Article

Job Performance Measurement: The Elusive Relationship Between Job Performance and Job Satisfaction

Stephen A. Woods

in The Oxford Handbook of Personnel Psychology

Published in print October 2008 | ISBN: 9780199234738
Published online September 2009 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199234738.003.0014

Series: Oxford Handbooks in Business and Management C

 Job Performance Measurement: The Elusive Relationship Between Job Performance and Job Satisfaction

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This article reviews recent literature on job performance measurement to examine advances in theories of job performance measurement, and their implications for the practice of job performance assessment. It also considers the antecedents of job performance and, in particular, revisits the issue of whether happy, satisfied workers are also productive workers. The focus in the article is on measuring the job performance of individuals and teams, which most commonly involves the use of surveys or rating forms to assess and evaluate employee behavior or job competencies. Subjective ratings may be provided by supervisors, peers, subordinates, or clients and customers. Performance measurement may also make use of data from archival records (such as productivity or absence data), often referred to as objective data.

Keywords: job performance; rating forms; employee behavior; job competencies; objective data

Article.  10067 words. 

Subjects: Business and Management ; Human Resource Management ; Organizational Theory and Behaviour

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