Factors Affecting Employers Performance - Research Proposal Example

Factors affecting employer’s performance Name Course Instructor Date Table of Contents Table of Contents 2 1.0 Introduction 3 1.2 Research Objectives 4 1.3 Research Objectives 4 2.0 Literature Review 5 3.0 Research Methodology 7 3.1 Study population 8 3.3 Sampling techniques 8 3.4 Sample size 8 3.5 Data collection 8 3.6 Data analysis 8 3.7 Study limitation 8 4.0 Study ethics 9 5.0 Conclusion 9 Reference 9 1.0 Introduction Many scholars have investigated the topic on employee’s performance. Cai (2013) identifies two major concepts when it comes to employee performance. They include task and contextual performance. Task performance can be described as behaviors that are directly involved in the production of goods and services, or it can be described as activities that help in providing support to the organization core and technical process. Awases et al., (2013) states that every organization desires success in the current competitive environment, irrespective of their financial strength, organizations struggle to maintain their best employees by acknowledging their important role and influence n organizational effectiveness. To retain their best employees, organizations must create a good relationship with their employees and direct them towards task fulfillment and ensure that they are satisfied in their jobs. For an organization to achieve this goal, there is a need for organizations to develop strategies that will help them compete in a market which is full of competition and increase their performance (Cai 2013). The challenge of motivating employees has been a headache to most employers. It drains employers to develop and built policies that can motivate employees. By the time when employers understand the need and benefits of workplace motivation, then they will be able to invest in employee motivation related policies. Individuals have different needs, and these needs are competing continuously. Gemici et al., (2014) state that individuals are being driven differently with the strength of these needs, while some people are being driven by achievement, others are being driven by security. It is the work of managers to able to understand these different needs so that they ensure job satisfaction. The human resource manager should be able to understand what motivates employees and there should be no assumption on this. Motivation can be described as the process that accounts for the individual intensity, direction and persistence effort towards attaining a given goal. Viktoria and Kenning (2014) describes it as the strength and course of behavior in people. Employers struggle with employee turnover, and they are struggling to reduce it as much as possible. The only sure way of reducing this turnover is by ensuring employee job satisfaction through motivation. Motivated employees have high job performance hence increased productivity in the organization. Therefore, it is important for employers to understand these factors that influence employee performance. Increased performance will ensure that an organization competes effectively in the competitive market environment hence will be able to cope with market challenges. 1.2 Research Objectives The general objective of this study is to investigate factors that affect employee’s performance. The specific objectives include:- 1. To find out the role of job satisfaction on employee turnover 2. To establish the impact of employee motivation on job performance 3. To investigate the extrinsic factors that influence employee motivation 1.3 Research Objectives To meet the above objectives, the study will ask the following questions 1. What is the role of job satisfaction on employee turnover 2. What is the impact of employee motivation on job performance 3. What are the extrinsic factors that influence employee motivation 2.0 Literature Review Jones, Willness, and Madey (2014) investigated the impact of various human resource management practices like job autonomy, teamwork, and type of leadership in the employee job satisfaction. In their findings, they found that there is a positive and significant link between job satisfaction and items like teamwork, leadership style and management practices in the organization. In another study by Finch et al. (2013) investigated the relationship between factors like personal traits, financial rewards and job supervision on the job satisfaction. This study was done in the banking sector using research survey methods. The study findings reveal that there was a positive relationship between the financial rewards and job satisfaction by employees. They further recommended adequate compensation for the employees to ensure low turnover. Other factors which were found include low job supervision and strict rules which should be applied without any favoritism in the organization. In a different study, Nota et al. (2014) investigated the impact of career development on employee satisfaction. In the study, they found a positive relationship between career development and job satisfaction in the banking sector; a similar finding was also recorded by Xiao, Willis, and Jeffers (2014) where they recommended job growth and continuous training to ensure low employee turnover. They cited issues like lack of career development and promotion within the organization as some of the factors that contribute to high employee turnover. Job satisfaction by employees is connected to people thinking, feel and observe in their work environment. There are both external and internal factors that result in work satisfaction. Finch et al. (2013) describe job satisfaction as meeting the emotional needs of people. Using the concept of Hertzberg's two-factor theory, it discusses that to establish what people want from their jobs, they describe the instances in which they have felt good or bad in their jobs. In this theory, Viktoria and Kenning (2014) describes items like advancement, recognition, the work which the individuals are involved in, individual growth and the responsibility within the organization, and all these influence job satisfaction. Some of the factors that contribute to job dissatisfaction include elements like working conditions, supervision, unfavorable company policy and the interpersonal relationship is some of the factors cited as influencing job dissatisfaction among employees. Nota et al. (2014) discuss loyalty of the employee to the organization. It describes loyalty as a mental state and illustrates the relationship between employees and the organization, and this relationship influences their decision to remain with the organization hence the turnover rate. Nota et al. (2014) further state that an organization that can be described as response exciting, more especially when the employee believes in the organization values and goals and built strong desire to maintain the relationship with the organization, then that is loyalty. Gemici et al., (2014) further describe loyalty as that strong desire and willingness to remain a member of the organization, and this motivates you to work towards achieving this membership. Job loyalty comes with satisfaction, and in turn, this leads to job high performance since this is a motivation within an individual. High performing companies attract more loyalties compared with less performing organization hence the employee who are loyal and motivated performs much better. Viktoria and Kenning (2014) discusses teamwork in job satisfaction and motivation. They stated that work group help serves as a source of motivation to individual employees, this is due to that fact that team work provides individuals with opportunities to interact with each other. This is social interaction fulfillment which is part and parcel of every human being. The work groups are a normally stronger source of motivation for people and it help in building organization values and culture. It helps in lessening friction and creates a positive working environment within the organization. The co-workers with similar attitude and values are just but a precept of personal concept confirmation. Nature of job an individual is performing is also a source of motivation. Finch et al. (2013) state that that nature of the job has become a dominant factor for employee motivation when the assessment is done on the different aspects of salaries, growth, and supervision. It goes without saying that most employee will quote what they are doing as a motivational factor or not. Aithal et al., (2015) found a negative relationship between intelligence and motivation when complications in jobs persist simply because of lack of challenging job environment. Therefore, if there is a lack of perceived element of interest, it is possible for it to bring demotivation among intelligent employees. Awases et al., (2013) describes intrinsic motivation as the desire of an individual to perform his or her work well and this leads him or her to satisfaction needs. Olubusayo et al., (2014) describes it as the internal desire for an individual to perform a specific task to meet some specific internal state and desire. If this desire is achieved, it results into self-satisfaction by the employee. 3.0 Research Methodology Research methodology can be described as the overall framework through which the researcher will use to interrogate a phenomenon and come up with the required answers. In this study, will use research survey as the study design. This is one of the research methods measurements mostly used in social science. 3.1 Study population This study will target employees in the manufacturing sector in Australia where different companies will be selected. 3.2 Target population. The study will target both junior and senior employee of the manufacturing sector where five companies will be selected. 3.3 Sampling techniques The study will use random sampling in selecting the organization and people to be interviewed. 3.4 Sample size The study will interview only five companies where a total of 100 employees will be interviewed. Each company will give at least 20 respondent for this study. 3.5 Data collection Research instruments will be used. Structured questionnaire will be used having both open ended and close ended questionnaire 3.6 Data analysis The data will be analyzed using SPSS and results presented in the form of tables and graphs as need be in each situation. 3.7 Study limitation Since this will be a case study of the manufacturing sector, the result might not reflect the true picture of other sectors. 4.0 Study ethics The confidentiality of the respondent answers will be maintained, and answers will be used for intended purpose only. There will be no copy pasting of other people's work without giving proper acknowledgment. 5.0 Conclusion In summary, this study will investigate factors affecting employee performance and will consider factors like job satisfaction and job motivation using both external and internal factors. Reference Aithal, P.S., Shailashree, V.T. and Kumar, P.M., 2015. Application of ABCD Analysis Model for Black Ocean Strategy. Awases, M.H., Bezuidenhout, M.C. and Roos, J.H., 2013. Factors affecting the performance of professional nurses in Namibia. curationis, 36(1), pp.1-8. Cai, Y., 2013. Graduate employability: A conceptual framework for understanding employers’ perceptions. Higher Education, 65(4), pp.457-469. Finch, D.J., Hamilton, L.K., Baldwin, R. and Zehner, M., 2013. An exploratory study of factors affecting undergraduate employability. Education+ Training, 55(7), pp.681-704. Gemici, S., Bednarz, A., Karmel, T. and Lim, P., 2014. The factors affecting the educational and occupational aspirations of young Australians. National Centre for Vocational Education Research. Jones, D.A., Willness, C.R. and Madey, S., 2014. Why are job seekers attracted by corporate social performance? Experimental and field tests of three signal-based mechanisms. Academy of Management Journal, 57(2), pp.383-404. Nota, L., Santilli, S., Ginevra, M.C. and Soresi, S., 2014. Employer attitudes towards the work inclusion of people with disability. Journal of Applied Research in Intellectual Disabilities, 27(6), pp.511-520. Olubusayo, F.H., Stephen, I.A. and Maxwell, O., 2014. Incentives Packages and Employees' Attitudes to Work: A Study Of Selected Government Parastatals In Ogun State, South-West, Nigeria. International Journal of Research in Business and Social Science, 3(1), p.63. Viktoria Rampl, L. and Kenning, P., 2014. Employer brand trust and affect: linking brand personality to employer brand attractiveness. European Journal of Marketing, 48(1/2), pp.218-236. Xiao, L.D., Willis, E. and Jeffers, L., 2014. Factors affecting the integration of immigrant nurses into the nursing workforce: A double hermeneutic study. International Journal of Nursing Studies, 51(4), pp.640-653. Read More