Sec G

08u0308

Table of Contents
Chp 1:Introduction.......................................................................................................................... 5
1.1An overview of the topic............................................................................................................ 5
1.2 managerial concerns:................................................................................................................ 6
1.3 study objective.......................................................................................................................... 7
1.4 Company background/history:.................................................................................................. 7
Chp 2: Literature review.................................................................................................................. 8
chp 3:methodology and analytical choice..................................................................................... 13
3.1 Research type:........................................................................................................................ 13
3.2 Data Type and Research Period............................................................................................... 13
3.3 research Hypothesis................................................................................................................ 14
3.4 Theoretical framework and variables under consideration.....................................................15
3.4.1 Reference list of variables under consideration...................................................................16
3.4.2 Theoretical justification........................................................................................................ 17
Explanation................................................................................................................................... 18
3.5 Information Gathering and Sampling Procedure.....................................................................19
3.5.1 Survey Design...................................................................................................................... 19
3.5.2 Population, Working population and Planned sample...........................................................19
3.5.3 Sample size consideration................................................................................................... 20
3.5.4 Choice of sampling technique.............................................................................................. 20
3.5.5 Field work and Respondent profile....................................................................................... 20
3.6 Data analysis tools and techniques......................................................................................... 20
Model............................................................................................................................................ 20
3.6.1 Multiple linear regressions................................................................................................... 21
CHAPTER 4: Empirical results and analysis................................................................................... 21
4.1 Qualitative Research (Interviews)........................................................................................ 21
4.2 quantitative research.............................................................................................................. 22
4.3 Limitations of Study................................................................................................................ 23
Chapter 5: Conclusion................................................................................................................... 24
Future Research and recommendations........................................................................................ 26

References.................................................................................................................................... 27
Drake B. Meckler.; Stephens D (2002)Transitional Ethics: Responsibilities of Supervisors for Supporting Employee
Development Source: Journal of Business Ethics, Volume 38, Numbers 1-2, pp. 141-155(15)...............................28
Appendix : A.................................................................................................................................. 29
Questionnaire................................................................................................................................ 29
Appendix : B.................................................................................................................................. 33
Descriptive data............................................................................................................................ 33
Correlation.................................................................................................................................... 34
Appendix : C.................................................................................................................................. 34
Graphs and Plots........................................................................................................................... 34
Appendix : d.................................................................................................................................. 35
Graphs and Plots........................................................................................................................... 35
Appendix : E.................................................................................................................................. 37
Graphs and Plots........................................................................................................................... 37
Appendix : F.................................................................................................................................. 38
Graphs and Plots........................................................................................................................... 38
Appendix : G................................................................................................................................. 39
Graphs and Plots........................................................................................................................... 39
Appendix : H................................................................................................................................. 40
Graphs and Plots........................................................................................................................... 40
Appendix : i................................................................................................................................... 41
Coding sheet................................................................................................................................. 41

Chp 1:Introduction

1.1An overview of the topic

Employee performance refers to as how an employee fulfills the job assigned to him. The level of his
motivation , his attitude towards the work and the determination are all factors that account to the carrying out
of a job. An employees performance can variate depending on different factors. The factors that account are the
working conditions , the security of job and many other factors. Another definition for employee performance is
the behavior, the attitude and the willingness of the employee for certain job that effects the fulfillment of that
job. The more the employee is positive , has good attitude towards performing and shows his full determination
to carry out the task assigned will automatically increase his performance and will lead to the organizations
growth.
In other words employee performance is the affect of different factors which lead to variate the employees
performance over a job. Some factors are salaries , organization culture and the performance appraisal. The
more the employee gets the salary, the more satisfied he will feel and will work positively. Moreover the better
the organizations culture, the employee will feel motivated and will work efficiently
Definition of employee performance according to dictionary performance criteria standards for employee
behavior at work . they are evaluated on the basis of how well they perform their tasks assigned to the them
with the standards set by the employer . Now a days employee performance is very important and now many
companies are focusing on these things in order to enhance their motivational levels.

So basically there are many factors that affect the employees attitude towards his job which lead to variate the
performance of the employee

1.2 managerial concerns:

The significance of this study is found the roots and causes of the employee poor performance. Diagnosing this
problem is going to help the companies like Super Asia to increase their performance and efficiency and get
competitive advantage over their rival companies and manager their HR resources in a batter way. This study is
also going to help Super Asia for increasing the job satisfaction for existing employees and help to develop the
best suitable working environment. What Super Asia is looking for is the new ways how they can increase the
performance of their employees .in order to increase the efficiency of the workers. This ultimately is going to
increase the efficiency of the company. Obviously if employees are more motivated then they will perform
batter under any circumstances. Super Asia wants to achieve those production levels which they have achieved
in the past that even in recession time of the economy the company is making the maximum appliances and is
the only company which is exporting the appliances from the country. This is only due to their highly motivated
employees. But now they are facing problems in employees performance. So they also want to get some
research done on this. This research is going to help the company the previous productivity level. This is
ultimately beneficial for the company in monetary terms as well.

1.3 study objective

The problem with super Asia Company is that some of its employees are not performing well enough with their
jobs and are not motivated properly. It is now very important for the company to motivate its employees to
improve their job performance and productivity, at almost all the steps of producing the appliances .the research
objectives are

Understanding motivation.

Understanding the ways the company can improve the performance of its employees

1.4 Company background/history:

Super asia was inaugurated in in 1975 by its founder mr . Mian Muhammad Din. Super Asia is an organization
that produces and manufactures quality home appliances in the region. The maintenance of the quality and
benchmarking can be viewed under the achievement of ISO 9002 certification. The boom and success of the
company started over 25 years ago by producing the first ever washing machine made in Pakistan. This success
later lead them to spread even more in the home appliances market and they now produce wide range of
appliances.
SUPER ASIA keeps in view the purchasing capacity of different segments so it manufactures different types of
appliances in order to match the demand. The SUPER ASIA has a wide range of appliances which they produce

that are washimg machines , room coolers , fans , electric and gas heaters, microwave ovens, electric chimneys
and etc. they have even expanded themselves in a new line and have started manufacturing motorcycles. The
famous fast food international chain of HARDEES is also brought by this group. The super asia group has built
a strong name in the market in just over two decades.
The company is now headed by its chairman HAJI MUHAMMAD YOUSAF and co chairmain HAJI
MUHAMMAD AFZAL. HAJI MUHAMMAD ASHRAF being the chief executive of the company plays a vital
role in building strong customer relations. The factory is located in district Gujranwala 3km on GT road.

Chp 2: Literature review

Jacqub Lardinios(2009) in his paper finds the relationship of employee training on the job performance. In this
paper he finds intercity passenger transportation is an important job and is to perform whit a responsible duty.
He introduces the training system of the drivers of the intercity transportation through computer simulated
game test. He finds that drivers who passed that difficult test have less accident in real time driving. Although
there are many flaws in the initial versions of the game but with the improve version it was a success. And is
enforced in different parts of the world including Australia. The methodology used for this is servey of 13
companies which includes 205participants . and results showed that both are directly related.

Peter Schumaker(2004) in his paper finds the relationship of employee training with the employee
performance. He has done this research on the municipal clerks. He finds that the effectiveness of training is
associated with firm. He fined the relationship with respect to three variables which are organization
environment , motivation and relevance of the training with job. The methodology he used includes questioner
that were mailed to 596 clerks 434 deputy clerks. According to him the above mentioned variables have a
significant relation with employee performance.
Fong Wu(2002) find in his paper the rules and regulations in business and their effect on employee perfomance
performance. This study was done in Taiwan. For this reason he divided the business in three forms 1 :SME, 2:
OUTSTANDING SME, 3 :LARGE ENTREPEISES . the methodology used for this kind of study is a survey .
for this reason a sample size of 132 enterprises was selected. 1320 questioner was sent for this study. Out of all
those 524 was considers valid because they were fully filled the remaining was not suitable for this study
because they were not filled with proper intentions. The result comes out from those findings show that theory
is a direct relationship among the ethical decision making and the business performance.
Mark Zwick (2004), in which the main area understudy was the performance appraisal level in a retail shop. For
this particular paper, employees working in a retail shop were interviewed and observed after introducing new
changes to the overall environment. Hence the main type of data collection method was qualitative analysis.
Firstly the hierarchy levels in the retail shop were reduced and later team work and autonomic work groups
were introduced and their effects were measured through observation. It was concluded that team work and
introduction of groups greatly increased the performance levels of employees and hence motivated them to
performance better as a coherent work group.
Brayfield et all (2005) in which the prior relationship established between employee motivation and employee
performances are studied. For this empirical literature is studied that contains information on these two

variables and discussion were held by the researchers on the methodology that was used, sampling that was
done, from 15 stores located in United States, criterion that was established and the problems they saw in these
prior papers regarding the overall design and analysis. After in depth analysis and critical evaluation of the
papers that were studied it was concluded that job satisfaction has some impact on employee performance but
doesnt affect it so significantly as to improve the levels of employee performance. Hence to achieve job
satisfaction an employee can work hard, and once he or she is satisfied, the motivational force is no longer there
to further enhance productivity levels.
Gruman et all (2011), in which the researchers focused on identifying the employee empowernmnt systems
have when improving performance levels of their employees. For this reason the performance management
system of a manufacturing firm in Ontario, Canada was studied in detail. And questionear were sent to 530
employees which were selected as a sample size. It was concluded that the best way to improve employee
performance through these performance management systems is by orienting them to promote employee
engagement. By incorporating employee engagement at every level of the process and every stage, an
organization can help foster increases in employee performance levels.
Peter Park (2011) is the author of the next paper that was reviewed, in which the researcher aimed at combining
two various approaches what would increase task specification. This included cognitive approaches and
affective approaches. In each approach two variables were studied which were information sharing and
organizational commitment. In order to measure the effect of these two variables on employee performance, a
Workplace employment relations survey was conducted in Britain. After proper analysis of the survey results, it
was established and concluded that group incentives and self-management teams who were provided with
authority and rewards had a positive correlation to information sharing which in turn had a positive correlation
to organizational commitment and performance levels. the methodology used in this paper is survey of 20

companies. And a sample size of 175 employees were selected as a sample size. All the sample size is divided
into 4-5 group people.
Hon joseph (2012), in the paper talks about the relationship competency-based pay has to employee
performance. Competency based pay focuses on the skills and abilities of each employee individually and
devises a pay deserved on the basis of those skills and capabilities. Moreover, it has been stated that competency
based pay can enhance implementation of business strategies and hence can also help improve organizational
performance. For this purpose, 219 Hong Kong Chinese employees from a hotel were chosen and the data
collected methodology was surveys. Surveys were conducted in which employees were asked about the
perceptions they held regarding competency pay based systems and their creative performance, keeping in mind
their psychological needs acting as a moderating factor. After in depth analysis of the study it was concluded
that creative performance can be predicted by both competency pay systems and psychological preferences.
Moreover it was also concluded that power is a variable that moderates the relationship between competency
pay systems and creative performance.
Yun, et all (2007), are the next authors whose research paper was reviewed for this particular literature review.
The main aim of the paper was to establish effect of cummunication or on job performance behaviors such as
task performance and organizational citizenship behavior. The sample chosen for this particular paper were 84
working students from various organizations. Upon interviewing and questioning them it was concluded that
employees exhibit job performance behaviors in order to achieve self enhancement, especially when their roles
in the organization arent clearly defined, hence both the variables are interrelated. This task is carried out on
the part of the employees to enhance their image and hence increase the level of productivity.

Gomez-mejia(2008) finds in the paper the roll of politics in the performance of the person. The methodology
used in this paper is a survey of 388 firms in FLORIDA .there are two stages in which the data is collected.
Initially 1300 companies were registered for this study. The 2nd stage of data for this study was happened 30
months later. this was finding in his paper that there is a direct relationship among the internal environment of
an organization and the performance . the purpose of this study is to find the rules and regulation with the
performance of the firm and employee. And it was found in this study that they have a great relation with
eachother.

Michel Veum(2004) finds in his paper the effect of organization culture in employees of USA. According to
this paper people dont change their jobs if they are satisfied with the job and the conditions. He gave examples
related to this issue in this paper. he also founds in his paper that training reduces the job chinging process of an
employee. The methodology used in this study is interview . for this reason 10,000 people were selected as a
sample size. Within the age bracket of 14-22 . and it was clear for the interviews that job training is helpful for
increasing the employee performance.
Gill, et all (2010) have conducted the research in order to examine effect of transformation leadership in
organization and employee empowerment on the stress of employees. The article argues that high stress level
causes serious issues of health such as depression, asthma, high blood pressure and depression. This health issue
adversely affects the employee performance. So in order to research the employee empowerment effect on the
job stress level of an employee, the author has choose the Indian hospitality industry to conduct their research.
The sample area was Punjab of India to collect the research data. The population was o restaurant services in
Punjab. For the effective research and response, a list of employees, third contact details were taken for their
proper participation. Out of 900 surveys 266 were returned, and 2 of them were not usable. The rate and

response in total was 29.55%. The result of the findings proved that there was a negative relationship between
employee empowerment and job stress level. The more the empowered an employee is for decisions the lower
is the stress level so better the performance.

chp 3:methodology and analytical choice

3.1 Research type:
If a research is carried out, there are two types of research; primary and secondary. both
research methods have their own siginificance, the research type for this particular
paper is primary research. As for the development of literature review; papers were
obtained from publications and journals through the World Wide Web.
The main research type is primary data collection, since qualitative data was obtained
through interviews from employees of the company and managment and questionnaires
were developed and distributed amongst a sample of 100 people. These questionnaires
aim to measure and determine the relationships between the variables mentioned in the
theoretical framework and the hypothesis statements developed. The advantage of using
this particular primary research method is that one can pertain and address to the
specific issues and obtain relevant and up to date results. The main and most common
types of primary research are pilot studies, interviews, focus groups, questionnaires and
surveys. In this paper two types have been used; interviews and questionnaires.

3.2 Data Type and Research Period

For this paper, the data type is field survey. In a field survey the researcher develops
questions and goes out in the external environment to obtain answers. In this particular

field survey, a questionnaire will be developed and answers will be obtained from the
relevant company employees ,a sample of a 100 people will be chosen.
The research period is dated from February till April (2012), in which both interviews and
questionnaires were conducted.

3.3 research Hypothesis

H1: There is a positive relation between training and employee performance.
H2: There is a positive relation between communication and employee performance.
H3: There is a positive relation between salary and employee performance.
H4: There is a positive relation between organization culture and employee performance.
H5: There is a negative relation between organization politics and employee performance.
H6: There is a positive relation between task description and employee performance.
H7: There is a positive relation between promotion and employee performance.
H8: There is a positive relation between performance appraisal and employee performance.
H9: There is a positive relation between rules and regulations and employee performance.
H10: There is a positive relation between feedback and employee performance.
H11: There is a positive relation between motivation and employee performance.

H12: There is a positive relation between performance evaluation and employee performance.
H13: There is a positive relation between employee empowenment and employee performance.

3.4 Theoretical framework and variables under consideration

TRAINING
EMPLOYEE
EMPOWERMEN
T

RULES &
REGULATION

TASK
DISCRIPTION

EMPLOYEE
PERFORMAN
CE

ORGANIZATION
CULTURE

PERFORMANCE
APPRISAL &
FEEDBACK

MOTIVATION
COMMUNICATIO
N

1. Politics
1. Promotion
2. Pay

3.4.1 Reference list of variables under consideration

Independent variables
Employee empowerment
Task description
Organization culture
Politics
Motivation
Pay
Promotion
Communication
Training

Expected signs

+
+
+
+
+
+
+
+

Rules & regulations

+
Performance appraisal & feedback +

Previous literature
Fong Wu(2002), Peter Park(2011)
Self
Self
Yun, Takeeuchi & liu (2007)
Hon Joseph(2012)
Brayfield & Crockett (2005)
Jecqub Lardionios (2009), Petet
Schumaker (2004)
Gomez-Mejia(2008)
Mark Zwick (2004), Gruman &
Skas(2011), Katzell &
Guzzo(2003)

3.4.2 Theoretical justification

Previous literature
Independent variables
Employee empowerment

Fong Wu(2002), Peter Park(2011)

Task description

Self

Organization culture

Self

Politics

Yun, Takeeuchi & liu (2007)

Motivation
Pay

Hon Joseph(2012)

Promotion
Communication

Brayfield & Crockett (2005)

Training

Jecqub Lardionios (2009), Petet Schumaker

Rules & regulations

(2004)
Gomez-Mejia(2008)

Performance appraisal & feedback

Mark Zwick (2004), Gruman & Skas(2011),

Katzell & Guzzo(2003)

Explanation

training: the level of guidence and skill polishing that is done inorder to enhance the capabilities of employees.

communication: the ease and convenience by which employees can interact with each other and the
convenience to flow the information from lower level to upper and vice versa
Motivation: the factors which encourages the employees to work more and hard.
Job description: the level where an employee becomes satisfied with its job and the work related to their job
when he is specified towards a job.
promotion: the approval of a better level of the job within the working conditions of the firm.
pay: the level of salary a person receives for his resuming the job
Performance appraisal: the method of encouraging eemployees for their better work .
Rules and regulations: the organizations rules and procedures and policies affecting employees
Organization culture: the atmosphere within an organization to work, sit, communicate. Its basically the
whole internal environment.
Organization Politics: the group making or biasness within an organization to support some employees more.
The grape vine within in an organization

3.5 Information Gathering and Sampling Procedure

There are many various types of sampling procedures, however the two broad categories
of sampling mainly representative and non-representative. The sampling procedure
chosen for this paper falls under known as convenience sampling. Since the allotted

population is very huge and cannot be represented, the sample chosen is at the
researchers own convenience. This does not mean that the sample is random, since it
has been chosen deliberately to make the sampling procedure easy. Convenience
sampling has many advantages; it not only is easier this way, but also makes it a fast
and less expensive method of obtaining data.

3.5.1 Survey Design

A questionnaire has been developed to test the variables accumulated after literature
reviews. The questionnaire contains a total of sixteen questions that measure a variables
impact via the likert scale. The questionnaire also include three demographics questions.
This questionnaire will be distributed amongst the employees of Super Asia, and the
management of the Super Asia specially HR department management. This makes this
particular survey design, a field survey.

3.5.2 Population, Working population and Planned sample

The entire population of Gujranwala, according to census comes out to be an estimate of
5,517,220 people. Which is too large to cover for this type of research The working
population of Lahore has been taken into account after choosing Super Asia Pvt. Ltd.
which has around about 1250 people as labor and employees population. Out of these
1250 people a sample size of a 100 people have been chosen from Super Asia to which
questionnaire will be distributed. This sample size includes both the employees/workers
and management as well. Employees also include the permanent and the temporary
workers/employees and permanent members of management.

3.5.3 Sample size consideration

As mentioned above the sample size of a 100 people has been chosen from a total of
1250, in order to ensure reliability of the results gathered. Since the entire population of
Super Asia could not be taken into consideration ,due to time and monetary constraints.
So a sample size of 100 out of 1250 people has been chosen in order to gain a
representative sample. This

is the best suited sample size in order to get required

results.

3.5.4 Choice of sampling technique

The choice of sampling technique is convenience sampling due to the fact that the
sample size of a 100 has been chosen by the researcher, to his convenience. Due to
certain constraints like money, time etc. so convenience sampling seemed to be the
most appropriate choice of sampling technique by the researcher.

3.5.5 Field work and Respondent profile

Talking about the respondents profile, the age bracket for this particular study is from 22
years old to 60 years old. There are no females in the chosen company, due to its nature
primarily. The minimum level of education required is matriculation to Masters while the
posts questioned for this particular study include, Assistant Managers HR, sales, material
and production representatives, managers and departmental heads/supervisors and
workers who are permanent and temporary.

3.6 Data analysis tools and techniques

Model

3.6.1 Multiple linear regressions

For multiple linear regressions t-tests will be run. Data will be accumulated through covariances, histograms, anova tables, cross tabs, line and bar graphs, scatter plots and
correlations will be established by the use of softwares like Minitab and Stats graphics.

CHAPTER 4: Empirical results and analysis

4.1 Qualitative Research (Interviews)
For the purpose of gathering qualitative data and to ensure that the findings and the results are appropriate
interviews were conducted. The face to face interviews would be an extremely important tool for validating the
results and to ensure that the findings were applicable. Total three people were selected and they were
interviewed keeping in concern all the variables that were relevant to the research. Through these interviews I
would be able to find the factors that are affecting the nature of their jobs and their satisfaction level and the
evaluating the employee perfomance
the first interview was conducted from Syed Athar ALI jafri. He is country manager at Super Asia.
I discussed with him that my dependent variable is employee performance. My independent
variables are employee empowernment, job description, rules and regulations, motivation ,
organization culture, communication So in response he told me that the most important factor
according to him was training of employees.he added that the Suoer Asia allocates special
budgets for employee training. The training is majorly focused on old employees so that can
effectively and efficiently tackle the evolving technology. The employees are sent abroad also for
vocational training. He discussed that organization lays immense importance on training as they

believe its the most important factor influencing employees performance. Moreover he told me
that the second most important variable in his view is organization culture . he said that culture
of organization has a major impact towards employee performance. In Super Asia the culture
among employees is semi formal. The employees interact with sub ordinates and senior officers
with ease nd comfort yet maintaining the decorum.
My second interview was conducted from Rana naeem Maqsood. He is the HR manager at super
Asia. According to him the most important variable is motivation. The motivation is the factor
that affects the employee performance the most. He said that employees should be properly
motivated and willing to perform their task .in oder to motivate the employees Super Asia has a
significant package of salary and proper promotion packages. He also added that salary and
promotion are very important factors influencing employee motivation so organization gives
importance to both.
The third interview by me was conducted from Dil Fraz Ahmad. He is marketing manager at
Super Asia. I discussed all my variables with him. He told me that according to him the most
important variable is employee empowerment . he said that by delegating power to employees
to some extent gives a positive feeling and creates a sence of responibilty. Moreover he was
laying emphasis on the variable rules and regulations. He added that strict rules create a bad
impact and employees whereas easy and flexible rules and regulations makes employees
comfortable nd their performance increases

4.2 quantitative research

All the data that was extracted from questionnaires filled by the employees of organization
depending on variables was used in softwares such as minitab and statgraphics and the

regression was run. The results of regression were obtained nd the show that first of all the first
indeoendent variable of employee training has p-value(0.000)(appendix A). This p-value 0f 0.000
is less than 99% of (p <0.05). this value denotes that this variable is extremely is extremely
significant. This signifies that employee training is extremely related to the employee
performance in the firm. In other words the results tell that employee training is the most
important factor affecting the employee performance. The more the employee training, the more
efficient becomes the employee performance. They have a direct and equal propotion to each
others occurance.
The second significant variable is organization culture as it has a p-value of (0.006) this also
shows that p<0.05. this value emphasizes that organization culture is highly significant.
Organization culture is highly affective towards employee performance. In other words that
organization culture is an important factor and has high importance in affecting employee
performance. The better the culture of organization , the more the employee feels comfortable
with organizations decorum the better his perfomance be. Organization culture is directly
proptional to employee performance.
The third significant variable is politics within the organization as it has the p-value of (0.006) this
shows that it is less than . This p-value suggests that politics is highly signifivant. It means that
politics is the factor which has very high influence over employee performance. This is inversely
propotional to employee performance. This signifies that the more the politics within the
organization , the less performance he employee will give. As politics adversely affects
employees and increase their mental pressure.
The regression results show that the variables; employee empowerment, salary, promotion,
companys rules and regulations, performance appraisal , communication, and job description

are insignificant. These variables are insignificant as their p values are greater than 99% of i.e
(0.05).

4.3 Limitations of Study

There were numerous limitations and problems committed towards this thesis and they were typically
subsidized by time restraints. Limited time had delayed the data collection period.
Furthermore there were also budget constraints as data collection could have been better if the costs of larger
sample were minimal. There were also issues regarding the accessibility to different departments around the
organization for accumulating the data. Some of the responses were biased due to pressure and some responses
were not serious. Due to the recent bank loyalty bonuses the opinion of the old employees differed from the new
ones.
Some major barriers and how to overcome them would be;

The emphasis of this paper was on the employees in Pakistan only. The employees were limited to the
Middle and Upper Management who were surveyed by the help of a questionnaire.

As the research was based in gujranwala, the results cannot be used to predict behavior in other regions.

The study cannot be generalized to all the home appliance producers in Pakistan as the sample size taken for
this study was small and included only one organization.

The scope of the research was limited to one time period only. To enhance results of future studies, a
longitudinal research is recommended.

Chapter 5: Conclusion
for the accurate analysis of the research, the regression results will be compared to the literature
reviewed. So in order to see how results have varied over the years, since the past research was
carried out.
The first variable carried that will be discussed is employee training and its probability 0.000
shows that variable is extremely significant. As seen in the previous literature,Jacques lardinos
he

also

states

that

employee

training

has

positive

relationship

with

employee

performance.over the years the result has almost the same. The more the employee training is
given to workers, they will have better knwolege and understanding of changing trends and
evolving technologyso they will have improved efficiency, confidence so they will have greater
performance towards their specified job.
The next variable under discussion is organization culture. The results show that its probability is
0.006. this shows that the variable is highly significant as it greatly affects employee
performance. Earlier in the research by Micheal Veum in 2004. He conducted his research in USA
and came upto the result that employees do not tend to change their jobs when they are
satisfied with the culture, the environment provided and the overall setup of the organization,
the results also show that it is positively correlated with employee performance hence its proved
that organization culture has an high impact over performance of employees as employees feel
better and mentally relaxed so they tend to perform better.

The third variable under discussion is the employee politics within the organization. The results
show that its p value is less 0.006that is less than 0.05 so it is highly significant. It means that
politics have great effect on the independent variable that is employee performance. As the
previous research done by Gomez meija (2008) to figure out the effect of politics on employee
performance. The results are same over this time period. Both of the results of research show
that politics is inversely propotional to employee performance. The more the politics within the
employees, the lesser the efficeincey and performance of employees
The next variable is salary. The p value is greater than alpha so the salaray variable is
insignificant. But the earlier research by Han Joseph (20120 signifies that there is a positive
relation between salary and performance. The more the salary, the beter the performance
After that variable that comes is rules and regulations. This variable is insignificant as the result
show that its probability is greater than alpha. According to Fong WU(2002) and this research
that there is a positive relationship between rules and regulations . so more flexible the policies
of an organization , the better becomes the performance of employees.
the next variable under consideration is employee empowernmnt. The results denote that its p
value is greater than 0.05 so it is in significant. That there is no major imoact of employee
empowermnent in super asia. The earlier study by Grumet ET ALL also signify that there is
positive relationship between employee empowernment and employee performance. the more
the power delegated to employees the better they would perform.
After that variable that we look upon is communication. The regression results insignificant but
previous and recent research signify that they are positively coorelted with each other .

Future Research and recommendations

Future research in this subject can be done considering further variables like job mobility and interpersonal
relation's etc. that were not encompassed in this paper.

The implication of employee perfomance is growing, but it is possible that with fluctuating times the factors
upsetting job satisfaction change as well.

For the tenacity of this reading, Super Asia was studied. In future, researchers can contemplate a hefty
number of employees and a diversity of other such organizations to make their results more consistent and
sturdier.

Future studies can include other research techniques following the questionnaire, e.g. in depth interviews
with employees to gauge the problems better, pilot testing of the questionnaire, focus groups etc.

Secondary research of international banks and different types of companys can be considered that can
enhance the diversity of opinion.

Consumer responses can also be included with the specific responses of customers of different corporations.

References
Alan Barrett and Philip J. OConnell (2001) Does Training Generally Work? The Returns to In-Company
Training Industrial and Labor Relations Review, Vol. 54, No. 3, pp. 647-662

Alice M. Schumaker (2004) Predicting Perceived Effectiveness of Training in Local Government: A Study of a
Municipal Clerks Training Program Public Performance & Management Review, Vol. 27, No. 3, pp. 51-59

Bryan J. Pesta, Darrin S. Kass and Kenneth J. Dunegan (2005) Image Theory and the Appraisal of Employee
Performance: To Screen or Not to Screen?Journal of Business and Psychology, Vol. 19, No. 3, pp. 341-360

Holger Grg, Eric Strobl and Frank Walsh (2007)Why Do Foreign-Owned Firms Pay More? The Role of Onthe-Job Training Review of World Economics / Weltwirtschaftliches Archiv, Vol. 143, No. 3, pp. 464-482

Bailey, T., Berg, P., & Sandy, C. (2001). The Effect of High Performance Work Practices on
Employee Earnings in the Steel, Apparel, and Medical Electronics and Imaging Industries.
Industrial Labor Relations Review, 54(2A), 525-543.

Simon S. K. Lam, Xiao-Ping Chen and John Schaubroeck( 2002) Participative Decision Making and
Employee Performance in Different Cultures: The Moderating Effects of All centrism/Idiocentrism and
Efficacy The Academy of Management Journal , Vol. 45, No. 5, pp. 905-914

Paul E. Spector, (2002), Employee Control and Occupational Stress.

Current Directions in Psychological Science, Vol. 11, pp. 133-139.

Chen-Fong Wu (2002)The Relationship of Ethical Decision-Making to Business Ethics and Performance in

Taiwan Journal of Business Ethics, Vol. 35, No. 3, pp. 163-176

Drake B. Meckler.; Stephens D (2002)Transitional Ethics: Responsibilities of Supervisors for Supporting

Employee Development Source: Journal of Business Ethics, Volume 38, Numbers 1-2, pp. 141-155(15)

Yujie Zhan, (2010), THE MODERATING ROLES OF ON-LINE AND

OFF-LINE EMOTION REGULATION STRATEGIES, Journal of Applied
Psychology, Vol. 95, pp. 516-533.

William R. Bowman and Stephen L. Mehay (2002) College Quality and Employee Job Performance: Evidence
from Naval OfficersIndustrial and Labor Relations Review, Vol. 55, No. 4, pp. 700-714

Joseph G. Fisher, Lauren A. Mains, Sean A. Puffer and Geoffrey B. Sprinkle (2005)An Experimental
Investigation of Employer Discretion in Employee Performance Evaluation and Compensation The Accounting
Review, Vol. 80, No. 2, pp. 563-583

Farooq A. Shah (2003)Role Stress in the Indian Industry: A Study of Banking Organizations
Indian Journal of Industrial Relations, Vol. 38, No. 3, pp. 281-296

Paul E. Spector (2002) Employee Control and Occupational Stress Current Directions in
Psychological Science, Vol. 11, No. 4, pp. 133-136
http://www.citehr.com/232491-statistical-tool-measure-employeeengagement.html#post1043134
http://www.citehr.com/268819-decision-making-practices-questionnaire.html#post1205888
http://www.citehr.com/232491-statistical-tool-measure-employeeengagement.html#post1043134

Appendix : A
Questionnaire
1. Gender
A) Male
B) Female
2.Age Group
A)
B)
C)
D)
E)

20 or less
21-30
31-40
41-50
51 or above

3.Income

A)10000-20000
B)20000-30000
C)30000-40000
D)40000-50000
E)50000 or above

4.Experience
A) less than 1 year
B) 2-4 years
C)5-7 years
D)8-10 years
E)above 10 years

5.Are you satisfied with employee training in Super Asia?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

Agree

Strongly Agree

6.Is there employee empowerment in the company?

Yes________.

No__________

7.Are you satisfied with the employee empowerment?

Strongly disagree

Disagree

Neutral

8.pay package is satisfactory?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

Agree

Strongly Agree

9. promotion policy of employees is an attractive one?

Strongly
disagree

Disagree

Neutral

Do you think organization is good in the company?

a) Yes
b) No.
10.Do you think organization culture effects employee perfomance?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

11.Are you satisfied with company rules and regulations?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

12.Do you think performance appraisal and feedback has an effect on employee perfomance

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

13.Is there employee politics within the organization?

Yes___________

NO___________

14.Do organization politics effects employees performance?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

15.organization communication way has a significant impact on employees?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

16.Do you think job description affects the employee performance?

Strongly disagree

Disagree

Neutral

Agree

Strongly Agree

Appendix : B

Descriptive data

Correlation

Appendix : C
Graphs and Plots

Appendix : d
Graphs and Plots

Appendix : E
Graphs and Plots

Appendix : F
Graphs and Plots

Appendix : G
Graphs and Plots

Appendix : H
Graphs and Plots

Appendix : i
Coding sheet