Content area
Full Text
Introduction
Employee job performance (EJP) is an indicator of an organization’s efficiency and productivity (Colquitt et al., 2011). Additionally, EJP is an important contributing factor to organizational success because it is an appraisal of employees’ job performance. Additionally, job performance is a vital criterion for companies and for organizational outcomes and success (Lakhal et al., 2006). For this reason, businesses should strive to improve employee performance (Na-Nan, 2016; Na-Nan et al., 2017; Waal & Oudshoorn, 2015; Welbourne et al., 1998).
Considering the significance of employee performance on profitability and on long-term organizational success, it is of paramount importance to develop a reliable tool to gauge EJP on a continual basis. Many previous studies confirm that measuring employee performance contributes to the attainment of organizational goals, including Ahmed et al. (2013), Bartuševičienė and Šakalytė (2013), Frederiksen et al. (2017), Jeong and Phillips (2001), Koopmans et al. (2014), Peterson and Plowman (1953), Peterson et al. (1962), Swanson (2007) and Yusoff et al. (2014). According to Jeong and Phillips (2001) and Bartuševičienė and Šakalytė (2013), an employee performance measurement should take into account the resource-efficiency dimension of job performance. Among the first to conduct research on job performance, Peterson and Plowman (1953) and Na-Nan and Chalermthanakij (2012) stated that the measurement of EJP requires the consideration of three job performance dimensions: job time, job quantity, and job quality.
Thus, attention should be paid to the scale used to measure employee performance. Both researchers and practitioners can benefit from good instruments to measure employee performance, as these instruments will help to illustrate the output of employee behavior (Groen et al., 2017). However, existing research on instruments to measure employee performance and job performance has focused on either one or two of the performance dimensions, including Charbonnier-Voirin and Roussel (2012), Yusoff et al. (2014) and Koopmans et al. (2014). Research on employee performance questionnaires and measurement scales has been found in several literature reviews using data from ProQuest, EBSCO, Emerald, ScienceDirect and SpringerLink but have not an included an up-to-date validation of comprehensive scales. As a result, there is a lack of an all-encompassing job performance evaluation tool, and, therefore, it is difficult to improve inadequate employee performance outcomes. Additionally, practitioners need instruments to...