In contemporary society the workplace has undergone significant changes. The era in which people choose to work at a post throughout life has gone. Along with the rapid changes of technologies and environment, the social cognition of workplace is unde... In contemporary society the workplace has undergone significant changes. The era in which people choose to work at a post throughout life has gone. Along with the rapid changes of technologies and environment, the social cognition of workplace is undergoing rapid change. More and more salaried people no longer work at an organization during their whole career; they pursue their continuing personal career development and always look for new career opportunities. When new opportunities emerge, they will change their jobs without hesitation. In order to attract and retain high-quality employees in the competitive labor market, business enterprises begin to link the job performance appraisal system with the positions of the employees and pay different wages to the employers with different levels of personal capability. To date most researchers claim that the job satisfaction of employees has a decisive impact on their job performance, though this hypothesis has not been adequately demonstrated. According to this mainstream view, the employees with high level of job satisfaction generally have high level of work effectiveness and creativity and therefore are more productive. If the job satisfaction of employees is improved, they will take more initiative at work, create a pleasant working environment, and maintain a happy career. As a consequence, they will be loyal to their employers and the good interpersonal relationships at workplace will be formed. In addition, organizational commitment aims to build the inner loyalty of the employees to their organizations and make them act in conformity with their organizations by imposing constraint on the personal behavior of employees, thus improving their job performance. Based on the prior studies on the effect of job satisfaction and organizational commitment on the employees’ job performance, this focuses on quantifying the effect of these two variables on the employees’ job performance. I chose 258 teachers in Tianjin, China as the subject investigated and conducted a questionnaire survey. The independent variables include four variables concerning job satisfaction, namely work engagement and career prospect, interpersonal relationship with colleagues, workload, and employee discretion; and three variables concerning organizational commitment, namely, affective commitment, continuance commitment, and normative commitment. Three variables concerning job performance, namely pre-class preparation and activities, professional level of class administration, and self-development, are used as the dependent variable. The confidence levels of both independent variables and dependent variable are higher than 0.6, indicating the relatively high reliability. To determine the relationship between job satisfaction and organizational commitment and job performance, the T test and F test have been conducted, and the regression equation has been constructed, according to the demographic characteristics. Through the statistical analysis and test, this study draws the following conclusions: First, this study chooses teachers as the subject investigated. The results of the analysis of the relationship between job satisfaction and organizational commitment and job performance show that the relationship does not exhibit statistically significant differences with respect to the difference in the gender, turnover times and education background of the teachers. But they do show that the relationship between affective commitment and normative commitment exhibits statistically significant differences with respect to the difference in the working seniority, work engagement and career prospect, and interpersonal relationship with colleagues. In addition, the relationship between affective commitment, continuance commitment and normative commitment exhibits statistically significant differences with respect to the difference in the working seniority, work engagement and career prospect, and interpersonal relationship with colleagues. Second, the analysis of the effect of four variables concerning job satisfaction on three variables concerning job performance demonstrates that the work engagement and career prospect produces positive effect on pre-class preparation and activities, professional level of class administration, and self-development. The interpersonal relationship with colleagues produces positive effect on pre-class preparation and activities and professional level of class administration. The workload produces positive effect on pre-class preparation and activities, but the negative effect on self-development. The employee discretion produces positive effect on professional level of class administration, and self-development. Third, the analysis of the effect of four variables concerning organizational commitment on three variables concerning job performance demonstrates that the affective commitment produces positive effect on pre-class preparation and activities, professional level of class administration, and self-development, while the continuance commitment produces negative effect on professional level of class administration. Fourth, the analysis of the effect of job satisfaction and organizational commitment on job performance demonstrates that the work engagement and career prospect produces positive effect on pre-class preparation and activities, professional level of class administration, and self-development; the interpersonal relationship with colleagues produces positive effect on pre-class preparation and activities and professional level of class administration; and in three dimensions of organizational commitment, only affective commitment produces positive effect on pre-class preparation and activities. This study concludes that in order to improve the teachers’ job performance, we should understand the key factors that influence the job performance, and then the specific programs should be designed and implemented around these factors. ，韩语毕业论文，韩语论文 |
