Abstract: 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)

Key words: job performance, job satisfaction, organizational commitment, goal orientation, performance goal orientation, learning goal orientation