Job Performance and Organizational Outcomes
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This author discusses the connection between job performance and outcome and uses his personal work experience to describe a situation when defined outcomes and performance objectives were not in line with each other. The author emphasizes how this created a divide between job performance and outcomes that was incredibly demoralizing for him as the employee. The author then goes on to use the same organization to discuss a conflict between job design and the work context and show how when this occurs, job performance necessarily suffers regardless of what measure is used to analyze it, as it is impossible to fulfill contradictory commands.
Work Context and Job Design
Work Context and Job Design
From the Paper:"Job performance is a fairly standard phrase heard in human resources topics, yet it is anything but standard in the way that this term is understood and applied. Most simply, job performance refers to how well an employee does at their job, but this rather vague description does not really assist the study of management, productivity capabilities, and other human resources issues in any meaningful way. The parameters of what "doing well" means differ from organization to organization, and even from individual to individual, and can be measured both in terms of simple approaches to tasks and in terms of the ultimate outcome of task completion. Determining the connection between job performance and outcome, then, must begin with a determination of what job performance is.
"For this reason, the connection between job performance and measured outcomes is not always as clear or as linear as might be hoped by the average employee. Defined outcomes and performance objectives are not always in line with each other, especially when outcome evaluations are developed after performance objectives have been developed and/or communicated to employees (Cardy 2004; Halldorsson 2008). When this is the case, employees' performance, as perceived by the employees themselves and by certain managerial directives and measures, successful performance does not necessarily lead to positive outcomes (Cardy 2004). Unfortunately, this is the case somewhat often, in my experience."
Sample of Sources Used:
- Cardy, R. (2004). Performance management. Armonk, NY: Sharpe, Inc.
- Halldorsson, F. (2007). "Leadership style, employee job performance, and organizational outcomes." Univeristy of Minnesota. Accessed 6 September 2010. http://gradworks.umi.com/32/91/3291505.html
- Liao, H.; Martocchio, J. & Josh, A. (2010). Research in Personnel and Human Resources Management. Bingley, UK: Emerald group.
- Miner, J. (2007). Organizational behavior. Armonk, NY: Sharpe, Inc.
- Selvajaran, R. (2009). "The influence of job performance outcomes on ethical assessments." Personnel Review, Vol. 38 Iss: 4, pp.398 - 412.
Cite this Persuasive Essay:
Job Performance and Organizational Outcomes (2013, April 28) Retrieved June 03, 2020, from https://www.academon.com/persuasive-essay/job-performance-and-organizational-outcomes-152776/
"Job Performance and Organizational Outcomes" 28 April 2013. Web. 03 June. 2020. <https://www.academon.com/persuasive-essay/job-performance-and-organizational-outcomes-152776/>