Examining the effects of foreign workers' performance on the quality Literature review

Examining the effects of foreign workers' performance on the quality of service in Singapore - Literature review Example It is also important to understand one’s supervisor’s expectations’ and the performance review process that will be used to determine the quality of work done (Wee, 2001, 55). It is important to discuss with one’s supervisors issues that affect your work performance and things that can be done to help improve work performance. Fong and Lim (2002, 572) describes performance as an individual level variable meaning that performance in work should be something that a single individual does. Fong and Lim (2002, 67) define performance as behaviour consisting of more than what is observable in an individual, it also includes the mental productions of an individual and this differentiates performance with success. Chowdhury (2003, 18) explains in a way that performance being behaviour leads to success but there is more than behaviour that leads to success, for success to be there influence of other individual must be involved. Chowdhury (2003, 21) also stated that goal relevant is one of the key features of job performance. This is because performance should be related to goals of an organization. Campbell (2009) came up with certain factor models of performance. This is because performance is not single unified because the different kinds of jobs available have different performance standards. These factors include task specified behaviours which is the behaviours that individuals adopts due to the job they are doing. There is also the non-task specific behaviours which are behaviours undertaken by individuals but not particularly related to their job (Huff, 1999, 238-9). The third factor is communication both written and oral which is involved on how the message is delivered. Performance of an individual assessment according to Campbell (2004) is effort which shows the commitment of people to their job. The fifth factor is personal discipline; people are expected to obey the law. The other model says that individuals are expected to help o ut their colleagues to help maintain group goals. Supervisory or leadership component is the other factor and the last factor according to Campbell (2004, 112) is managerial which involves the sectors of one’s job that does not require supervision. Ayubi (2001, 66) also had his model on work performance. Performance according to Ayubi is broken into four dimensions and the first is the task oriented behaviours which just like in Campbell’s model involve the tasks that are relevant to one’s job. The other dimension is interpersonally oriented behaviours which is the interaction between an individual and the other employees. The third dimension is down- time behaviours which are an individual’s behaviours during their free time and the last dimension is destructive behaviours. Measures of Work Performance There are three major classes of workers’ productivity. The first one is production counts which aim at measuring what every individual in an organ ization produces. The individual with the highest is declared the most productive worker. There are however certain difficulties with the method and one are that this method can lead to changing behaviours of workers (ERC, 2003). The other difficulty is that the method is not very effective