Organizational Behavior: The Explanations Of Performance

The explanations of performance are very varied. Some people consider that performance is the effectiveness and efficiency of the work; others believe that the performance is established through methods, acts, and working outcomes. Some consider that performance is the outcome of staffs’ work, and it has the benefits of participating in the success of business goals. It is normally applied for the assessment of human resources in the business management. In this context, Bartol, & Locke, (2010) explained that performance is the level of success. In general, organisational behaviour research shows that performance is a global behaviour involving three aspects: effectiveness, efficiency and productivity. Efficiency is the measure of customer

In some cases, teamwork performance is defined directly from the behaviour of workers (Ricky, 2011). Definitions of performance are many, but include some commonalities. The concept is sometimes defined as the adoption of a particular course in order to fulfil favourable conditions for the functioning of the organisation, particularly with respect to compliance of working conditions and environmental and organisational policies and procedures. In this context, teamwork performance is also designed as behaviour to meet the expectations of the organisation and to comply with regulations or demand of the role (Radoff, 2007). It is therefore of intra-role performance, that is to say that people fulfil the roles prescribed for them. However, performance is not intra-role. Some authors (Rukhmani, Ramesh, & Jayakrishnan, 2010) indicate that work performance is divided as follows: the performance of the task and contextual performance. The performance of the task is that of workers in the activities within the prescribed work. It is therefore of intra-role performance. The performance of tasks and work content are closely related. Similarly, task performance is closely related to individual ability, to master the task and knowledge. Contextual performance rather refers to the behaviour of workers who go beyond their mandate and contribute to

Moyes, (2007) has meanwhile explained three main factors influencing the performance of the team: the elements of the team itself, the team support by managers and by other sectors of the organisation, the internal process of the constitution of the team. Mani, (2010) indicates that the main factors affecting the performance of the team are the team structure and process team. The factors of the team structure include the diversity of the composition of the team, the size of the team and the combination of the roles in the team. The factors of team processes include team environment, team learning and self-management, team motivation and assessment of team performance. In terms of organisational environment, Stringer, and Didham, (2011) noted that previous research on the performance of the team generally neglect the relationship between the organisational system and the performance of the team. The relationship between the team and the organisation mean that big changes organisational system may result in changes to the team based on this system. People do not need to intervene directly in the team to change its performance. The interference of the organisational system can affect team performance. In this regard, Rukhmani, Ramesh, & Jayakrishnan,