工作绩效与工作满意度、组织承诺和目标定向的关系

The Relationship between Job Performance and Job Satisfaction, Organizational Commitment, and Goal Orientation

在全面回顾工作绩效及其影响因素的基础上，通过关键事件方法和问卷调查方法，对来自全国的1066位雇员进行了施测，运用AMOS软件，对工作绩效结构进行验证性因素分析，并对文中提出的假设进行了检验。之后，提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高，员工的工作绩效越好；另一方面，组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结，并对后续研究给出了建议。

Job performance is the most widely studied criterion variable in the literature pertaining to organizational behavior and human resource management. However， most studies on job performance are limited in that they focus on the dimensions of work behavior that lie in what has traditionally been included in the scope of a specific task itself. The objective of the present study was to explore the domain of job performance. The present study also aimed to determine which of the above three variables would have the strongest effects on job performance.By applying structural equation modeling analysis and using a sample of 1066 employees across 12 firms， the present study examined whether job satisfaction and organizational commitment mediate the relationship between goal orientation and employee job performance and its outcomes.The research results indicated that job performance was empirically distinguished from task， contextual， learning， and innovative performances. On the other hand， job satisfaction， organizational commitment， and goal orientation are significantly not uniform in influencing every sub-job performance dimension. In particular， job satisfaction had significant positive effects on the different dimensions of task， contextual， learning， and innovation performances. Organizational commitment had significant positive effects on the dimensions of task， contextual， and learning performances and negative effects on the dimension of innovation performance. Job satisfaction and organizational commitment was not found to mediate the relationship between goal orientation and every dimension of job performance; however， it directly affected job performance (task， contextual， learning， and innovation performances).Some implications can be drawn from this study. First， the four dimensions of the job performance model have been examined using a structural equation modeling analysis. Second， consistent with previous studies， the present study also suggests that job satisfaction， organizational commitment， and goal orientation influence job performance in different domains. Finally， the paper is summarized and some directions for future research are presented， for example， integrating organizational forms into the relationship between job performance and the independent variables (job satisfaction， organizational commitment， and goal orientation).