Job Performance Modeling: A Holistic Theoretical Analysis

Yating WANG, Yang YANG

Abstract


The purpose of this study is to investigate inconsistent findings in extant research on organizational performance prediction. Systematic review is used to (a) evaluate the overall validity of traditional antecedents of organizational performance, (b) examine their underlying casual relationships in determining organizational performance, and (c) investigate the potential existence of mediating and moderating effects of each antecedent. Rather than simply making the customary plea for more elaborate micro theories of behavior or improved research designs, it is contended that greater progress could be made by examining and organizing what is already known about performance and its antecedents. Thus, leveraging on the systematic review analysis, this research develops a holistic theoretical model by blending three job performance antecedents to study their explanatory power and to reveal how these factors may interact with each other. The proposed causal-chain framework may be regarded as representative references for future research in the organizational psychology. Practitioners can also develop a better operational strategies based on the theoretical model.


Keywords


Job performance; Work intention; Performance model

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References


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DOI: http://dx.doi.org/10.3968/10091

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