Job Performance

Every years job performance has develop as an important role in modern company to compete in international competitiveness. That important role must be controlled by the right person for the successful of company. In fact, the performance given boundary as a success of person in doing job.

Job performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance comes from the work of John P. Campbell (1990). Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.

According to Cormick and Tiffin (Sutrisno, 2010) performance are quantity, quality and time that used in doing task. Quantity is a result who can calculated as far as a person can success achieve the goals set by the organization. Quality is how someone in their task, that is about many mistakes made​​, discipline and punctuality. Working time is about the number of absent done, delay, and length of employment in a year that has been undertaken. From the definitions above the author concludes that the employee's performance is the result of employees' views on aspects of quality, quantity, time of work, and team work to achieve the goals that decided by the organization.

Gibson et.al. (1996) defines performance is the level of success in implementing the tasks and the ability to achieve goal organization. Hasibuan (2001) said the performance as job achievement that "job achievement is a result of one's work achieved in carrying out tasks assigned to him/her who resting on the skills, experience and sincerity and time". In addition Mangkunegara (2000) argues "job achievement was the work result of the quality and quantity is achieved by an employee in performing their tasks in accordance with the responsibilities given to him".

One of the first conceptualizations of the job performance in two there are individual and organization performance was that of Simanjuntak (2005). He defined the image of job performance in two as:

…individual performance is the level of achievement or the work result of one of the objectives to be achieved or a task that must be implemented within a certain time. While, the organizational performance is the level of achievement of targets or goals, to be achieved by the organization within a certain time (Simanjuntak, 2005).

Meanwhile, according Prawirosentono (1992) performance is defined as:

The work result that can be achieved by a person or group of people within an organization, in accordance with the authority and responsibility of each within the framework of efforts to achieve the goals of the organization is legally relevant, not breaking the law and in accordance with the morals and ethics (Prawirosentono, 1992).

Locke (1970) hypothesized that value attainment would moderate the performance and satisfaction relationship such that performance is satisfying to the extent that it leads to important work values. Thus, a strong pay-performance contingency would make those who value pay satisfied because performance leads to valued rewards.

…for individuals for whom work is a central life interest (high scores on work centrality), performance should be more satisfying because their jobs are an important part of their identity (Steers, 1975).

According to Prawirosentono (1999), factors that influence employee performance are:

1)      Effectiveness and efficiency. In relation with performances organization, so measure good or bad performance measured by effectiveness and efficiency. Said that effective if achieve the goal, said that efficient if satisfying as booster achieve goal.

2)      Authority and responsibility. Have the authority and responsibility each person in an organization will support employees performance. Employee’s performance would existence if employees have commitment with organization and high work discipline.

3)      Discipline. In common, discipline showed a condition or respect attitude who there in employee itself toward regulation and accuracy company. Discipline included obedience and respect toward commitment have been made between company and employee.

4)      Initiative. A person initiative related with brain power, creativity in form of idea for planning something that related with goal organization. Each initiative should have concern or positive response from top organization, if he/she a good top performance.

Gibson et.al. (1996) classifies the variables that can affect performance, namely (1) individual variables, (2) psychological variables, and (3) organization variable.

Robbins (2001) explains that the performance is a function of the interaction between the capability or ability (A), motivation or motivation (M) and the chance or opportunity (O) which can be expressed in the formula of performance = f (A x MXO). This means that performance is a function of ability, motivation, and opportunity. Thus the performance is determined by the factors of ability, motivation and opportunity.

Performance can also be viewed from the side of management, this agrees with the opinion Simanjuntak, who explained that: Management is the overall performance of the activities being undertaken to improve organizational performance, including performance of each individual and group working. Individual performance and group performance is influenced by many internal and external organizations (Simanjuntak, 2005).

Rivai (2005) point out the performance is basically determined by three things: (1) ability, (2) desire, and (3) environment.

Therefore, according to lawyer partner model (Donnelly, Gibson and Invancevich: 1994), individual performance is essentially influenced by factors: (a) expectations regarding the benefits, (b) encouragement, (c) the ability, needs and nature; (d) perception of the task, (e) internal and external rewards, (f) perception of the level of remuneration and job satisfaction. Thus, the performance is basically determined by three things, namely: (1) ability, (2) desire and (3) environment.

High or low performance of employees depends on the factors that influence it. In this case, Jones (2002) says that "Many things that cause poor performance, among other things: (1) personal ability, (2) the ability of managers, (3) gap processes, (4) environmental problems, (5) personal situation, (6) motivation."

Wood, at. al. (2001) sees the factors affecting individual performance (job performance) as a function of the interaction of individual attributes (individual attributes), work effort (work effort) and organizational support (organizational support). 

Meanwhile Buchari Zainun (1989) argues "there are three factors that can affect employee performance, namely: (1) characteristics of a person, (2) external environment, and (3) attitudes toward professional employees."