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Construct of job performance: Evidence from Chinese military soldiers
Author(s) -
Luo ZhengXue,
Shi Kan,
Li WenDong,
Miao DanMin
Publication year - 2008
Publication title -
asian journal of social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.5
H-Index - 49
eISSN - 1467-839X
pISSN - 1367-2223
DOI - 10.1111/j.1467-839x.2008.00261.x
Subject(s) - psychology , job performance , construct (python library) , contextual performance , applied psychology , social psychology , interview , sample (material) , construct validity , task (project management) , confirmatory factor analysis , job analysis , job attitude , job satisfaction , psychometrics , structural equation modeling , developmental psychology , computer science , management , chemistry , chromatography , machine learning , political science , economics , law , programming language
The construct of job performance has been one of the important topics in job performance research. The present study investigated the construct of job performance among Chinese military soldiers using both qualitative and quantitative methods. First, after interviewing 95 officers and soldiers, we categorized and conceptualized eight sets of typical behavioural incidents related to soldiers' job performance, and designed a questionnaire measuring job performance. Then, using a sample of 1402 Chinese soldiers, questionnaire reliability and validity were tested, and then the questionnaire was revised. The construct of job performance was further refined using confirmatory factor analyses and regression analyses using another sample of 1068 soldiers. The results showed that Chinese military soldiers' job performance consisted of two dimensions of task performance and contextual performance. Furthermore, task performance had three subfactors: military training, task accomplishment and work capability, whereas contextual performance encompassed four factors: helping others, love of learning, promoting organizational benefit and self‐discipline. Task performance and contextual performance contributed independently to overall job performance.