The comprehension of how job satisfaction impacts employee performance is of utmost importance to an organisation. If the relationship between job satisfaction and job performance could be better understood, managers could manipulate the variables to increase job satisfaction which will in turn lead to better performance of the company. Both a theoretical and an empirical analysis were applied in this study. The quantitative research design was followed using a standardised questionnaire as measuring instrument. The questionnaire was handed to 56 employees targeted by a cross-sectional survey which was spread across all 8 departments of the company. The Pearson Correlation Coefficient was used to indicate the relationships between the variables. Company policies and practises were found to be the factor that was most significantly related to job satisfaction and job performance. Motivation and personal development was the performance factor that was most significantly related to general satisfaction and total performance. A strong positive relationship between job satisfaction and job performance was confirmed, which indicated that the more satisfied employees are the better they will perform. / MBA, North-West University, Potchefstroom Campus, 2015

This study examines whether eliciting self-evaluations increases or decreases the propensity of a productive agent to retaliate against an employer for paying compensation that the agent perceives to be too low for the work performed. Specifically, I consider a setting in which a principal knows more about the agent’s production than even the agent can observe. In such a setting, an agent might perceive that s/he is being underpaid if the principal pays less than the agent believes s/he deserves, especially if the agent is overconfident about his/her own productive ability. Such an agent could take retaliatory actions against the principal that would be costly to both parties. Self-evaluations could mitigate such tendencies if they result in compensation that is more aligned with agent self-perceptions. Alternatively, self-evaluations could worsen such tendencies if they reinforce the perceived inequity of compensation that does not match agent self-perceptions. I present experimental evidence from comparing a control condition without self-evaluations to three different forms of self-evaluation reports, finding evidence consistent with the premise that self-evaluations increase retaliatory actions and lower welfare. My findings show a cost to self-evaluations that thus far has not been sufficiently considered in the literature. / text

本研究以個案公司基層及中階幹部為研究對象，藉由自行發展之符合個案公司文化價值之「領導與管理行為量表」為研究工具，進一步驗證個案公司管理幹部「領導才能」與「工作績效」之關係。 本研究採用立意抽樣法回收有效問卷180份，其中包含：中階：48人（27%）、基層：132人（73%），回收樣本比例符合母體組成比例：中階：219人（26%）、基層：612人（74%）。經量表信、效度分析，結果顯示各分量表內部一致性係數（信度）介於0.74-0.82之間，總量表內部一致性係數（信度）則高達0.96，而效標關聯效度則介於0.32-0.42之間。 最後經由迴歸分析結果顯示：個案公司領導才能對工作績效有顯著正向影響。本研究將有助於個案公司藉由領導力養成，持續強化其組織競爭力。 / The purpose of this study is to develop a behavior scale of leadership and management which fits with the core values of the case company as a tool then try to investigate the relationship of managerial competency and job performance in the managers of entry and middle level of the case company. Based on the method of purposive sampling, the total numbers of valid samples are 180 which include 48 (27%) of middle managers and 132 (73%) of entry level managers. The sample fits with the population which is consisted by 219 (26%) of middle managers and 612 (74%) of entry level managers. After the scale reliability and validity analysis, we found that the Cronbach’s alpha of the subscales are 0.74 – 0.82, of the whole scale is 0.96 and the criterion-related validity is between 0.32 – 0.42 among the subscales. In the final, the regression analysis shows that managerial competency has a significant positive effect on managerial performance. This study would provide the case company with significant insights in strengthen the competitiveness by the leadership development.

The problem was to determine the significance of various relationships between job-performance ratings and selected factors associated with the college curricula of junior executive trainees. Job-performance ratings were made by personnel directors and immediate supervisors of college graduates enrolled as participants in junior executive training programs in department stores in Texas.

The purpose of this study was to determine the extent of the relationship between four measures of educational experience, a measure of job performance, and six dimensions of job satisfaction for a population engaged in outside sales.

The present sbudy is an effort to seek information from a type of organization rarely studied along the lines of employee satisfaction's correlation to job performance—a state institution for the mentally retarded—which will shed significant light on the dynamics of this question. It is unique in that it focuses closely on the specific job duties of both managerial and non-managerial employees as a basis for understanding the relationship between employee satisfaction and performance.

The behavioral characteristics of leaders have been subjects of study for centuries. The scope of these studies has grown to encompass task analysis, follower needs and situational requirements. Current leadership theories consistently recognize the need for a successful leader to adjust behavior to meet the needs of the task, followers and situation. The problem of this research is to define this ability to modify one's behavior, measure it and test its relationship to demographic and job characteristics. The purpose of this study is to evaluate the correlation of individuals" ability to modify their behavior to job function, hierarchy, climate, feedback, satisfaction and their demographic characteristics. The hypotheses held that high ability to modify behavior would correlate positively with job characteristics, climate, feedback and satisfaction and show no correlation to individual demographics. Data were collected through the administration of three research instruments to 138 managers of three business firms. The instruments were the Participant Data Form providing job and demographic characteristics, Descriptive Adjective Questionnaire measuring an individual ability to modify behavior, and Climate and Satisfaction Evaluation Index measuring climate, feedback and satisfaction. Perason's correlation coefficients were calculated to identify possible relationship between the manager's ability to modify behavior, called versatility, and all other independent variables, and linear and multiple regressions were utilized to verify the relationship. No significant statistical correlation was found. Conclusions are that the ability of a manager to vary behavior does not influence job climate, feedback or satisfaction, that the versatile behavior is not derived from job or demographic characteristics, and that job satisfaction is directly and positively related to performance feedback and climate.

With the EEOC requiring empirical criterion-related validity for selection procedures, predictor variables of physical characteristics, biographical data, and personality traits were related to both on-the-job performance and training performance. In the correlational analysis of the variables, a total of 455 flight attendants from a single airline were used, with half of the subjects serving as a cross-validation sample. The results showed slight relationships between biographical data and physical characteristics to training performance but no relationship between any predictor variable and job performance. The impact of race being a significant predictor of training performance was reviewed. The lack of practical information was discussed, and implications made for future research to include proper design and reliability of screening procedures before attempting criterion-related validation.

A package intervention, consisting of daily-adjusted goal setting, e-mail feedback, and graphic feedback, was used in a public school attendance office to increase the efficiency with which 3 attendance clerks documented student attendance. During the intervention phase, the attendance secretary set a daily goal for each attendance clerk. This goal was a percentage of student absences to be coded and entered in the school computer program. After establishing a daily goal, the attendance secretary provided daily feedback, in the form of a written e-mail response and graphed feedback to each clerk. If the subjects had attained their daily goal, the attendance secretary also delivered a praise statement along with the e-mail feedback. Results indicated that the intervention package was ineffective in producing change in the attendance clerks' absence coding behavior.

The history and use of tests of intellectual ability, personality, and vocational interest is briefly discussed as background for an exploratory study in the use of these instruments in predicting successful restaurant manager performance. Most previous research regarding managerial potential has focused on perceptions of managerial ability rather than on performance issues. Sixty-eight restaurant managers were tested in order to assess general intellectual ability, personality traits, and vocational interests as predictors of performance criteria. Based on previous research, it was hypothesized that general intellectual ability, vocational match, masculinity, ascendance, and sociability would be positively correlated with effective job performance ratings. Results of the study did not confirm these predictions.