International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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Work performance and Organizational Success. A study of Key Influences and Outcomes

Author(s) Dr. Sheeba Gani
Country India
Abstract Earlier work performance was essentially referred as qualitative and quantitative outcome of each employee working in an organization. But in the contemporary world people work much more than their job descriptions generally incorporated into their sets of responsibilities. The major concern of the corporators is the organisational performance as it demonstrates the organisational success. It indicates how well and how far an organization has completed its activities within a specific time frame. Essentially it implies organisational success within the stipulated period of the time considered. The performance of an organisation relies on the performance of the employees and different factors, for example, the environment, the organisational culture, leadership style and the work environment of the organisation. So the value created by an individual outcome contributes to the organisational performance. It appears that the work performance acts as a unit in quantifying the overall achievement of an organisation. In this way, work performance is an important determinant in accomplishing the strategic intent of an organisation formulated in the strategic planning process
Therefore, work performance stands as a very important domain in literature of organizational behavior (OB) and human resource (HR) development and is of high relevance for organizations and individuals alike. Also more research is needed to arrive at a more comprehensive understanding of what happens when individuals are performing, the underlying factors which influence individual performance at the personal and organizational levels.
Keywords Work performance, task performance, adaptive performance, Conceptual performance, Organizational success.
Field Business Administration
Published In Volume 8, Issue 3, May-June 2026
Published On 2026-05-27
DOI https://doi.org/10.36948/ijfmr.2026.v08i03.79634
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