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performance Jarramilo, et all 2003. Job performance appraisal is frequently regarded as the basis for promoting, dismissing, rewarding, and auditing
employees Jaramillo, et all 2005.
2.4.1 Performance as a Multi-Dimensional Concept
Based on the frame work developed by Campbell 1990 Borman motowidlo 1993 proposed that job performance can be divided into task
performance and contextual performance. The concept of task performance it is refers to the outcome of an individual’s efforts, and outcome is directly associated
with organizational expectation or given tasks Motowidlo et all 1994. Then, Contextual performance means how willing someone is to engage voluntarily in
unofficial activities, insist on accomplishing a given task, cooperate with others, complies with organizational rules and process, and also support or defends the
goals of one’s organization.
2.4.2 Task Performance
Task performance is multi-dimensional variable. For example, among the eight performance components proposed by Campbell 1990, there are five
factors which refer to task performance: 1 job-specific task proficiency, 2 non- job-specific task proficiency, 3 written and oral communication proficiency, 4
supervision —in the case of a supervisory or leadership position—and partly 5
managementadministration. Each of these factors comprises a number of subfactors which may vary between different jobs. For example, the
managementadministration factor comprises subdimensions such as 1 planning and organizing, 2 guiding, directing, and motivating subordinates and providing
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feedback, 3 training, coaching, and developing subordinates, 4 communication effectively and keeping others informed Borman Brush, 1993. In recent years,
researchers paid attention to specific aspects of task performance.
2.4.3 Contextual Performance
Researchers have developed a number of contextual performance concepts. On a very general level, one can differentiate between two types of
contextual performance: behaviors which purpose mostly at the smooth functioning of the organization as it is at the present moment, and proactive
behaviors which aim at changing and improving work procedures and organizational processes. The ‘stabilizing’ contextual performance behaviors
include organizational citizenship behavior with its five components altruism, conscientiousness, civic virtue, courtesy, and sportsmanship Organ, 1988.
2.5 Review of Previous Studies and Hypothesis Development 2.5.1 The Effects Job Stress on Job Satisfaction
Several studies have been conducted by some researchers who examined the relationship between stress and job satisfaction. Stress is a condition of tension
that affects emotions, thinking processes, and the persons condition. While job satisfaction is a pleasant emotional state in which employees view their jobs. Both
are interrelated as proposed Robbins 2003, that one of the effects of psychological stress can lower employee job satisfaction. Robbins 2003 also
argues stress can lead to dissatisfaction. Stress associated with work-related cause
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dissatisfaction with the job and thats exactly the psychological effect of the simplest and most obvious of the stress it.
Fhadilah 2010 examined the relationship between stress and job satisfaction found that stress in workplace can negatively effect on job
satisfaction. Employees who are experiencing stress will be easy to miss work, quit their jobs, and suffer from severe illnesses, such as coronary heart disease,
liver disease, diabetes, cholesterol, stroke, high blood pressure, and much more. Another study conducted by Puglia 1999 examined the relationship
between perceived stress and job satisfaction in working mothers. A sample of 52 full-time working mothers revealed that there were moderate negative correlations
between perceived stress scores and overall and facet-free index job satisfaction, thus revealing that working mother with high measures of perceived stress was
reporting low job satisfaction. Hamidi Evaizi 2010 also conducted research about urban health
centers in Hamadan, Iran, in that research they develop the job stress construct and job satisfaction, and they also got result about the relationship between them.
The research found the job stress is negatively related to the job satisfaction in urban health center Hamadan
H1: The higher level of stress in workplace, the lower level of job satisfaction
2.5.2 The Effects Organizational Support on Job Satisfaction
