The Components Of Job Satisfaction And Employee Performance

2.7. Job satisfaction And Employee performance

Satisfaction can be defined as psychological state of how an individual feels towards work, in other words, it is people’s feelings and attitudes about variety of intrinsic and extrinsic elements towards jobs and the organizations they perform their jobs in. The elements of job satisfaction are related to pay, promotion, benefits, work nature, supervision, and relationship with colleagues (Mosadeghard, 2003). Employees’ satisfaction is considered as all around module of an organization’s human resource strategies. According to Simatwa (2011) Job satisfaction means a function which is positively related to the degree to which one’s personal needs are fulfilled in the job situation. Kuria (2011)

The core question to be answered by this perspective is: Which individuals perform best? The basic idea is that differences in performance between individuals can be explained by individual differences in abilities, personality and motivation. Campbell (1990) proposed a general model of individual differences in performance which became very influential. In his model, Campbell differentiates performance components (e.g., job specific task proficiency), determinants of job performance components and predictors of these determinants. Campbell describes the performance components as a function of three determinants.(1)Declarative knowledge, (2) procedural knowledge and skills, and (3) motivation. Declarative knowledge includes knowledge about facts, principles, goals, and the self. It is assumed to be a function of a person’s abilities, personality, interests, and education, training, experience and aptitude treatment interactions. Procedural knowledge and skills include cognitive and psychomotor skills, physical skill, self management skill, and interpersonal skill. Predictors of procedural knowledge and skills are again abilities, personality, interests and education, training, experience and aptitude –treatment interactions and additionally practice .Motivation comprises choice to perform, level of effort, and persistence of effort. Campbell does not make specific assumption about the predictors of motivation. He assumes that there are interactions between the three types of performance determinants, but does not specify them in detail (Campbel et al., 1993). In his model, Campbell (1990) largely neglects situational variables as predictors of performance. Campbel et al., (1993) summarized studies that identified job knowledge and job skills as measured by work sample tests as predictors of individual performance. Moreover,