonomska Istraživanja, vol.29, no.1, pp.118-130
Bako, A, A. N, d. The Positive and Negative Effects of Job Satisfaction on Employee’s Performance in an Organisation, SCIE Journals, pp. 45-49
Indermun, V & SaheedBayat, M. 2013. The Job Satisfaction -Employee Performance Relationship: A Theoretical Perspective, International journal of Innovative Research in Management, vol.11, no.2, pp.1-9.
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Javed, M & Balouch, R. Hassan, F. 2014. Determinants of Job Satisfaction and its Impact on Employee Performance and Turnover Intentions, International Journal of Learning & Development, vol. 4, no.2,pp.120-140
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Khan et al. 2012. Impact of job satisfaction on employee performance: An empirical study of autonomous Medical Institutions of Pakistan, African Journal of Business Management, vol. 6 no.7, pp. 2697-2705
Pugno, M & Depedri, S. 2009. Job Performance and Job Satisfaction: An Integrated Survey, Discussion Paper, 4.
Saari, L.M., & Judge, T.A. (2004) Employee Attitudes and Job Satisfaction. Human Resource Management, vol.43, no.4, pp. 395-407