IMPACT OF TASK PERFORMANCE ON JOB SATISFACTION OF IT EMPLOYEES
Keywords:
Task Performance, Job Satisfaction,Abstract
By distributing a well-structured questionnaire to 200 employees chosen at random, this descriptive research assesses and understand the depth of task performance and job satisfaction that is predominant among employees in the Software Industry, as well as investigate the impact of task performance on job satisfaction. Numerous statistical techniques such as the Mean, Independent samples t-test, ANOVA, and Regression Analysis were utilised to examine the acquired data using inferential statistics. When IT personnel incorporate task performance in the course of their work, the study found that they are quite happy with their jobs. Employees with less education, lower income levels, and those in lower job cadres report lower levels of job satisfaction, whereas those with less work experience, age, education, income, job cadre, and male employees report lower levels of task performance. Task Performance has a substantial beneficial influence on job satisfaction, according to the findings of the study.
Downloads
References
Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Armstrong, M. (2006). A handbook of human resource management practice (10th ed.). London: Kogan Page.
Awadh, A.M., & Ismail, W.K.W. (2012). The impact of personality traits and employee work- related attitudes on employee performance with the moderating effect of organizational culture: the case of Saudi Arabia. Asian Journal of Business and Management Sciences, (10), 108– 127.
Bandura, R.P., & Lyons, P.R. (2014). Situations-vacant fall where employees are engaged. Human Resource Management International Digest, (5), 22–25.
Campbell, J.P. (1990). Modelling the performance prediction problem in industrial and organizational psychology. In:
M.D. Dunnette, L.M. Hough, (Eds.). Handbook of Industrial and Organizational Psychology (pp. 687–732). Palo Alto,CA: Consulting Psychologists Press.
Clifton, J. (2017). State of the Global Workplace Report, Gallup Inc. Washington.
Fourie, D., &Poggenpoel, W. (2017). Public sector inefficiencies: Are we addressing the root causes? South African Journal of Accounting Research, (3), 169–180.
Koopmans, L., Bernaards, C., Hildebrandt, V., van Buuren, S., van der Beek, A.J., & de Vet, H.C. (2012). Development of an individual work performance questionnaire. International Journal of Productivity andPerformance Management, (1), 6–28.
Motowidlo, S.J. (2003). Job performance. In W. C. Borman,
D. R. Ilgen, & R. J. Klimoski (Eds.). Handbook of psychology: Industrial and organizational psychology (Vol.
). Hoboken, NJ: John Wiley & Sons.
Rao, M.S. (2017). Innovative tools and techniques to ensure effective employee engagement, Industrial and Commercial Training, (3), 127–131.
T. Ramayah, MuhamadJantan and Suresh K, Tadisina, “Job satisfaction: empirical evidence for alternatives to JDI”, 32nd Annual Meeting of Decision Sciences Institute Conference, Track OB2, San Francisco: USA, 2001.
Rotundo, M., &Sackett, P.R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, (1), 66–80.
Vasilios. D. Kosteas, “Job satisfaction and Promotions”, Industrial Relations: A Journal of Economy and Society, Vol. 50, No. 1, pp. 174-194, 2010.
Wagner, R. & Harter, J.K. (2011). : The elements of great managing, Business Book Summaries (pp. 1–10). Ipswich, MA: EBSCO Publishing Inc
Downloads
Published
How to Cite
Issue
Section
License
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.