Abstract
A growing emphasis has been given on employees’ job performance as a source of competitive advantage to promote responsiveness in enhancing overall organizational effectiveness. Although performance depends very much on personality traits, other external factors, also known as system factors or opportunities to perform, have a significant amount of influence on employees’ task and contextual performance. Constraints to perform, such as bureaucratic structure and ineffective job design, will influence individual task and contextual performance negatively. Such circumstance inadvertently hinders high organizational performance. This paper proposes that organizational structure, namely formalization and centralization, have direct effects on employee task performance and organizational citizenship behavior (OCB). Also, this paper posits that job characteristics, namely skill variety, task identity, task significance, autonomy, and feedback, exert influence on employee task performance and OCB. To examine the applicability of the proposed framework, seven main propositions are identified and analyzed.
Highlights
Behaviors that consist of behavioral aspects useful in achieving task performance (Williams, 2002)
Job performance is best measured in terms of task performance and organizational citizenship behavior and it is more comprehensive to be conceptualized as job relevant behaviors needed to enhance performance-related matters
Maximizing efforts from employees is important in sustaining competitive advantage, keeping abreast with changes, and promoting innovation (Organ, 1997). This situation demands for organizational citizenship behavior or OCB to be exhibited by all employees in the organization
Summary
Job performance has become one of the significant indicators in measuring organizational performance in many studies (Wall, Michie, Patterson, Wood, Sheehan, Clegg, & West, 2004). Even though performance is oftentimes determined by financial figures, it can be measured through the combination of expected behavior and task-related aspects (Motowidlo, 2003). Job analysis specifies work behaviors and knowledge, skills, abilities, and other characteristics (KSAOs) required of the job incumbents. Schmitt and Chan in Motowidlo (2003) categorized employee job performance into ‘will-do’ and ‘can-do’. The former refers to individuals’ knowledge, skills, abilities and other characteristics (KSAOs) required in performing certain job and the latter denotes the motivation level that individuals may have in performing their work. Job performance is best measured in terms of task performance and organizational citizenship behavior and it is more comprehensive to be conceptualized as job relevant behaviors needed to enhance performance-related matters
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