New Measurement of Employee’s Strategic Job Performance Appraisal: Construction using the Malaysian Sample

Abstract

Job performance is seen as a set of behaviours that are relevant to the achievement of an organization’s goal where a person works. A job performance appraisal is usually measured using Key Performance Indicators (KPIs) to emphasize the quality of work either in public or private services. Unfortunately, the vision, mission and goals of the organization are rarely achieved although these KPIs are achieved by the human resources. Therefore, organization needs to revise the measurement of job performance to make sure that organization’s goals are achieved in line with the achievement of job performance. This can provide a clear picture of the individual’s performance in the organization as a whole. Recognizing the importance of individual job performance in enhancing the excellence of an organization, the purpose of this study is to develop a new way of measuring job performance. This is done by combining six main components of job performance including tasks, contextual, adaptive, productive behaviour, service quality and organizational strategic objectives. Data were collected among officers working with the Malaysian Road Transport Department and analysed using SPSS and AMOS. Findings indicated acceptable construct validity for the new measurement of job performance named Strategic Job Performance Scale. This demonstrates the implication for Human Resource Management field of study to incorporate important components of job performance to a new measurement of strategic job performance appraisal.