Goals of any organization are to be achieved by the employees. A company’s driving force is the employees. Employees are responsible for putting efforts that are limitless and this is done to achieve the goals of the organization. Certain factors that can affect performance of employee’s are training, motivation, organization culture and leadership within an organization. These factors if not addressed by the organization will lead to lack in motivation, low performance and high rate of turnover for employees. It may also result in poor relationship among employees and supervisors. These factors will be examined thoroughly in the dissertation for small companies that caters to engineering. Additionally, a thorough analysis and examination will be done.
Literature Review
The author will provide critical evaluation of literature and academic research. Topics will be motivation, organization culture, leadership and training. Further analysis in academic theory will be provided. There will be increased focus on the research question and on the factors that affect performance of the employee in small organization.
Methodology
The chapter will provide justification of research design and the way by which data is analyzed and collected by author. Insights will also be provided into how primary data is collected. The purpose of case study will also be given. Additionally, the dissertation will highlight the limitations and ethical issues related to the research.
Analysis and Synthesis
By exploring the literature review provided in this research, the chapter is able to analyze data extracted through primary research of
The final part of this research will provide citation for claims made in the research and for further research relating to primary objectives and research question. This research will provide in-depth explanation for the limitations and further research requirement for this study.
Leadership can be defined as the ability of an organization or company’s management to set as well as achieve the different challenging objectives as well as goals, take decisive as well as swift actions, outperform the competition that organization faces and motivate or inspire others to perform well (Sotarauta, Horlings, & Liddle,2012). It is difficult to place a particular value on leadership or any other qualitative aspects of a company or an organization, in comparison to quantitative metrics which can be easily tracked. It is a commonly observed phenomenon that the individuals with strong leadership skills often rise to higher executive designations like CEO, CFO, COO, chairman and president (Carter et al., 2013). According to a study, the four fundamental factors that affect production can be enumerated as land, capital, labour as well as entrepreneurship (Jayawarna, Rouse, & Kitching, 2013). The last mentioned factor relates the importance of the concept of leadership in the business world. Leadership can see as a catalyst which makes all the other factors work together in sync or in other words it can be said that all other business resources lie dormant in the absence of effective leadership.
It is a commonly observed phenomenon that an effective leadership can lead to the overall growth as well as the development of an organization or a company. Effective leadership depends on the personality as well as the character of the leader. There are various qualities or personality that makes a leader stand out from the rest of the employees of the organization. These qualities or personality traits can be enumerated as-
The overall growth, as well as the development of the organization or the company, also depends on the style of leadership that is being followed by the leader. The leader needs to analyze the situations effectively as well as understand the demands of the present situation in order to adopt as well as implement the style of leadership that is the best for the present as well as the future of the organization or the company. There is around 12 unique styles of leadership that have been utilized by different global leaders over the course of years to achieve the different goal as well as the objectives of the organization or the company (Northouse, 2015). The common styles of leadership are-
In the recent years, it has been noticed that some particular methods are given preference over others by the global leaders keeping in view the requirements of the industry in which they are working. Bill Gates, for example, is an ardent advocate of the transactional leadership style. Following the precepts of the transactional leadership style, he used to visit the new products at Microsoft and until various tough questions until he was satisfied that the various members of the team understood the objectives as well as the goals of the products and the services. Howard Schultz, the ex-CEO of Starbucks, is an advocate of the transformational leadership style, which depends on the concept of motivating the employees to achieve the desired results (Schultz, 2012).Guido Gianasso, the president of the International Air Transport Association, on the other hand is a follower of the cross-cultural style of leadership, which involves the ability of the leader to motivate as well as influence the attitudes as well as the behaviours of the people in the global community to reach a common organizational goal.
The role that leaders play in the growth as well as the development of the organization or the company is very important. According to many experts, a leaderless company or organization is like an army without generals. Therefore, workforce needs the leadership of experienced as well as skilled individuals so that proper guidance is given to the other employees in order to make them work together towards the same achievement of the same goals. They are also responsible for the training process which aims to equip the employees to perform their roles and responsibilities in a better manner. However, the most important task that they need to perform is the task of motivating the employees and pushing them to excel.
Leaders, who are great, know that when employees are motivated intrinsically and they are able to understand the things they are doing then only productivity increases. A direct face-to-face meeting with the supervisor has a strong effect on the emotional aspect of an employee. It is also important to have feedback system within an organization such that the leaders know shortcomings (“Forbes Welcome”, 2018). Adaptability and flexibility must be there within an organization.
Organizational culture can be defined as the values as well as the behaviors which contributes to the unique psychological and the social environment of a company or organization (Alvesson, 2012). It also represents the collective beliefs, values as well as the principles of organizational members. It is generally considered to be a compilation of the following factors as product, technology, management style, history, strategy, market, types of national culture as well as employees. Culture includes the systems, norms, assumptions, values, symbols, location, environment, visions, language, beliefs as well as the habits of the organization or the company. Business executive Bernard L. Rosauer, developed an actionable definition of organizational culture according to which organizational culture depends on three manageable ingredients like employee, work and the customer (Green, 2012). As opined by Ravasi and Schultz, organizational culture can be defined as the outcomes of the shared assumptions which channelizes or guides the things that happens in an organization by defining appropriate behaviour on the part of the employees in various situations (Green, 2012). It can also be described as the pattern of all the collective assumptions as well as behaviours that are imparted to the new employees of the organization as a way of perceiving, feeling and even thinking. Therefore, it can be said that organizational culture affects the way in which the different people associated with the organization interact with each other. It can also be defined as the way in which the employees as well as the clients identify with the brand identity of the organization or the company.
Organizational culture forms one of the most important aspects of any organization or company. A proper organizational culture can help the organization or the company work in a more efficient manner where everyone related to the organization works towards the achievement of the same objectives. Therefore, the presence of a proper organizational culture becomes of paramount importance to the organization. There are several ways by which a proper organizational culture can be achieved. They include-
The benefits of the organizational culture depend on the kind of organizational culture style adopted by the company or the organization as per their requirement. There the choice of the style becomes very important as an incompatible style can instead of adding to the growth of performance as well as annual revenue lead to a decrease in the same. The most important styles of organizational culture are-
A company or an organization must choose the organizational culture kind depending on the kind of industry they are in. A good example of the Clan Culture is the business model of the Zappos Shoes, which is oriented towards being family-like, with special focus on mentoring, doing things together as well as nurturing (Zip et al., 2017). Taskworld on the other hand, follows the Adhocracy cultural style in which an organization or a company adopts a flexible, adaptable as well as informal form of culture that can be defined by a lack of formal structure (“Work Smarter Together”, 2017). General Electric, under the leadership of its former CEO Jack Welch, can be cited as a good example of a market culture, in which, instead of reorganizing the company or the organization from inside they focus more on the outward orientation and they value differentiation over integration(“GE | The Digital Industrial Company | Imagination at Work”, 2017).
There are several benefits that a proper organizational culture can provide to the organization or the company concerned. Some of the benefits can be enumerated as follows-
Apart for the benefits, an organization culture must be welcoming for all individuals irrespective of social standing, creed or gender. Size is irrelevant when it comes to culture within an organization. Employees who are better at understanding culture of their workplace have better grip on productivity. Additionally, they are tuned with the goals of the organization (“The Advantages of Workplace Culture in an Organization”, 2018). Members of organization and employees should take insights from the management so they are able to form their own opinions. A shared norm within an organization helps employees to be unified.
The word “motivation” is derived from “motive”, which denotes drives, wants, needs or desires within the employees or the individuals. It can also be defined, as the process by means of which the employees or the individuals can be stimulated to actions to accomplish the desired goals. It is often seen as one of the most important functions of the higher authorities of the company or the organization to create a willingness amongst the employees of the company or the organization to perform their best as per their abilities. Hence, the role a leader is to motivate the employees so that they can perform well in their task, which will lead to the overall growth of the organization or company. The process of employee motivation generally consists of three stages-
There are five psychological theories that helps to increase motivation such as Maslow’s Hierarchy, two factor theory of Hertzberg, Hawthorne effect, three – dimensional theory for attribution and expectancy theory. In two-factor theory, improving hygiene factors and the motivator makes the workforce more productive and the happiest. Motivated employees must feel supported and appreciated. Maslow’s hierarchy will be discussed in the next paragraph. In Hawthorne effect, it is mentioned that if employees know they are being observed, then they will work harder. Expectancy theory is based on the fact that, people will know how to behave when they get to expect outcomes which is the result of the behavior. Lastly, attribution theory gives an explanation about how, individuals are able to attach meaning to other people behavior and their own behavior. Although there are limitations to these theories but the still the success rate of these theories cannot be discounted.
Maslow’s Need Hierarchy is a theory of psychology which was proposed by Abraham Maslow in his 1943 paper,”A Theory of Human Motivation” in his Psychological Review (Taormina & Gao, 2013). He subsequently extended his observations to include his ideas of humans’ innate curiosity. His theory can be incorporated into many of the theories of human development as well as contemporary psychology, many of which aim to focus on portraying the levels of growth as well as development in humans. He used the terms love, belonging, self-transcendence, psychology, esteem, safety and self-actualisation to describe the process, which the process of human motivation generally goes through. The goal of this theory is to achieve the sixth stage or level as per the diagram below-
The significance of Maslow’s need theory is very much in any company. Nowadays most of the businesses are applying this concept to business in order to motivate their employees. The theory states that management should motivate their employees and this is mentioned in the framework provided by Maslow’s need theory. Firstly, there are physiological needs which include the basic needs such as clothes, foods and other basic requirements. Then comes safety needs, which includes employee safety or security that they will not be fired for any insignificant purpose. At the top level comes esteem and self-actualization needs which are appreciations that the employee receives for his work done or recognition in the organization (Shields et al., 2015). Any business that aims to achieve its goals must look after the needs of the employees’ as they are the life force of an organization.
There are other laws as well that affect the motivation of the employees like Herzberg’s Two-factor theory, Theory X and Theory Y and others (Ball, 2012). These theories are used by the different companies as per the industry in which in which they are operating to motivate the employees in order to get the maximum amount of productivity from them.
There are numerous ways by which the employees can be motivated. They are-
Training can be defined as the process by means of which an individual acquires the relevant job-related skills as well as knowledge (Elnaga& Imran, 2013). In other words, it can be described as a teaching process which aims to develop in an individual or in groups, any skills or relevant knowledge that correlate to the specific as well as the useful competencies. The goals of training can be said to be the achievement of specific motives like improving one’s capacity, capability, productivity as well as performance. It is also said to form the core of apprenticeships. Apart from the basic training that is usually provided at the beginning of any job companies as well as organizations feel the requirement to provide regular training to the various employees at different points in order to keep them updated to the recent trends in the global market so that they can meet the expectation levels of the company (Jiang et al., 2012).
There are various kinds of training methods depending on the kind of job roles as well as the kind of industry in which an individual is to work in. The training method also depends on the level at which the training is provided, whether the training is provided at the initiation of the new job or whether is provided as a part of the employee up-gradation program (Phillips,& Phillips, 2016). The various kinds of training methods are-
The On-Job-Training method is one of the most common training methods that is usually given to the new employees who join the organization or the company (Almeida, Behrman, &Robalino, 2012). Some of the common features of this method include the trainers to go through the job descriptions to explain the job roles as well as answer the questions of the employees, giving relevant company information to the employees, providing manuals through which the employees can gain knowledge about the task that they will be required to perform. Coaching or mentoring is another method that can be used by the companies to increase the productivity of the employees. In this method, the companies normally recruit professional experts for managers to establish up a formal mentoring training program between the senior as well as the junior managers. The company can also adopt some less formal training methods which employ coaching as well as mentoring to encourage the more experienced employees to provide guidance to the less experienced ones.
Maslow’s hierarchy of needs theory can also be applied to the training of the employees. According to the law, the position that a employee holds at a particular time would not satisfy him or her after a few years. Therefore, the role of training here becomes very important as in order to move from the level of the organization to another the employee will need an adequate amount of training regarding the new job roles as well as the responsibilities that she or he will be required to fulfil. In the stage of self-esteem, training is essential to boost the self-esteem of the employees along with other perks like the recognition of employees’ contribution as well as an appraisal. In the self-actualization phase, as well the implementation of regular talent planning meetings among the managers as well as the HR, along with various training plans to upgrade the performance can help the employees. There are various other benefits as well that an effective employee training program provides not only to the employees but to the company and the organization as well. They include-
Effective employee performance leads the overall growth as the development of the company or the organization (Mone, & London,2014). There are several factors, which affect the performance of the employees. They are-
This section of the paper is known as the research methodology that is inclusive of the research philosophy, research design, data collection, research approach and the method of analysis and the sampling method that would be used to attain the research purpose. In the other aspect, research methodology section is constructed by the researcher for addressing briefly the approaches and the methods that would be undertaken within the research paper for collecting adequate data and attaining the research aims and objectives of the research(Brinkmann, 2014). The research objectives and aims constructed after reviewing the academic literature and various other research works and papers critically to have an understanding about the factors that affect the performance of the employees in an organisation and thereby construct an effective conclusion for the research. The data gathering, and assessment process of the chapter explains the kind of data that is to be gathered and the mechanisms that are exploited for evaluating them thereby understanding the actual data that is relevant in accordance to the research questions(Saunders, &Bezzina2015). Furthermore, the ethical consideration of the research and the time allocation to the several operations of the research mechanism are even explained in this section of the paper.
The research approach is one of the key steps that is utilised in the development of the research paper in order to arrive at the desired and real end result for the paper. In this aspect, Dumay, & Cai (2015) cited that the research approach assists the researcher to discover the actions in order to perform the demanded operations of the research paper. The research approach is mainly of two kinds and they are the deductive and the inductive approach. As explained by Karp et al., (2016), the inductive approach aids the researcher to construct innovative frameworks and theories after discovering the end result of the research. On the other hand, Perner et al., (2015) are in the idea that deductive process concentrates on examining the theories and the frameworks that are available and associating them with the study of the research by taking support from the data that has been collected.
This research paper concentrates on understanding the factors that have an impact on the employee performance of a firm and therefore the researcher has looked to make use of the deductive approach in order to take the research ahead. This is due to the fact that the researcher has utilised the quantitative assessment for attaining a result of the research paper. The quantitative assessment is performed by assessing the responses that have been received from the selected participants(Farooq & O’Brien 2015).Furthermore, the positivist philosophy is related directly to the quantitative data assessment, in which the data collected has been evaluated with the assistance of the previous patterns and the models that are existent and the evidence that has been proven. Hence, the deductive approach has been regarded as the most precise information for gaining the real outcome of the research paper.
The researcher has not implied the inductive approach as this process does not consider the qualitative and quantitative data assessment (Sutrisna, &Setiawan 2016). Additionally, the researcher has not looked to construct new frameworks and theories after gaining the research study. Hence, the inductive process cannot be utilised for the undertaking of the research paper as the responses of the individuals have been provided with the most significance.
The research design aids the researcher with the benefit of coursing the paper towards accomplishing distinct goals that are reliant on the research aims and objectives. As explained by McCusker, &Gunaydin (2015), research design aids the researcher to give out the references by restricting the specified outcome with the help of which the parts that are remaining for the research paper on the specified goal. There are three sorts of research design which are known as the descriptive research design, exploratory research design and the explanatory research design. The explanatory research design assists in addressing the cause and effect relationship by predicting the probable future results of the process that is ongoing.
The research design is exploratory and is mainly undertaken in order to have an understanding the factors that are the problems of the research. It generally concentrates on the knowledge of the research problems that have an impact on the issues related to this research(Zou,&Sunindijo 2015). Descriptive research design, on the other hand, aids in exploring and addressing the problems and the issues associated with the research topic. It generally aids the researcher a chance to broaden the knowledge and the understanding base.
This paper has the intention of understanding the factors that have an impact on the employee performance in an organization within which the expected objective can be attained. Hence, the existing research even has a comprehensive explanation of the factors that have an impact on the employee performance in a firm. The researcher even has the idea of constructing various suggestions for mitigating the issues at the completion of the research. Therefore, the researcher has looked to make use of the descriptive research design for completing the overall research(Kao et al., 2016). The other designs that have been explained are not applicable to this research as they are unable to explain the factors and the issues that are associated with the research in an effective manner.
The data is assessed as the comprehensive requirement to authorise the success rate of the research paper, where the gathering of the appropriate data is reliant on the characteristic of the paper and the targeted outcomes can be attained. In this aspect, Luma et al., (2014) explained that the information can be classified into secondary and primary data. The secondary data is gathered specifically from the secondary resources which are inclusive of the websites, books and journals in order to have an understanding of the historical representation and hypothetical scenarios. This would assist in reviewing the existing pattern of the research problems that have been addressed. Fletcher, (2017) explained that secondary data has been effective more than the primary data as this information are readily available from the sources that are online and offline in nature.
On the other hand, Vamsi Krishna Jasti,&Kodali (2014) debated that as the primary data is collected from the responses of the individuals, it is more realistic in comparison to the secondary data. Thus, by looking at the present research paper, the researcher has looked to utilise the primary data without depending on a specific choice. The primary data can even be categorised into quantitative and qualitative data and in accordance with this research paper, quantitative data has been exploited. The qualitative data is not effective for this research because of time available for undertaking the research paper.
Literature’s critical review has shown that there are factors present such as organization culture, job training, leadership style and motivation that are affecting performance of employee within an organization. Researcher is motivated and enthusiastic to be able to complete the project, which has relation with organizational, academic, and perspective, which is personal. Researcher is able to gain information via books, articles, journals and previous research. Research framework, which is developed for the analysis of, factors that are described below:
Assumption is based on fact that performance of employee depends upon factors which includes training, organization culture, leadership and motivation. The objective of this study is to find out how the above-mentioned variables affect employee’s performance. Additionally, it will be used to find out the sphere of influence and level, which are responsible for contributing towards performance of employees that is deemed poor or heightened.
H1: Affirmative relationship exists between employee performance and leadership.
Performance of employee is affected by leadership attitude. Employees will work energetically if leaders are able to empower enhance and coach the individual. Attitudes of leaders must be to promote and to interact so that the performance can increase. Organizations are able to progress more than the other is, if managers are unbiased. Treatment of every employee must be fair and impartial.
H2: Affirmative relationship exists within employee performance and culture within an organization.
Employee’s performance is upgraded from the influence of positive organizations culture. A pleasant and comfortable environment will motivate and encourage an employee. A competitive work culture will always enhance performance of the present workforce. Home like environment will support employees. Basis is that there should be motivating and strong work culture. It can be inferred that organization culture is directly proportional to the performance of employees.
H3: Positive relationship exists between employee’s performance and motivation.
Motivating employees is a key factor for increase in their performance. A organization where knowledge, skills and qualification of employees are valued, that organization will succeed in the long run. A crucial factor that is employee motivation is critical in increasing productivity, longevity, moral and performance for an organization. Factors that can increase employee’s performance are profits, rewards, recognition, promotion, health insurance, decision-making, job enrichment and authority.
H4: Positive relation exists between employee’s performance and training.
Relationship between employee performance and training is strong. The purpose of training is to impart skills to new and current employees so that they are able to complete successfully a given task. A successful training will be able to increase the competence of existing and new employees. Additionally, it is assumed that training is a type of non-financial motivator, which rewards employees for better performance and productivity.
Primary data is the original and fresh data that is needed by the researcher in order to undertake a critical research with respect to this topic. This kind of data is generally gathered from the perceptions of the respondents who have been selected from the sample pool and their ideas and perceptions can be exploited in order to have an understanding of what the respondents feel about the employee performance and the factors that are associated with it (de Brún et al., 2016).
The researcher has collected the primary data by undertaking a survey of the employees who are working in the organizations that are operating in the geographical area that has been selected. In order to undertake the research, the researcher has constructed a questionnaire that includes only close-ended questions. Thompkins et al., (2016) has explained that survey is one of the best processes that can be used in order to collect the quantitative data as it assists in the collection of the substantial information from a bigger sample size. In accordance with the current research paper, the questionnaire for the survey has been generated by relying on the research aims and goals in order to attain the precise information. The researcher has mostly summoned the individuals who are working as an employee in an organization in the selected geographical area(King, & Mackey 2016). The questionnaire has been constructed in Google Form and the link of the form is forwarded to the respondents with the help of electronic mail thereby reducing time and expense. The participants are provided with a time period of a week within which they are asked to fill up the form in the link so that the responses can be attained effectively without any problem.
Quantitative data comprises of the segments of the data that can be assessed and examined in order to filter the data in accordance to the research outcome. Bakker et al., (2015) has explained that quantitative data provides the data on the aspect of the attitude of the human responses that is in accordance to the particular research topic. Hence, it needs a specifically wider size of the sample for their assessment. In this specific research, the factors that affect the employee performance in an organization needs to be evaluated and therefore respondents that have been chosen will assess the issues regarding the employee performance.
In this research, the researcher has looked to make use of the primary data from the assorted areas. In this aspect, Farrokhyar et al., (2014) addressed that the information needs to be gathered from precise and relevant resources for creating a authentic outcome of the research paper.
Sampling is known to the mechanism within which the selected respondents for the research paper are chosen from a large pool of population(Tracy,&Reddenv 2015). Sampling process assists the researcher to make a choice from the most authentic and relevant primary data source in order to have a blend with the precise data, which becomes similar with the research objectives and aims. Hence, the process of simple random sampling has been exploited in order to take the survey forward with the researcher as it would provide an equivalent chance to the sample population of having the opportunity of being chosen for the survey. Hence the quantitative data has been attained by utilising the method of ransom sampling from a bigger sample(Stanley et al., 2015).
The sample size refers to the various aspects that have been chosen from a defined population. The size of the sample requires to be a function of the variation in the parameters of the population in accordance to the study and the projected accuracy required by the researcher(Sessler,&Imrey 2015). There are certain principles that influences the size of the sample consists of the bigger variance or dispersion in the population, the vastness of the sample requires to provide the projection accuracy, the greater the needed accuracy of the estimate, the vastness of the population, the narrowness of the interval range, the higher the confidence level of the estimate and the greater level of sub-groups of interest within a sample(Faber., 2016).
The access to the information about the employees who can be chosen has been undertaken by taking assistance of the employee of various local organizations. The information that was permitted to given by the organizations employee department has been used in this paper. The accessibility of the data has been the key source for the authenticity of the paper and therefore various actions have been taken that have assisted in gaining the information that was essential.
The researcher in this paper has monitored the effective code of conduct in order to perform any kind of tasks in the process of data gathering. All the data that is related to this topic has been attained from authentic and valid diversified sources thereby ensuring the dependability of the research results(Kovach, 2015). The researcher has even evaded the questions that are delicate in the survey in order to persuade the respondents so that they can take active participation in the survey. Additionally, the information about the respondents has been kept confidential so that no business use can be done of the research statements that has been interested from the aspect of the researcher.
The primary data that has been gathered from the employees have certain restrictions as well. The preciseness of the information is the vital limitation that generates a boundary among the research results and the completion of the paper. The professionals look to give out an optimistic image of the firms by not addressing the bigger issues. It is due to this effect that the researcher may face issues in recognizing the problems and constructing recommendations in order to surpass them.
The section of data assessment is the most critical aspect of the research for which the researcher has looked to make use of the various processes and techniques by relying on the kind of data that has been collected(Pahwa et al., 2015). As this paper has gathered the primary data from the respondents in the organizations in order to understand the factors that have an impact on the performance of the employees, statistical assessment is a suitable approach for this research. Therefore, the researcher has exploited the frequency analysis, the descriptive statistical assessment and the correlation process in order to address a comparison among the respondents(Guthrie, 2015). The responses that have been collected after surveying the employees is recorded in the numerical sheet in excel and this data would undergo various evaluations in order to discover the correct solution to this paper. Furthermore, this process aids in the maintenance of lucidity and effective understanding of the data that have been composed.
This section of the paper has been constructed in order to undertake a discussion with respect to the data that has been collected. This chapter would therefore undertake a frequency analysis along with descriptive statistics and correlation analysis in order to discover the answers that are necessary for the completion of the paper. The analysis are given as follows:
This section of the paper will critically analyse all the questions individually and would determine the responses given by the participants.
Answer to Question No 1
|
Coaching |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
28 |
28 |
28.00% |
|
Agree |
41 |
69 |
41.00% |
|
Neutral |
20 |
89 |
20.00% |
|
Disagree |
6 |
95 |
6.00% |
|
Strongly Disagree |
5 |
100 |
5.00% |
|
Total |
100 |
100 |
100% |
This question looks to answer whether coaching from the higher level have an influence on employee performance. 41% have agreed while 28% have strongly agreed to this point. On the other hand 20% have remained neutral and a small percentage of 6% disagree and 5% have strongly disagreed. This indicates that coaching can have an influence on the employee performance.
Answer to Question No 2
|
Frequency |
Cumulative Frequency |
Percentage |
|
|
Strongly Agree |
31 |
31 |
31.00% |
|
Agree |
51 |
82 |
51.00% |
|
Neutral |
11 |
93 |
11.00% |
|
Disagree |
6 |
99 |
6.00% |
|
Strongly Disagree |
1 |
100 |
1.00% |
|
Total |
100 |
100 |
100% |
This question tries to answer whether Job Empowerment has an effect on employee performance. 51% of the respondents have agreed to this statement while 31% have strongly agreed. 11% have remained neutral and a small percentage of 6% of them have disagreed and 1% strongly disagreeing.
Answer to Question No 3
|
Job Participation |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
38 |
38 |
38.00% |
|
Agree |
45 |
83 |
45.00% |
|
Neutral |
10 |
93 |
10.00% |
|
Disagree |
6 |
99 |
6.00% |
|
Strongly Disagree |
1 |
100 |
1.00% |
|
Total |
100 |
100 |
100% |
This question answers whether job participation has a role over the performance of the employees. 45% of the respondents have agreed to this statement and on the other hand 38% have strongly agreed. 10% of the respondents have remained neutral and again a small percentage of 6% have disagreed and 1% has strongly disagreed to this statement.
Answer to Question No 4
|
Leadership |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
48 |
48 |
48.00% |
|
Agree |
40 |
88 |
40.00% |
|
Neutral |
9 |
97 |
9.00% |
|
Disagree |
2 |
99 |
2.00% |
|
Strongly Disagree |
1 |
100 |
1.00% |
|
Total |
100 |
100 |
100% |
This question is related with answering leadership and it is impact on employee performance. 48% have strongly agreed that leadership is related to employee performance and 40% have agreed to it as well. 9% have remained neutral while 2% of them have disagreed and 1% strongly disagreeing.
Answer to Question No 5
|
Organizational Culture |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
39 |
39 |
39.00% |
|
Agree |
41 |
80 |
41.00% |
|
Neutral |
14 |
94 |
14.00% |
|
Disagree |
3 |
97 |
3.00% |
|
Strongly Disagree |
3 |
100 |
3.00% |
|
Total |
100 |
100 |
100% |
This question is associated with organizational culture and its impact on employee performance. It is seen that 41% have agreed to this statement explaining that employee performance is influenced by organization culture. 39% of them have strongly agreed as well. 14% of them have remained neutral while 3% of them have disagreed and 3% of the others have strongly disagreed.
Answer to Question No 6
|
Motivation |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
35 |
35 |
35.00% |
|
Agree |
39 |
74 |
39.00% |
|
Neutral |
20 |
94 |
20.00% |
|
Disagree |
3 |
97 |
3.00% |
|
Strongly Disagree |
3 |
100 |
3.00% |
|
Total |
100 |
100 |
100% |
This question is associated with finding out whether motivation can have an influence over the employee performance of an organization. The observations suggest that 39% of them have agreed to this statement while 35% of them have strongly agreed. A significant percentage of 20% have looked to stay neutral to this statement. 3% of the respondents have disagreed while 3% of the other respondents have strongly disagreed.
Answer to Question No 7
|
Training and Development |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
34 |
34 |
34.00% |
|
Agree |
46 |
80 |
46.00% |
|
Neutral |
11 |
91 |
11.00% |
|
Disagree |
5 |
96 |
5.00% |
|
Strongly Disagree |
4 |
100 |
4.00% |
|
Total |
100 |
100 |
100% |
This question is associated to the fact that whether training and development can be an influential factor towards the performance of the employees. It is seen that 46% have agreed to this statement and on the other hand a large percent of 34% have strongly agreed. 11% of them have remained neutral while 5% of the respondents have disagreed to this statement. 4% of the remaining respondents have strongly disagreed.
Answer to Question No 8
|
Challenging goals |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
36 |
36 |
36.00% |
|
Agree |
48 |
84 |
48.00% |
|
Neutral |
8 |
92 |
8.00% |
|
Disagree |
3 |
95 |
3.00% |
|
Strongly Disagree |
5 |
100 |
5.00% |
|
Total |
100 |
100 |
100% |
This question tries to answer whether challenging goals have any impact on the employee performance. 48% of the respondents have agreed to this statement and 36% of the respondents have strongly agreed as well. 8% of them have stayed neutral and 5% of the respondents have strongly disagreed. The remaining 3% have disagreed to this statement.
Answer to Question No 9
|
Rewards and Recognition |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
33 |
33 |
33.00% |
|
Agree |
49 |
82 |
49.00% |
|
Neutral |
13 |
95 |
13.00% |
|
Disagree |
2 |
97 |
2.00% |
|
Strongly Disagree |
3 |
100 |
3.00% |
|
Total |
100 |
100 |
100% |
This question is associated with discovering the fact that whether rewards and recognition can have an influence on the performance of an employee in a firm. The results have indicated that 49% have agreed to this statement and 33% have strongly disagreed. 13% of them have remained neutral and a small portion of 2% have disagreed and 3% of the others have strongly disagreed.
Answer to Question No 10
|
On job training |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
36 |
36 |
36.00% |
|
Agree |
44 |
80 |
44.00% |
|
Neutral |
12 |
92 |
12.00% |
|
Disagree |
6 |
98 |
6.00% |
|
Strongly Disagree |
2 |
100 |
2.00% |
|
Total |
100 |
100 |
100% |
On job training is one of the key factors that employees need to face in their employed life. Hence, this question is related to discovering whether job traininghas an effect on the performance of the employees. The responses have indicated that 44% have agreed and 36% have strongly agreed. 12% of them have stayed neutral by not answering the question and 6% of them have disagreed and the rest of 2% have strongly disagreed.
Answer to Question No 11
|
Healthy Relationship |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
35 |
35 |
35.00% |
|
Agree |
47 |
82 |
47.00% |
|
Neutral |
16 |
98 |
16.00% |
|
Disagree |
0 |
98 |
0.00% |
|
Strongly Disagree |
2 |
100 |
2.00% |
|
Total |
100 |
100 |
100% |
This question looks to answer the fact that whether healthy relationship among the employees and their seniors can influence employee performance. The results suggest that 47% of them have agreed to this statement and 35% have strongly agreed. 16% of them have remained neutral and on the other hand only 2% of them have strongly disagreed. No votes have gone in the disagree area.
Answer to Question No 12
|
Organizational supports |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
37 |
37 |
37.00% |
|
Agree |
47 |
84 |
47.00% |
|
Neutral |
12 |
96 |
12.00% |
|
Disagree |
1 |
97 |
1.00% |
|
Strongly Disagree |
3 |
100 |
3.00% |
|
Total |
100 |
100 |
100% |
This question relates to the fact that whether organizational supports among the employees can have an impact on their performance. The results show that 47% have agreed to this statement and 37% strongly agreed. 12% of the respondents have looked to remain neutral and 3% of them have strongly disagreed. Only 1% of the respondents have disagreed
Answer to Question No 13
|
Salary |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
39 |
39 |
39.00% |
|
Agree |
45 |
84 |
45.00% |
|
Neutral |
12 |
96 |
12.00% |
|
Disagree |
3 |
99 |
3.00% |
|
Strongly Disagree |
1 |
100 |
1.00% |
|
Total |
100 |
100 |
100% |
This question tries to answer whether salary is one of the factors that have an effect on the performance of the employees. The answers show that 45% have agreed and 39% have strongly agreed. 12% of them have remained neutral while 3% of them have disagreed. 1% of them have strongly disagreed to this proposition.
Answer to Question No 14
|
Career Development |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
41 |
41 |
41.00% |
|
Agree |
48 |
89 |
48.00% |
|
Neutral |
10 |
99 |
10.00% |
|
Disagree |
0 |
99 |
0.00% |
|
Strongly Disagree |
1 |
100 |
1.00% |
|
Total |
100 |
100 |
100% |
This question looks to find a relationship among career development and employee performance. It is seen that 48% of them have agreed to this point and 41% of them have strongly agreed. 10% of them have stayed neutral and a small percentage of 1% have strongly disagreed.
Answer to Question no 15
|
Challenges |
Frequency |
Cumulative Frequency |
Percentage |
|
Strongly Agree |
37 |
37 |
37.00% |
|
Agree |
48 |
85 |
48.00% |
|
Neutral |
11 |
96 |
11.00% |
|
Disagree |
3 |
99 |
3.00% |
|
Strongly Disagree |
1 |
100 |
1.00% |
|
Total |
100 |
100 |
100% |
This question tries to answer whether challenges in the work can have an influence on the performance of the employees. The results indicate that 48% of them have agreed to this statement and 37% of them have strongly agreed. 11% have remained neutral and 3% of them have disagreed. 1% of the respondents have strongly disagreed.
The assessment of the answers that have been put forth in the frequency analysis indicates that all the factors that have been discussed have a major role to play as each one of them can positively and negatively have an impact on the employee performance of an organization. Therefore, it is the role of the organizations to undertake various strategies and initiatives with the help of which employee performance can be enhanced.
The descriptive statistics assessment looks to provide an overview of the respondents that have been recovered and tries to discover the mean and median of the same. The table below would indicate the values gathered with the help of statistics.
|
Particulars |
Q1 |
Q2 |
Q3 |
Q4 |
Q5 |
Q6 |
Q7 |
|
Mean |
2.19 |
1.95 |
1.87 |
1.68 |
1.9 |
1.99 |
1.99 |
|
Standard Error |
0.107021191 |
0.086893642 |
0.089504811 |
0.080252128 |
0.095874497 |
0.096917126 |
0.10100005 |
|
Median |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
|
Mode |
2 |
2 |
2 |
1 |
2 |
2 |
2 |
|
Standard Deviation |
1.070211911 |
0.868936422 |
0.895048105 |
0.802521279 |
0.958744971 |
0.969171259 |
1.0100005 |
|
Sample Variance |
1.145353535 |
0.755050505 |
0.801111111 |
0.644040404 |
0.919191919 |
0.939292929 |
1.02010101 |
|
Range |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
|
Minimum |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
|
Maximum |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
|
Sum |
219 |
195 |
187 |
168 |
190 |
199 |
199 |
|
Count |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
|
Particulars |
Q8 |
Q9 |
Q10 |
Q11 |
Q12 |
Q13 |
Q14 |
Q15 |
|
Mean |
1.93 |
1.93 |
1.94 |
1.87 |
1.86 |
1.82 |
1.72 |
1.83 |
|
Standard Error |
0.10075974 |
0.090179395 |
0.095155375 |
0.082455988 |
0.088785293 |
0.083339394 |
0.072585721 |
0.081717671 |
|
Median |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
|
Mode |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
2 |
|
Standard Deviation |
1.007597402 |
0.901793947 |
0.951553753 |
0.824559876 |
0.887852932 |
0.833393937 |
0.725857208 |
0.817176711 |
|
Sample Variance |
1.015252525 |
0.813232323 |
0.905454545 |
0.67989899 |
0.788282828 |
0.694545455 |
0.526868687 |
0.667777778 |
|
Range |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
|
Minimum |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
|
Maximum |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
5 |
|
Sum |
193 |
193 |
194 |
187 |
186 |
182 |
172 |
183 |
|
Count |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
The mean of the variables have ranged from 1.68 to 3.13, while the median for the variables have ranged from 1 to 3. The aggregate median value for the variables have been 2. The standard deviation for the variables have ranged from 0.49 to 1.12 and thereby explaining that all the variables are closely related and therefore, each of the variables have an effect on the performance of the employees.
The correlation analysis looks to assess the relationship among the variables that have been considered in this paper. The table below would indicate the same.
|
Particulars |
Q1 |
Q2 |
Q3 |
Q4 |
Q5 |
Q6 |
Q7 |
|
Coaching |
1 |
||||||
|
Job Empowerment |
0.922721005 |
1 |
|||||
|
Job Participation |
0.901285432 |
0.952643799 |
1 |
||||
|
Leadership |
0.871243281 |
0.860412463 |
0.897748626 |
1 |
|||
|
Organizational Culture |
0.904705931 |
0.927545324 |
0.961695061 |
0.903220088 |
1 |
||
|
Motivation |
0.927013002 |
0.91096996 |
0.918395489 |
0.878957896 |
0.944671811 |
1 |
|
|
Training and Development |
0.926918023 |
0.954710295 |
0.948311552 |
0.880811955 |
0.958640183 |
0.938936788 |
1 |
|
Challenging goals |
0.911705782 |
0.941989266 |
0.964237675 |
0.883912007 |
0.944196568 |
0.930211776 |
0.962087097 |
|
Rewards and Recognition |
0.914010467 |
0.962275216 |
0.939708632 |
0.875959178 |
0.94982793 |
0.93533353 |
0.964063366 |
|
On job training |
0.91392363 |
0.94921479 |
0.963270114 |
0.887294881 |
0.967697931 |
0.941296192 |
0.976815535 |
|
Healthy Relationship |
0.875314086 |
0.935396054 |
0.934933056 |
0.867641107 |
0.928910601 |
0.92106621 |
0.932347691 |
|
Organizational supports |
0.889348245 |
0.920430701 |
0.955607866 |
0.900487534 |
0.956435561 |
0.93745958 |
0.944619794 |
|
Salary |
0.888119747 |
0.921993644 |
0.970386833 |
0.909793595 |
0.963310604 |
0.923183392 |
0.933865016 |
|
Career Development |
0.862359493 |
0.874416316 |
0.92291377 |
0.91973046 |
0.90281943 |
0.871856175 |
0.87794597 |
|
Challenges |
0.892000461 |
0.926776991 |
0.963819358 |
0.90197258 |
0.945038931 |
0.928877851 |
0.940281883 |
|
Particulars |
Q8 |
Q9 |
Q10 |
Q11 |
Q12 |
Q13 |
Q14 |
Q15 |
|
Coaching |
||||||||
|
Job Empowerment |
||||||||
|
Job Participation |
||||||||
|
Leadership |
||||||||
|
Organizational Culture |
||||||||
|
Motivation |
||||||||
|
Training and Development |
||||||||
|
Challenging goals |
1 |
|||||||
|
Rewards and Recognition |
0.95057712 |
1 |
||||||
|
On job training |
0.964817293 |
0.948530774 |
1 |
|||||
|
Healthy Relationship |
0.912930407 |
0.952119262 |
0.955498987 |
1 |
||||
|
Organizational supports |
0.959970382 |
0.959056784 |
0.946446852 |
0.940716088 |
1 |
|||
|
Salary |
0.94715889 |
0.937322616 |
0.941549377 |
0.935747994 |
0.975793632 |
1 |
||
|
Career Development |
0.884459387 |
0.86477758 |
0.896772808 |
0.883671913 |
0.894656956 |
0.934417537 |
1 |
|
|
Challenges |
0.954546743 |
0.943176705 |
0.948024054 |
0.941276268 |
0.983185589 |
0.978019311 |
0.923671005 |
1 |
The results that have been obtained in the correlation table indicates that all the variables are mutually related to each other as the values have been positive and have been very close to 1. The values indicate that each one of the variables are directly related to each and other have significant amount of relationship with the performance of the employees in an organization.
Conclusion and Recommendation
This section of the paper provides a summary of the findings that have been identified and the recommendation and the conclusion that can be attained from this paper. This section of the paper would even assess the areas on which further researches can be taken and better researches on similar topics can be undertaken in the future.
The paper has established that most of the respondents are male and the respondents are well educated. The paper has even concluded that most of the respondents are post graduates and have been working in the organization for 1- 10 years. The paper has indicated that all the variables that have been taken into consideration by the researcher in order to have an understanding of their effect on employee performance. The results have indicated that all the variables have an impact on the performance of the employees and the correlation analysis indicates that all the variables have a mutual relationship and therefore employee performance is affected by the variables that have been selected.
Conclusion
The global economy has been developing in a stable manner and there has been sustainable growth in the various organizational sectors as well. The growth in the economy has been helpful in the development of rate of employment. It is known that quality of an organization is dependent on the performance of the employees and therefore the role of the role of the employee is the core function for the organizations with the help of which they can offer development in their business. In other word, the satisfaction of the employees is dependent on the service of the organization and the organizational service is dependent on the performance of the employees. Therefore, the administration of the companies look to take actions with the help of which they would be able to motivate their employees and look into the other factors as well like providing rewards and job participation and empowerment with the help of which the employees are able to increase their confidence and thereby perform their duties in an effective manner. The organizational culture has a key role to play as the maintenance of an effective culture would determine the level of motivation and thereby would determine the level of performance they offer.
The employees even require a sense of recognition and the therefore empowering them with certain tasks and responsibilities can enhance their performance and thereby quality of work can improve as well. Salary is one of the needs because of which the employees look to work in a firm. The salary is helpful in maintaining the daily lifestyle of the individuals and therefore steps have to be taken with the help of which the organizations can increase their salary level according to the performance they deliver. This motivates the employees to give out their best effort and this directly would enhance the revenue and the goodwill of the firm. The employees need to look into these aspects as well and take various measures of their own in order to keep themselves updated and thereby perform their effectively. The survey of the management and the employees have explained that employee performance is highly motivated by the rewards and recognitions. The performance of the employees gets enhanced if they are having the feeling that there are scope of career development as well. The motivating factors of the employees and the management are different and they have a feeling that there might be looked upon specifically so that the performance of the employees can be enhanced. The relationship among the employees and the management explains the performance of the business and therefore proper coordination among the management and the employees will determine the level of work and thereby performance of the organization as well. The growth of a business can be developed once there is a good relationship between the employees and the management. The level of communication can even determine the performance level. These are the aspects that have been identified in this paper and therefore the paper suggests that there are various factors that can enhance the performance of the employees and directly improving the work performance and the service quality of the organizations.
There are several suggestions that can be given in accordance to the research that has been taken. The paper indicates that organizations can develop the attractive reward and recognition measures with the help of which the employees can gain a sense of feeling that organizations are worried about their security and concerns and this would gain a level of trust among the employees towards the firm. The rise in the level of payments can even enhance the performance of the employees and even increase their level of security. The companies should increase the responsibility of their employees and so that the employees can have a sense of accountabilities and thereby improve their level of work. The organizations should construct an effect human resource management policy with the help of which the company can maintain satisfied employees within their firm and thereby the operational level of the company can be maintained. The companies should even undertake steps to review the performance of the employees and thereby tale measures to meet them and assess their issues and grievances and thereafter maintain the activity level from the employees that they desire. This assessment should be undertaken from time to time with the help of which the company can maintain their operational activities operational effective and proficient. The development of employee motivational strategies by concentrating on the factors and the variables that have been discussed in this paper can induce the working level of the employees.
There are scope for future researches on the same topic as well as it is seen that with the advent of time these factors may changes. Hence, researches on these aspects can be considered with the help of which better results can be attained. This can motivate the other researchers to undertake researches on the same topic and undertake a comparison among the changes that have been taken place in these factors and how these factors have changed the performance of the employees can be understood. Therefore, future researches can be taken on the same topic as well.
The research paper was limited to 100 respondents from large pool of employees and if a research can be undertaken by taking assistance of a larger pool of respondents, then better and effective results can be obtained as well. The other limitation includes the shortage of time due to which the researcher had to limit their gathering of the information. The financial aspect has been a limitation for the researcher as well.
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