Job performance is importance to organization and probably one of the most relevant variables investigated in management in the past decades

Job performance is importance to organization and probably one of the most relevant variables investigated in management in the past decades (Lepine, Podsakoff, & Lepine, 2005); (Kahya, 2007); (Eatough, Chang, Miloslavic, & Johnson, 2011). It is usually described as actions and behaviors that are under the control of the individual that contribute to the goal of the organization (Rotundo & Sackett, 2002).
Individual job performance is highly important for an organization as a whole and for the individuals working in it. Moreover it comprises both a behavioral and an outcome aspect. Besides, individual job performance is a core concept within work and organizational psychology. Generally, during the past 10 or 15 years, researchers have made progress in clarifying and extending the performance concept (Campbell, Mchenry, & Wise, 1990).
(Sonnentag & Frese, 2005) did mention that performance is a multi-dimensional concept. On the most basic level, (Motowildo, Borman, & Schmit, 1997) distinguish between task and contextual performance. Task performance refers to an individual’s proficiency with which an individual performs activities and contribute to the organization’s technical core, while contextual performance refers to activities which do not contribute to the technical core but which support the organizational, social, and psychological environment in which organizational goals are pursued.