Purpose Job performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance. Design/methodology/approach Through an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed. Findings The demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level. Research limitations/implications This review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance. Practical implications The subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them. Originality/value This study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.
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