Idea Transcript
World Applied Sciences Journal 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014 ISSN 1818-4952 © IDOSI Publications, 2014 DOI: 10.5829/idosi.wasj.2014.30.icmrp.25
Impact of Attitude on Employees Performance: A Study of Textile Industry in Punjab, Pakistan 1
Imran Khan, 2Han Dongping and 3Tauqir Ahmad Ghauri
School of Economics and Management, Harbin Institute of Technology, China Weihai School of Economics and Management, Harbin Institute of Technology, China 3 Department of Management Sciences, The Islamia University of Bahawalpur, Bahawalnagar Campus, Pakistan 1
2
Submitted: Jan 5, 2014;
Accepted: Feb 24, 2014;
Published: Mar 12, 2014
Abstract: Enhancement in employee performance is the major dilemma of organizations in current environment. Reason behind this improvement is pecuniary profit and competitive advantage. Employees are the basic source of profit and competitive advantage. So organizational activities involve in enhancing their employee performance is actually has the motive of organizational performance enhancement. Different psychological and environmental factors affect the employee performance. Current study is based on the effect of attitude on employee performance. This study include the attitude related factors (behaviors of employees and leaders, job satisfaction, job commitment, motivation and training) to investigate their impact on employee performance. A self administered questionnaire was used to collect the data from textile sector of Punjab, Pakistan with response rate of 83%. Result shows that all attitude related factors positively effect the employee performance. Motivation and job commitment has highly significant impact of performance of employees. As a result organizations should value their experienced personnel and devise effective retention policy by giving competitive salary, experienced base pay and experienced based promotion. That will increase the overall performance of the organization. Key words: Employee Performance
Job Satisfaction
INTRODUCTION
Commitment
Motivation
Textile Industry
Literature Review: The employee performance is closely associated with people cognition, feelings and their perception about their jobs [2]. Job performance of the employees influences their work efforts and output [3]. Employees are the life blood of the organization and the most significant resource, their behavior and attitude in the subject of HRM recognize in an important position [4]. Job performance can be defined as the evaluation of work that generate exciting and happy situation for employees [5]. In organizational research, job performance is investigated as feelings and characteristics concerned with their work [6]. According to Spector [2] that job performance is liking and disliking of people about their job. Many definitions of job performance are there in consideration of job characteristics and shows the combined effect in offering same type of job performance [7]. Budhwar and Khatri [8] and Patnaik and Biswas [9] established job performance as something that an important feature for employee maintenance while being on the job.
It is important to identify the variables associated with the employee and organizational performance [1]. Many psychological and environmental factors are their impact on employee performance. Employees expect that it is the responsibility of organizations to enhance their performance through proper training programs. Their expectations play a vital role in attitude development. Attitude has direct impact on performance. In our research we unhide the effect of attitude on employee performance. we conduct this study on Textile industry in Punjab, Pakistan. Objective of this study is to probe the association among employee performance and their attitude. In this context current study analyze that how factors related with attitude (behaviors of employees and leaders, job satisfaction, job commitment, motivation and training) impact on employee performance.
Corresponding Author: Imran Khan, School of Economics and Management, Harbin Institute of Technology, China.
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World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014
Attitude of Employees and Leaders: Employee satisfaction and yield is affected by employee performance [6]. Managers and owners think that capable workers are essential for successful business [10]. Direct relationship is found among employee performance and employee attitude. Haider and Riaz [11] and Malik, et al. [12] say that we can predict the performance of employees by giving the behavioral importance to employee when they are at work. Many studies are there on the topic of organizational behavior in HRM conducted in western environment [13]. Every organization set expectations from employees and formulates their attitude, behavior and trust [14]. Leader’s behavior and attitude can also affect the behavior of employee, belief and attitude to enhance their level of performance [15, 16]. Employee attitude is most influencing factor form personality traits especially at workplace [17]. According to Densten [18] transactional leader proffer many performance base rewards. The directional leaders dispense work duties to his subordinates and checks out the performance level. Motivation has direct relation with the employee performance [19]. The attitude of leaders plays a vital role in developing the behavior, beliefs and attitude of employees [20]. Leader can exercise their official or unofficial power to shape employee jobs [19, 21]. To attain the trust of employees, leaders should give confidence to their employee [22]. Leader can influence the attitude of subordinate, psychologically influence them to erect high level of performance and enhance the satisfaction of employees [23]. The researches regarding to attitudes of workers have attention on computing of individual attitude about their leaders and co-workers and related attitude to job satisfaction and job performance [24, 25].
Veriety of uniqueness in the job is there in employee performance [30]. Kreitner and Kinicki [31] elucidate that highly satisfied employees can demonstrate high level of performance. A large number of conclusion were made on job performance and attitude [32], as well as the attitude of managers and leaders and non-managers [33]. Job Commitment: Organizational environment and behavior also affect the employee performance [34]. Numerous impediments are there in mounting employee commitment in the organizations. Attainment of career objectives has positive impact on employee commitment. Employee attitude, thinking, behavior and trust towards organization and work setting, increase job performance and commitment [35]. The notion of employee commitment comprises of constructive behaviors and attitude en route for organization. In earlier researches employee commitment was considered as behavior forecaster [36, 37]. Mowday, et al. [38] says that there is positive relationship amid job commitment and employee performance. Absenteeism is another factor that affects performance [37, 39]. Committed employees generate high level of performance [40, 41]. Training: Organizations have positive prospects from employee training programs and formulate their attitude, behavior and trust through diverse nature of training and performance tools [14]. Performance appraisal can be improved by the human resource managers like other HR tools. Proper training and pecuniary inducement escort the augmentation of organizational productivity [42]. Motivation: Many researches significantly identifies that job attitude and working morale are the key sources to enhance performance of employees [43-45]. Leader influence the attitude and affect psychologically on their subordinate in building higher organizational performance and augment employee satisfaction all the way through motivation [23]. The researches encircles the worker attitudes have paid attention on measurement of an individual attitude about their co-workers and leaders and correlate attitude to the job satisfaction and job performance [24, 25]. The performance of employees depends on their motivational level [19]. Organizations who motivate their employees has higher level of performance then the less motivating motivating organizations [46].
Job Satisfaction: McNeese-Smith [26] and [27] Kangas et al., (1999) elucidate job satisfaction that it is anxious with employee brisk feelings about their jobs in consideration of salary, management, moral and chance of improvement. Employees are primary resource for effective organization advancement. Coomber and Louise Barriball [28] say that we have to evaluate all phases of job measure the job performance of employees. Job performance characteristics contain numerous aspects of the job like salary, coworkers, superiors and working ambiance. Four features are necessary in measuring the job performance like salary, uniqueness of job, working environment and management political affairs [29]. 192
World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014
Theoretical framework Attitude of employees and leaders
Job satisfaction
Job Commitment
Employee Performance
Training
Organizational Performance
Motivation
Methodology: Questionnaire: Questionnaire is extracted form the study of He, et al. [47]. Four elements are used for each to measure attitudes of employees and leaders, job satisfaction, job commitment, training and motivation. Five elements are used to measure the employee performance. All questions are measured with five point likert scale (1= strongly Disagree and 5= Strongly Agree). Cronbach’s alpha is 0.81 which is reliable [48].
Table 1: Descriptive Statistics Attitude of Employees and Leaders
N
Mean
Std. Deviation
88
4.0312
.65193
Job Satisfaction
88
4.0795
.52734
Job Commitment
88
4.2330
.49247 .71152
Training
88
4.0142
Motivation
88
4.2358
.55626
Performance
88
4.3659
.47583
answer is (4.07). Job commitment, Training and motivation also shows the positive impact on Performance as their results shows (4.23, 4.01, 4.25) respectively. Table-2 shows the values of correlation. Employee performance has strong positive correlation (0.634) with motivation. If organizations increase the motivation level among employees that will increase their performance. Performance of employees has moderate positive correlation with job commitment (0.562), attitude of employees and leader (0.509), job satisfaction (0.492) and training (0.331). All correlations are significant at the 0.01 level. Regression is used to draw the regression equation. Multicollenrity is a statistical phenomena use to measure the collenearity among two or more predictor variables. In this situation the coefficient estimates may change erratically in response to small change in the model or data. For testing of multicollenearity, Tolerence, VIF (Varience inflation factor) and Condition index is used. A lower value of tolerance and high VIF value (greater then 10) are the sign of multicollenearity Hair, et al. [50]. Condition index value between 5 to 10 represent weak dependency and value between 30 to 100 show moderate dependency, according to Belsley, et al. [51]. For the detection of autocorrelation Durbin–Watson statistic is used. Durbin–Watson is equal to 2 indicates no autocorrelation. Our result in Table-3 & 4 shows that no multicollenearity and autocorrelation prevails in our data so the regression results are reliable.
Sampling: The study was conducted on textile industry in Punjab, Pakistan. The data was collected from 106 full time working employees of eighteen textile companies who were randomly selected. Eighty eight questionnaires were useable with response rate of 83 percent which is suitable for analysis [48]. The questionnaires were filled with personal administration. RESULT AND DISCUSSION For data analysis, descriptive statistics, Analysis of variance, correlation and regression techniques are used. This process is carried out in statistical package for social sciences 18.0 version for windows. Pearson correlations of variable i.e. attitude of employee and leaders, Job satisfaction, Job commitment, Training, Motivation and performance were used to measure the relationship among variables. It is mostly used method for investigating relationship among variables [49]. For the missing response average method is used. Table-1 shows the angriness from mean results. It means that attitude, job satisfaction, job commitment, training and motivation will increase the performance of the employees. It is clear from the results of descriptive statistics table that attitude increases the performance of the employees as the answer shows (4.2). Job Satisfaction also increases the performance of the employees as the 193
World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014 Table 2: Correlations Performance Performance
Pearson Correlation
Attitude
Job satisfaction
Commitment
Training
Motivation
1
Sig. (2-tailed) Attitude of Employees and Leaders Job Satisfaction Job Commitment Training Motivation
Pearson Correlation
.509**
Sig. (2-tailed)
.000
1
Pearson Correlation
.492**
.716**
Sig. (2-tailed)
.000
.000
Pearson Correlation
.562**
.510**
.456**
Sig. (2-tailed)
.000
.000
.000
Pearson Correlation
.331**
.522**
.409**
.464**
Sig. (2-tailed)
.002
.000
.000
.000
Pearson Correlation
.634**
.550**
.540**
.573**
.465**
Sig. (2-tailed)
.000
.000
.000
.000
.000
1 1 1 1
**. Correlation is significant at the 0.01 level (2-tailed). Table 3: Unstandardized Coefficients
Collinearity Statistics
----------------------------------Model 1
B
Std. Error
-----------------------------Sig.
Condition Index
Tolerance
VIF 2.489
(Constant)
1.334
.373
.001
1.000
Attitude of Employees and Leaders
.095
.091
.299
18.366
.402
Job Satisfaction
.089
.106
.404
20.695
.455
2.196
Job Commitment
.251
.099
.013
27.199
.593
1.687
Training
-.056
.065
.391
30.799
.657
1.522
Motivation
.342
.092
.000
35.260
.542
1.845
a. Dependent Variable: Performance Table 4: Model Summaryb Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
Durbin-Watson
1
.698a
.487
.455
.35121
2.075
a. Predictors: (Constant), Motivation, Training, job satisfaction, Job Commitment, Attitude of employees and leaders b. Dependent Variable: Performance Table 5: Group Statistics GENDER
Mean
t-test value
Sig. (2-tailed)
Attitude of Employees and Leaders
Female
3.8750
-0..709
.48
Male
4.0469
Job Satisfaction
Female
4.0938
0.079
.937
Male
4.0781
Female
4.2500
0.102
.919
Male
4.2312
Female
4.1562
0.590
.557
Male
4.0000
Female
4.1562
-0.422
.647
Male
4.2438
Female
4.3250
-0.254
.80
Male
4.3700
Job Commitment Training Motivation Performance
Regression results shows the impact of independent variables on dependent variable. Beta coefficients are determining the percentage impact of independent variable on dependent variable. Beta coefficients of job commitment and motivation are significant but all other beta are insignificant.
Coefficient of determination R2 is used to predict the future outcome on the bases of current model. It is the proportion of variability in a data set that is accounted by the statistical model. Out model R2 value is (0.487) and adjusted R-Square is (0.455) shown in Table-4. 194
World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014 Table 6: ANOVA experience Attitude of Employees and Leaders job satisfaction Job Commitment Training Motivation Performance
Sum of Squares
df
Mean Square
F
Sig.
7.106 2.728 2.323 3.826 2.213 .886
4 4 4 4 4 4
1.777 .682 .581 .956 .553 .221
4.936 2.637 2.567 1.974 1.858 .977
.001 .040 .044 .106 .126 .425
Independent sample t-test is used to measure the impact of gender on all variables. All results (Table-5) are insignificant which means that there is no impact of gender on any of the variable. All respondents irrespective of gender showing the same type of response regarding to all variables. Experience is divided into five categories (less then one year, one to three years, four to seven years, eight to ten years and more then ten years). Analysis of variance (One way ANOVA) is used to measure the impact of experience on different variables. Experience does impact on attitude of employees and leaders, Job satisfaction and job commitment as their results are significant shows in table-6. But training, motivation and performance of employees do not affected by length of experience as their results are insignificant.
performance. For this purpose organizations should value their experienced personnel and devise effective retention policy by giving competitive salary, experienced base pay, experienced based promotion etc. REFERENCES 1.
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CONCLUSION Employees’ good performance is very essential for the effectiveness of the organization. As discussed above there are many factors that effect the performance of the employees and as well as of the organization. The descriptive statistics result proved that all the variables (attitude, job satisfaction, job commitment, training and motivation) are positively affecting the performance of the employees. While looking at the results drawn form the correlation we find that motivation, job commitment and attitude of employees and leaders are highly correlated with the performance and organizations need to create cooperative and employee oriented culture to achieve higher level of performance through these variables. Regression analysis show that job commitment and motivation are highly significant and thus managers need to link the pay with performance, provide timely training and set an appropriate job design to improve the performance level. Results proved that all the factors have equal effect on the performance level of different gender and as the level of experience increases the attitude of the employees and leaders, job satisfaction and job commitment show more strong effects on the 195
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