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the organization even if direct reward is not contingent upon that aid. Committed employees identify with organizational success Parker and Kyj 2006.
5. Employees’ job performance
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 www.wikipedia.com. Job performance is the degree of how an individual
manager perceives the resources to fulfill and support job requirement. The job requirement some concerns the budget process to show the managers decision
making to archived their job performance and job outcome Agbejule and Saarikoski 2006. In this study the employees’ job performance refers to the
managerial performance. It means job performance is the competences of employees in conducting the managerial activity include planning, investigating,
coordinating, evaluating, supervising, staffing, negotiating and representing. Effective managerial performance may be regarded as depending on competence
in the areas of managerial activity. There are some indicators develop by Mahoney at all 1963 to measure
the managerial performance such as the followings Frucot and White 2006; Parker and Kyj 2006:
a. Planning Determining goals, policies, and courses of action e.g., work
scheduling, budgeting, programming.
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b. Investigating Collecting and preparing information for records, reports and accounts
e.g., measuring output, record keeping, job analysis. c. Coordinating
Exchanging information with people in other organizational units in order to relate and adjust programs e.g., advising other departments,
liaison with other managers, arranging meeting. d. Evaluating
Assessment and appraisal of proposals or of reported or observed performance e.g., employee appraisals, judging output records,
judging financial reports, product inspection. e. Supervising
Directing, leading and developing the subordinates e.g., counseling, training and explaining work rules to subordinates; assigning work and
handling complaints. f. Staffing
Maintaining the work force of institution units e.g., recruiting, interviewing and selecting new employees; placing, promoting and
transferring employees. g. Negotiating
Purchasing, selling or contracting for goods or services e.g., contracting suppliers, dealing with sales representatives, collective
bargaining.
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h. Representing Advancing the general interest of the organization through speeches,
consultation, or contact with others outside the organization. i. Overall Performance
Evaluation of the overall performance.
6. Need for achievement, work attitude and job performance
