Research Information System
Amme Idaresi Dergisi, vol.43, no.4, pp.67-86, 2010 (SSCI)
The purpose of this study is to examine the relationship between job attitudes, role perceptions and perceived performance. A hundred and eighty two people from different work places participated in this study. Of those, 60,5 % were male and 39,5 % were male, whose ages ranged between 18 and 55. A number of scales, such as Kanungo's (1982), work and job involvement, Porter et al.'s (1974) organizational commitment, House and Rizzo's (1972) role ambiguity and conflict scales, and Minnesota job satisfaction scale-short form, were employed in this study. Perceived performance was measured by two questions. The internal consistency reliabilities of the scales were above 0,65. Several hierarchical regression analyses were conducted to determine the effects of different attitudes and work perceptions on the perceived performance. It was found that after controlling relevant variables, each individual independent variable contributed significantly to the perceived performance. Additionally, it was found that among the attitudes and perceptions, job satisfaction and job involvement were the best predictors of perceived performance. Finally, the implications and limitations of the study were discussed.