Job performance is a well-researched concept because of its importance in determining efficiency not only among organizations, but also among individuals. This concept has been researched in terms of its conceptual and operational definitions, relationship with other variables, and effectiveness as a measure of efficiency and/or productivity in an organization. Adding to the complex nature of this concept is the variety of methodologies used to generate and validate its definitions, relationships with other variables, and measure reliability.
             In the discussion that follows, the above-mentioned ways in understanding the job performance concept is discussed based on analyses of three (3) articles that centers on this concept, using three (3) different methods: quantitative, qualitative, and mixed (qualitative-quantitative) methods. Each article highlights specific relationships and conceptualizations of job performance, utilizing this in the organizational context.
             Analysis of the journal article by R. Vecchio (2008) discusses the author's application of job performance to different theoretical frameworks, primarily in the path goal and transformational leadership theories. This quantitative study sought to understand whether a rewards-based leadership contributes positively and significantly to job performance or not. A study by E. Vigoda-Gadot (2007), meanwhile, explored job performance using the qualitative research approach. The study mainly focused on the appropriateness of the concept of job performance that the author has developed for the study, vis-â-vis other studies and frameworks used for this concept (job performance). The third article, authored by T. Judge et. al. (2001), provides a mixed method approach to understanding the different models used to understand the job satisfaction-job performance relationship as it applies in organizations/business companies. Each article provides different perspec...