1.

1 INTRODUCTION TO EMPLOYEE PERFORMANCE

Nowadays, The importance of employee performance for the success of organizations

cannot be overstated. Employees are the human capital of organizations and their
performance is a key indicator for organization to achieve its goals. Employee
performance is one of the most important constructs in both organizational psychology
and human resource management (Campbell, McHenry, & Wise, 1990). It is a function
that an individual can successfully perform within framework of normal constraints and
available resources (Jamal, 2007). Companies today are forced to compete and to act
professionally in those harsh times; therefore, it is very important to have capable
employees who can account on them to create competitive advantage. The importance of
having effective and hardworking employees in the company is vital for its survival.
Employee performance is one of the most important dependent variables and has been
studied for decades (Wall et al., 2004). Researchers such as Borman and Motowidlo (1997)
mentioned that there are two types of employee behavior that are needed for organizational
effectiveness first one is task performance that refers to behavior that is needed in
producing services and goods or activities that provide support to the firms core technical
processes and second one is contextual performance that refer to individual efforts that are
not directly related to their main task functions. Thus, these behaviors have a critical
importance because they shape the organizational, social, and psychological contexts
serving as the critical catalyst for task activities and processes.

Reviewing the literature, it was found that there are many human resource management
factors that can influence the firm performance includes performance of employees. Factors
such as organizational culture, job satisfaction, training and development, and stress, have
been studied and researchers have demonstrated evidence on the relationship between these
factors and employee performance. Western studies have focused on employee performance
to increase their country competitiveness and economic growth. It can be concluded that in a
developing country like Libya, with rich natural resource and sufficient financial support
can achieve economic success and increase its competitiveness by adopting the right
tools to increase the employee performance. The purpose of this study is to identify the
perception statuses of firm performance includes employee performance and the human
resource management factors that are expected to influence the performance of employees
in Libya. It aims also to find the relationship between human resource management factors
and firm performance includes employee performance and other factors such as
organizational culture, job satisfaction, training and development, and stress.

Extensive research provides greater understanding behind the significant variation in job
performance among employees. Factors such as gender (Beck, Behr, & Güttler, 2009), age
(Ng & Feldman, 2008), salary (Ittner, Larcker, & Pizzini, 2007), stress (Hourani, Williams,
& Kress, 2006), motivation and job satisfaction (Wang, 2011) training and development
(Sultana, 2013), and organizational culture (Alvesson, 2012) have been studied to determine
the relationship of these variables to job performance. Libya is one of the richest countries
in Middle East and it is the world largest producer of oil with a daily average of 10.5 barrel
per day (FT.com, 2013). The current trend of the government is to reduce the dependency
on oil. Therefore, the government is promoting other sectors such as industrial and
services sectors. Libya is a home of six million foreign employees. The government is
trying to increase the competitiveness of the local employees to reduce the dependency
on foreign employees. Therefore, Employees performance, precisely Libya employee
performance is among the major agenda of the government. Despite that there are a lot of
researches in the area of employee performance, the Libya employee performance must be
studied (Almutairi, Moradi, Idrus, Emami, & Alanazi, 2013).

Organizational Culture: There are many terms used by different researchers to denote
organizational culture. Similarly, there are many definitions of organizational culture.
Organizational culture has been characterized by many authors as something to do with
people and the unique quality and style of the organization (Kilman et al; 1985 as cited by S.
K. J. Lee and Yu (2004), and the way things are done in the organizations (Deal & Kennedy,
1982 as cited by Abu-Jarad, Yusof, and Nikbin (2010). Sometimes, organization culture
is also known as ―corporate culture‖. ―Corporate Culture‖ is used to denote the more
―commercialized‖ meaning of organizational culture. Organizational culture is generally
seen as a set of key values, assumptions, understandings, and norms that is shared by
members of an organization and taught to new members as correct (Alvesson, 2012). It is
argued that organizational culture may be the critical key that managers can use to direct the
course of their firms (Alvesson, 2012). Organizational culture has been defined as the
―normative glue‖ that holds an organization together (Tichy, 1982). Forehand and von
Gilmer (1964) suggest that culture is the set of characteristics that describe an organization
and distinguish it from others. Schein (1990), in a more comprehensive fashion, defines
culture as ―values and behaviors that are believed to lead to success and are thus taught to
new members‖. Numerous authors in the organizational management field have tried to
determine how an organizational culture can be identified in order to serve as an element of
observation (Abu-Jarad et al., 2010). An organizational culture is understood as a
characteristic of the day-to-day environment as seen and felt by those who work there
(Choueke & Armstrong, 2000).The study on organizational culture can take on a
multitude of aspects, including levels (visible, expressed values, and underlying
assumptions), strength (strong or weak), and adaptiveness (adaptive or unadaptive).
Organizational cultures can be assessed along many dimensions, resulting in conceptually
different, but fundamentally similar, models and theories. For example, culture can be
categorized as adaptability, achievement, clan, bureaucratic, adhocracy, hierarchy, market,
communal, fragmented, networked, or mercenary (Daft, 2005; Cameron & Freeman, 1993;
Goffee & Jones, 1998 as cited in Yiing and Ahmad (2009). According to Wallach (1983)
an organization’s culture can be a combination of three categories bureaucratic, innovative,
or supportive. A bureaucratic culture is hierarchical, compartmentalized, organized,
systematic, and has clear lines of responsibility and authority. An innovative culture refers
to a creative, results-oriented, challenging work environment. A supportive culture
exhibits teamwork and a people-oriented, encouraging, trusting work environment.
Organizational culture could be build up by two essentials factors of social group; structural
stability of a group and integration of single item in superior standard (Schein, 2006). Culture
may define as system of common values, which can be estimated that people describe the
similar organization culture even with different background at different levels within the
organization (Robbins, 2005). Stewart (2010) stated that organization’s norms and values have
a strong affect on all of those who are attached with the organization. It is considered by
him that norms are invisible but if the organizations want to improve the performance of the
employees and profitability, norms are places first to look (Stewart, 2010 as cited by (Abu-
Jarad et al., 2010).

Job Satisfaction: There are a number of definitions of job satisfaction found in the
literature. Among the most cited definition of job satisfaction is the definition of Locke
(1976) who defined it as ―a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experiences‖. The appraisal involves various elements related
to the job such as salary, working conditions, colleagues and boss, career prospects and, of
course, the intrinsic aspects of the job itself (Berghe & Hyung, 2011). Traditionally, job
satisfaction has been defined ―as the feelings a worker has about his or her job or job
experiences in relation to previous experiences, current expectations, or available
alternatives‖(Balzer et al., 2000). Hulin and Judge (2003) have defined job satisfaction as
―multidimensional psychological responses to one’s job‖. As such, job satisfaction can
be considered as both an affective and cognitive state. Hulin and Judge (2003) suggested that
job satisfaction is an attitude and that attitudes are either emotions or judgments. In other
words, affect is considered an emotion or feeling, whereas judgment comes from the
cognitive realm. Saari and Judge (2004) utilized attitudes and satisfaction synonymously,
reflecting one belief that job satisfaction could be an affective response. Consequently,
job satisfaction can be seen as containing three components: an affective component, a
cognitive component, and a behavioral component. While the affective component refers
to a feeling about a job, the cognitive component represents a belief concerning a job.
Often these two aspects are related. The behavioral component is an indicator for
behavioral intentions towards a job such as getting to work in time and working hard (Saari
& Judge, 2004). External environment affects on human sensations in work place. Thus, as
job is a large part of life, job satisfaction can have its influence on total satisfaction of human
(Berghe & Hyung, 2011).

Therefore, it can be concluded that there is a mutual effect between job satisfaction and life so
managers should not only monitor the job situations but also check their employee life
conditions (Poyrazli, Yesilyaprak, & Milliogullari, 2012). When employees are hired, they
will have a set of needs, wishes, and previous experiences, which make totally the job
expectations. Organization’s reaction and response to these needs will produce negative
or positive attitude among personnel toward their job. Job satisfaction shows the relation
between human expectations and advantages taken from job (Dizgah, Chegini, & Bisokhan,
2012).

Training and Development: In the field of human resource management, training and
development is the field concerned with organizational activity aimed at bettering the
performance of individuals and groups in organizational settings. It has been known by
several names, including employee development, human resource development, and
learning and development (Harrison, 2005). Training has traditionally been defined as the
process by which individuals change their skills, knowledge, attitudes, and/or behavior (De
Cenzo & Robbins, 1998). In this context, training involves designing and supporting learning
activities that result in a desired level of performance. In contrast, development typically
refers to long-term growth and learning, directing attention more on what an individual may
need to know or do at some future time. While training focuses more on current job duties or
responsibilities, development points to future job responsibilities. However, sometimes these
terms have been used interchangeably or have been denoted by the single term
performance consulting, which emphasizes either the product of training and development
or how individuals perform as a result of what they have learned (Robinson, 1995).
Training is an educational process. People can learn new information, re-learn and reinforce
existing knowledge and skills, and most importantly have time to think and consider what
new options can help them improve their effectiveness and performance at work. Effective
trainings convey relevant and useful information that inform employees and develop skills
and behaviors that can be transferred back to the workplace. (Montana & Charnov, 2000).
The goal of training is to create an impact that lasts beyond the end time of the training
itself. The focus is on creating specific action steps and commitments that focus
people’s attention on incorporating their new skills and ideas back at work. Training can
be offered as skill development for individuals and groups. In general, trainings involve
presentation and learning of content as a means for enhancing skill development and
improving workplace behaviors (Karlan & Valdivia, 2011).

These two processes, training and development are often closely connected. Training can
be used as a proactive means for developing skills and expertise to prevent problems from
arising and can be an effective tool in addressing any skills or performance gaps among
staff. Development can be used to create solutions to workplace issues, before they
become a concern or after they become identifiable problem (Aguinis & Kraiger, 2009).
Development is a process that ―strives to build the capacity to achieve and sustain a new
desired state that benefits the organization or community and the world around them‖
(Garavan, Costine, and Heraty 1995 as cited in AbuKhalifeh, Som, and AlBattat (2013).
Development perspective examines the current environment, the present state, and helps
 people on a team, in a department and as part of an institution identify effective
strategies for improving performance. In some situations, there may not be anything wrong
at the present time; the group or manager may simply be seeking ways to continue to
develop and enhance existing relationships and job performance. In other situations,
there may be an identifiable issue or problem that needs to be addressed; the
Development process aims to find ideas and solutions that can effectively return the group
to a state of high performance. Development implies creating and sustaining change
(Beer, 2011). Training and development describes the formal, ongoing efforts that are
made within organizations to improve the performance and self-fulfillment of their
employees through a variety of educational methods and programmes. In the modern
workplace, these efforts have taken on a broad range of applications—from instruction in
highly specific job skills to long-term professional development. In recent years, training
and development has emerged as a formal business function, an integral element of
strategy, and a recognized profession with distinct theories and methodologies (Beer, 2011).

For the most part, the terms training" and "development are used together to describe the
overall improvement and education of an organization's employees. However, while closely
related, there are important differences between the terms that center on the scope of the
application. In general, training programmes have very specific and quantifiable goals, like
operating a particular piece of machinery, understanding a specific process, or performing
certain procedures with great precision. Developmental programmes, on the other hand,
concentrate on broader skills that are applicable to a wider variety of situations, such as
decision-making, leadership skills, and goal setting. (Aguinis & Kraiger, 2009).

Stress: Stress at work is a major problem for both individuals within an organization and
for the organization itself (Leong, Furnham, & Cooper, 1996). Since the pioneering
research of Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964) on organization role theory,
many studies have inquired into the relationship between work role stressors and a variety
of consequences. Work role stressors such as role conflict and role ambiguity are job-
related source of organizational stress (Chang, 2008). The stress is seen as an undesirable
phenomenon which is brought about by inadequate coping with environmental sources of
stressors associated with a particular job (e.g. work overload, role conflict/ambiguity, poor
working conditions), and which results in negative mental and physical ill health
consequences (Murphy, Cooper, & Payne, 1988). Stress at work is a well-known factor
for low motivation and morale, decrease in performance, high turnover and sick leave,
accidents, low job satisfaction, low quality products and services, poor internal
communication and conflicts (Schabracq & Cooper, 2000). Chusmir and Franks (1988)
argued that all the above problems are related, directly or indirectly, to stress and they
have an effect on overall organizational efficiency and effectiveness. Montgomery,
Blodgett, and Barnes (1996) see severe job stress as dysfunctional and decreasing
commitment and productivity; while Williams et al. (2001) found out that short-term
outcomes of job stress have both physiological and behavioral effects leading to poor job
performance. In a study conducted by Siron and Tasripan (2012) the researchers suggested
that in order to increase the performance of employees and managers, the Libyan industrial
companies have to handle the issues of workplace stress effectively.

Employee Job Performance: Performance refers to the degree of achievement of the

mission at work place that builds up an employee job (Cascio, 2006). Different researchers
have different thoughts about performance. Most researchers have used the term
performance to express the range of measurements of transactional efficiency and input
& output efficiency (Stannack, 1996). Job performance has been defined as the value an
organization can expect from discrete behaviors performed by an employee over time
(Motowidlo & Van Scotter, 1994). (Motowidlo & Van Scotter, (1994) suggested several
assumptions about job performance that lead to this definition including the idea that job
performance is behavioral, episodic, evaluative, and multidimensional. There must be,
however, a clarification of the difference between behavior and performance; behavior is
what people do and performance is the anticipated organizational value of what people do.
Borman and Motowidlo (1997) distinguished between two types of job performance; task
performance and contextual performance. Task performance represents those things that
are typically on a job description and involve the transformation o f materials into goods
and services such as sales or operating manufacturing equipment. Contextual
performance refers to the ―behavior that contributes to organizational effectiveness
through its effects on the psychological, social, and organizational context of work.

Employee Engagement: One of the first challenges presented by the literature is the lack of
a universal definition of employee engagement. Kahn defines employee engagement as “the
harnessing of organization members’ selves to their work roles; in engagement, people
employ and express themselves physically, cognitively, and emotionally during role
performances”. The cognitive aspect of employee engagement concerns employees’ beliefs
about the organisation, its leaders and working conditions. The emotional aspect concerns
how employees feel about each of those three factors and whether they have positive or
negative attitudes toward the organisation and its leaders. The physical aspect of employee
engagement concerns the physical energies exerted by individuals to accomplish their roles.
Thus, according to Kahn (1990), engagement means to be psychologically as well as
physically present when occupying and performing an organisational role.

Most often employee engagement has been defined as emotional and intellectual
commitment to the organisation or the amount of discretionary effort exhibited by
employees in their job. Although it is acknowledged and accepted that employee
engagement is a multi-faceted construct, as previously suggested by Kahn, Employee
engagement simply as ‘passion for work’, a psychological state which is seen to encompass
the three dimensions of engagement discussed by Kahn, and captures the common theme
running through all these definitions. The existence of different definitions makes the state
of knowledge of employee engagement difficult to determine as each study examines
employee engagement under a different protocol. In addition, unless employee engagement
can be universally defined and measured, it cannot be managed, nor can it be known if
efforts to improve it are working. This highlights the problems of comparability caused by
differences in definition.

Furthermore, whilst it is acknowledged that employee engagement has been defined in

many different ways, it is also argued the definitions often sound similar to other better
known and established constructs such as ‘organisational commitment’ and ‘organisational
citizenship behaviour’ (OCB). Engagement as ‘one step up from commitment’. As a result,
employee engagement has the appearance of being yet another trend, or what some might
call “old wine in a new bottle”.

1.2 INTRODUCTION TO TECH KITES SYSTEM PRIVATE LIMITED

History
“The KITES”– is Govt. approved and ISO Certified Company operating through its well
defined systems and procedures. It is an ISO 9001:2008 certified company, registered
Companies Act under the name “Tech K.I.T.E.S. Pvt. Ltd” and is based in Jalandhar.
‘The KITES’- stands for ‘KNOWLEDGE INFORMATION TECHNOLOGY &
EDUCATIONAL SYSYTEMS’
‘The KITES’ is a young Company, and it started its journey towards excellence in 2013.
Quality Management at ‘The KITES’ is a timeless concept wherein changes in customer
expectations are a continuous driving force to go beyond the expectations of its clients.

‘The KITES’ is a group of hard core professionals having expertise in IT Training, IT

development, and in providing Soft Skills.
‘The KITES’ came into existence in 2013. The Company was started with a vision of
providing Technical Training (Industrial as well as Summer Training) to MCA, B. Tech,
BCA etc. candidates coming from different Universities and to make them employable &
finally assist them in Placements.

And today, ‘The KITES’ is a name that has made its presence felt in such a short span of
time, with values like integrity, commitment and dedication.

Though, the Company came into existence in 2013, but the stake holders were already having
a wide range of hands on experience ranging from 7 years to 15 years, which has played a
vital role in laying the foundation of the Company.
Mission & Vision Statement of ‘The KITES’
To be the leader in providing quality education, unlock hidden potential of the students,
imparting employability focused skill-set with exposure to live projects (by) following
process centered approach that develops and delivers innovative solution to the clients in a
real industry environment.
Values:
• We believe in Leading by Quality.
• We have Respect & Care for our pupils.
• We deliver our best.

Verticals of “The KITES”-

IT Training-
This venture has been working on the nourishment of students of various Institutions. We
have an intellectual pool of Industry Experts and Certified Professional Trainers for providing
quality training to the students. Understanding the current and upcoming needs of the IT
Industry and preparing the students accordingly is our mission and vision. We provide them
hands on experience on Live Projects (Major & Minor) under the guidance of our
Experienced Developers, and they are awarded with certificates on completion of the
training.
'The Kites' offers a full spectrum of vendor authorized technical, business skills, project
management and application courses designed to suit every skill level, as well as ability to
consult directly with organizations to tailor made learning plans for any number of
employees. The curriculum of the project and the Industrial training is based on latest
technology. The students getting training here can gather inputs of their projects and can
complete them in high tech labs. 'The Kites' is having cutting edge labs with all modern
amenities and the infrastructure and above all, an environment to increase the technical skills
of students and to provide an industrial approach for their better future prospects.
'The Kites' has evolved in this era of Information Technology with the guidance from existing
leaders in the market. It is operating through its well defined systems and procedures. It has
seen tremendous growth since its establishment and still has an immense potential to keep
growing, despite the challenging market conditions. With increased competition, and
dynamic economic scenario, 'The Kites' is trying its level best to reduce the skill set gap
between the available population and the desired population.
The company has ever growing customer base covering different sectors of education
industry and it has a diversified product range starting with:
• Technical Training
• Management Training
• Training to BPL candidates and dropout candidates under the flagship of PMKVY
• Training in Banking Sector followed by placement assistance in Banks
• Soft Skills Training to Shape the Youth of the Country
• Corporate Training

At present, 'The Kites' is offering placement services to around 20 National and Multi-
National Companies including Banks, IT Companies & BPOs with aggressive marketing and
efficient operations. Such vast exposure has given us the opportunity to build good rapport
with companies to understand their needs of what they look for while selecting a candidate,
and impart the required skill set in the training.
Apart from providing Technical Training we also provide Corporate Training, Sales Training,
Soft Skills and Behavioral Training. The stronger emphasis is on human resource
development to achieve highest standards of quality and productivity. Indeed, we give Career
freedom to the people and also help them to achieve it.
The Company is well equipped with required facilities covering every aspect of candidate’s
needs.
Our team is ever zealous to put their expertise to work, to optimize and deliver accurate
product solutions to our clients.
Our versatility reliability has been proven in the market. Consistently stepping up to the
challenges of the market, we have come a long way in such a short span of time.
IT Development
'The Kites' is not only providing Industry Based Solutions to the IT Industry but also provides
Software Development Services to its already existing Client Base.
'The Kites' majorly deals in Software Development, Web-Apps Development and Mobile-
Apps Development. 'The Kites' is not only providing Industry Based Solutions to the IT
Industry but also providing Software Development Services. Our professional team is
working on different live projects on the basis of client requirements. We are having a vast IT
Development Network that spans all over India & have been developing IT Products –
Software, Websites and Mobile Apps (Android) on a large scale.

Some of the Projects are :

http://www.nahush.com/ http://www.brainvibes.co.in/ http://anuragsimmi.com/
http://cambridgeoverseasschools.com/ http://dmasterjee.com/
http://www.arpitaboutique.com/ http://www.pawanagastyamakeup.com/

Soft Skills
It is another vertical of 'The Kites'. This vertical provides services related to Personality
Development. The surveys clearly show that there is a huge gap in the life of a student and
that of a working professional. This vertical is introduced with the vision to reduce the gap
from College to Corporate (C2C).
Considering the IT world, the Book bag has transformed into a brief case and casual attire
into business attire. It's high time to start thinking like a professional.
Grooming builds confidence in youngsters to face their first interview, interact with boss,
colleagues and even clients, deliver efficient presentations and develop habits that would
make him/her proactive.
We provide PD classes which include:
Preparation of Interview Skills
Resume Writing
Communication Skills
Etiquettes-
Email
Telephone and
General etiquettes
Effective Communication Skills to reduce the gap between College and Corporate.
Soft Skills
Under Soft Skills,
Placements
This vertical deals with the dreams of the candidates – The dream to get a job after
completion of their education. But reality of life is that we have not prepared ourselves as per
the needs of the industry to accomplish our dreams.
So, to fulfill this dream of the candidates Placement Cell came into existence. It provides
recruitments to the students of Technical and Non-Technical streams. We have a dedicated
placement cell that works hand in hand with our training division and the industry to make
sure that all our deserving candidates get good placement opportunities.

This Vertical works closely with different recruiting Companies and the feedback provided
by them in terms of what the recruiters are looking for in a candidate as their selection
process and finally inculcating those required Skills to the candidates through its Soft Skills
Training Vertical

We have a yearly target of filling around 1000 vacancies. And very soon we will be in a
position to provide 100% job Guarantee to the students who are getting training from us. We
are working on two different models along with the companies to absorb the candidates to
fulfill this aim. These models are:
1. Train and Hire
2. Hire and Train
The Placement Division touches base with our clients on regular intervals to maintain
excellent rapport so as to make it easy for our candidates to make use of the arising job
openings.
 We are having corporate tie-ups with various IT and Non-IT companies, national and
multinational companies with a view to place our candidates e.g. TCS, TCS Ignite, Wipro,
Wipro Imperia, Trident for Diploma/ITI/B.Tech students. Maruti for Diploma/B.Tech (ME
students). HDFC Bank, IDBI Bank, L & T Finance, VIVO for degree students.

We are the real service provider so far the placement assistance is concerned. We even
apprise the students the pre- requisites of the companies and their present scenario for
absorption in A grade Companies.
Our Placements
• 50+ students placed in National & Multi-National Companies
• 20+ students placed in HCL
• 15+ students placed in GENPACT
• Placement provided to more than 100 candidates (PMKVY) in local Companies.
Digital Media or Promotions or Internet Marketing
The fifth vertical of 'The Kites' is introduced in the competitive Business Market for the
promotions of brands via Online and Offline mode. We are providing online promotional
services through Media Marketing, SEO, SEM, and SMP.

Why “The KITES”:

Our Aim is to produce better professionals for tomorrow and at the same time help them
getting placed as per their caliber. We not only provide Industrial Training to students but
also provide required soft skills and interview skills to provide an extra edge in shaping their
career.
Certifications:
On completion of Training, students will be provided with Training Completion Certificates.
Live Project:
The students will be getting hands on experience on Live Projects under the guidance of our
experienced faculty.
Experience Certificate:
Experience Certificate will be provided to the students who work with us as Interns and are
given the chance to enhance their practical skills so as to improve their chance of
employability.
 Other Facilities:
The Kites Freedom of Career is a leading IT company located in Jalandhar, Punjab. It has
evolved in this era of Information Technology with the guidance from existing leaders in the
market. The Kites majorly deals in Software, Web-Apps and Mobile-Apps Development. We
are also leading this era for providing placements to the students of Technical and Non-
Technical streams. Our IT Training venture has been working on nourishment of students
from various Institutions.

We have Industry experts with us and the certified Professional Trainers for providing such
Training to the students. Understanding the current and upcoming needs of the IT Industry
and preparing them accordingly is our mission and vision.
Facilities Available:
• Live Development Experience
• Professional Certifications
• Java ( Oracle )
• PHP ( Zend )
• .NET(MCSE)
• Certified Professionals
• Corporate Environment
• Regular Assessments & Tests
• Daily Practical Sessions
• Industry Experienced Trainers/Developers
• Limited Batch Sizes
• Written Test and Mock Interviews every week
• Lab Assistance
• Domain and Hosting
• Free Counseling/Guidance
• Free PD Classes
• FREE Job Placements to deserving candidates
• Walking distance from Bus Stand, Jalandhar (approx. 1 Min)
 REVIEW OF LITERATURE

Hick (2012) emphasized that, Employees are the human capital of organizations and
their performance is a key indicator for organization to achieve its goals. Employee
performance is one of the most important constructs in both organizational psychology
and human resource management. It is a function that an individual can successfully
perform within framework of normal constraints and available resources. Companies
today are forced to compete and to act professionally in those harsh times; therefore, it is
very important to have capable employees who can account on them to create
competitive advantage. The importance of having effective and hardworking employees
in the company is vital for its survival. Employee performance is one of the most
important dependent variables and has been studied for decades. Researcher mentioned
that there are two types of employee behavior that are needed for organizational
effectiveness first one is task performance that refers to behavior that is needed in
producing services and goods or activities that provide support to the firms core technical
processes and second one is contextual performance that refer to individual efforts that are
not directly related to their main task functions. Thus, these behaviors have a critical
importance because they shape the organizational, social, and psychological contexts
serving as the critical catalyst for task activities and processes.

Mathieu (2012) concluded that model of individual and situational influences on individuals’
training-related motivation and training effectiveness based on valence-instrumentality-
expectancy theory was developed. A training program designed to improve proofreading
skills was tested with 106 university-employees. The findings supported the hypothesized
relationship between learning and performance. Further, a hypothesized moderated
relationship between training motivation and reactions, as related to learning, was supported.
We obtained minimal support for the hypothesized antecedents of training-related motivation.
A revised model was formulated in which reactions to training play a complex role,
moderating some relationships yet mediating others

Hunt (2013) found that there are many human resource management factors that can
influence the firm performance includes performance of employees. Factors such as
organizational culture, job satisfaction, training and development, and stress, have been
studied and researchers have demonstrated evidence on the relationship between these
factors and employee performance. Western studies have focused on employee
performance to increase their country competitiveness and economic growth. It can be
concluded that in a developing country like Libya, with rich natural resource and
sufficient financial support can achieve economic success and increase its
competitiveness by adopting the right tools to increase the employee performance. The
purpose of this study is to identify the perception statuses of firm performance includes
employee performance and the human resource management factors that are expected to
influence the performance of employees in Libya. It aims also to find the relationship
between human resource management factors and firm performance includes employee
performance and other factors such as organizational culture, job satisfaction, training and
development, and stress.

Moore (2014) emphasized that Performance refers to the degree of achievement of the
mission at work place that builds up an employee job. Different researchers have different
thoughts about performance. Most researchers have used the term performance to
express the range of measurements of transactional efficiency and input & output
efficiency. Job performance has been defined as the value an organization can expect
from discrete behaviors performed by an employee over time. Several assumptions about
job performance that lead to this definition including the idea that job performance is
behavioral, episodic, evaluative, and multidimensional. There must be, however, a
clarification of the difference between behavior and performance; behavior is what people
do and performance is the anticipated organizational value of what people do. Distinguished
between two types of job performance; task performance and contextual performance.
Task performance represents those things that are typically on a job description and
involve the transformation o f materials into goods and services such as sales or
operating manufacturing equipment. Contextual performance refers to the ―behavior
that contributes to organizational effectiveness through its effects on the psychological,
social, and organizational context of work..

Salas (2014) reviewed that the training research literature reported over the past decade. We
describe the progress in five areas of research including training theory, training needs
analysis, antecedent training conditions, training methods and strategies, and post training
conditions. Our review suggests that advancements have been made that help us understand
better the design and delivery of training in organizations, with respect to theory development
as well as the quality and quantity of empirical research. We have new tools for analyzing
requisite knowledge and skills, and for evaluating training. We know more about factors that
influence training effectiveness and transfer of training. Finally, we challenge researchers to
find better ways to translate the results of training research into practice.

Gainey (2014) emphasized that, Firms increasingly use outside vendors to provide their
training and development needs. However, the strategic importance of many training
programs often introduces unique challenges for organizations outsourcing this function. To
better understand the effects of outsourcing in this key area, we use transaction cost
economics, social exchange theory, and the resource-based view to identify factors thought to
impact client satisfaction with external training vendors. Using data obtained from 157
organizations, structural equation modeling results suggest that socially-oriented trust and
contractual specificity mediate the relationship between client satisfaction and a number of
vendor, relationship, training, and firm characteristics.

Kraiger (2015) recommended that employees spend large portion of their time in the
workplace. The practices in the workplace can affect their attitudes and ultimately their
performance. Therefore, organizations have to create happy working environment where
employees enjoy their time and like to spend as much as they can in the workplace. This
practice can increase the employee retention and loyalty to the organization and reduce
their absenteeism. One of the most important indicators of the job satisfaction of employees
is the financial benefits that they gain from the organization. Basic salary, compensations,
and rewards are all the financial benefits that the employees get from the organization.
The amount of the financial benefits is compared by the employees with the efforts that
they make to the organization and with market standard of pay and benefits in other
organizations. Therefore, pay and benefits must be equal to the efforts that the employees
make for the organization. Decision makers are advised to pay their employees based on
their performance and contribution for the organization. However, the pay and benefits
that the employees get must be at the same level of the market standard. There are
many reasons that can lead to create stressful workplace. Employee can be stressed due to
many factors such as work duties and responsibilities, week knowledge of the job, job
security, and fear of the top management. Management has to encourage employees to
express their feeling and discuss with the management about their job duties and
responsibilities. Moreover, management must listen to the employees’ suggestion regarding
their work, training, pay, and future development

Velada (2015) determined the transfer of training to the work context. The present research
examined the relationship between three types of predictors on transfer of training, including
training design, individual characteristics and work environment. Data was collected at two
points in time from 182 employees in a large grocery organization. The results indicated that
transfer design, performance self-efficacy, training retention and performance feedback were
significantly related to transfer of training. Contrary to expectation, supervisory support was
not significantly related to transfer of training.

Kraiger l (2016) reviewed of the training and development literature since the year 2000. We
review the literature focusing on the benefits of training and development for individuals and
teams, organizations, and society. We adopt a multidisciplinary, multilevel, and global
perspective to demonstrate that training and development activities in work organizations can
produce important benefits for each of these stakeholders. We also review the literature on
needs assessment and pretraining states, training design and delivery, training evaluation, and
transfer of training to identify the conditions under which the benefits of training and
development are maximized. Finally, we identify research gaps and offer directions for future
research.
Tharenou (2017) studied how training motivation in terms of the expectation of gaining
valued outcomes (i.e. motivation through expectation) and motivation to learn explains
participation in training and development. Direct, mediator, and moderated explanations were
tested. Survey data were gathered at Time 1 and a year later at Time 2, providing a
longitudinal sample of 1705 Australians. Multiple regression analyses showed that, the higher
the training motivation (both types),. Training motivation did not mediate the effects of the
work environment on participation but moderated the prediction by employer support.
Employer support predicted participation in training and development in the next 12 months
more for employees with higher than lower training motivation. Motivation to learn and
motivation through expectation, chiefly instrumentality, similarly explained participation in
training and development.
 NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 NEED OF THE STUDY

The brief study on review of literature revealed the fact that number of studies have been
carried out in the area of employee performance but in Indian context, still a wide gap exist in
the research field with particular stress on the same aspect. In order to fill the research gap the
need aroused to study the factors affecting the performance of employees at Tech Kites
System Private Limited, Jalandhar.

3.2 SCOPE OF THE STUDY

The scope of the study was to limited to the employees of Tech Kites System Private
Limited, Jalandhar.

3.3 OBJECTIVES OF THE STUDY

To study the factors that affect employee performance at the workplace.

• To study the impact of training and development factor on the performance of employee.
• To study the effect of motivation factor on employee productivity.
• To study the impact of reward and recognition on the performance of employee.

RESEARCH METHODOLOGY

4.1 RESEARCH METHODOLOGY

Research Methodology comprises of defining & redefining problems, collecting, organizing
&evaluating data, making deductions &researching to conclusions. Accordingly, the
methodology used in the project is as follows: -
Defining the objectives of the study
• Framing of questionnaire keeping objectives in mind (considering the objectives)
• Feedback from the employees
• Analysis of feedback
• Conclusion, findings and suggestions.
4.1.1 Research Design:
Research design is an arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy on procedure.
This type of study is descriptive research. The preparation of such a design facilitates in
conducting it in an efficient manner as possible.
4.2 Sample Design:
A sample design is a definite plan for obtaining a sample from a given population. It refers to
the technique or procedure the researcher would adopt in selecting items for the sample.
4.2.1 Universe: Universe of the study means the area or the limits of the study in which it is
to be conducted. In the present study it comprises of the employees of Tech Kites System
Private Limited, Jalandhar.
4.2.2 Sample Size: The sample size of 20 respondents have been selected for this research.
4.2.3 Sampling Techniques: In this study convenient sampling was used.

4.3 DATA COLLECTION AND ANALYSIS

4.3.1 Data Collection
To determine the appropriate data for research mainly two kinds of data was collected
namely primary & secondary data as explained below:

Secondary Data
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
Websites

Primary Data
Primary data are those, which were collected afresh & for the first time and thus happen to be
original in character. However, there are many methods of collecting the primary data; all
have not been used for the purpose of this project. The ones that have been used are:
Questionnaire

• Observation
4.3.2 Tools of Presentation And Analysis
The main statistical tools used for the collection and analyses of data in this project are:
Pie Charts

• Tables

4.4 LIMITATIONS OF THE STUDY

In view of the limited time available for the study, only the Training and Development
process could be studied.

• The sample size is too small to reflect the opinion of the whole organization.
• The answers given by the respondents have to be believed and have to be taken for
guarantee.
 DATA ANALYSIS AND INTERPRETATION
The data has been processed and analyzed by tabulation interpretation so that findings can be
communicated and can be easily understood. The findings are presented in the best possible
way. Tables and graphs had been used for illustration of findings of the research.
Table 5.1: Demographic Profile of Customers
Demographics No. of Respondents Percentage of Respondents
Age
25-35 years 4 20
35-45 years 8 40
45-55 years 4 20
Above 55 years 4 20
Total 20 100
Gender
Male 12 60
Female 8 40
Total 20 100
 Income (Rs.)/month
10,000-30,000 14 70
30,000-50,000 4 20
Above 50,000 2 10
Total 20 100

Q1. Since how many years you have been working in this company?

Table 5.2 Time Period in the Company

Particulars No. of Respondents % of Respondents
1-2 years 4 20%
2-3 years 4 20%
3-5 years 8 40%
More than 5 years 4 20%
Total 20 100%

Figure 5.1 Time Period in the Company

Analysis and Interpretation

From the above table and graph it is quite clear that each 20% of the respondents are working
in the company since 1-2 years, 2-3 years and more than 5 years. Remaining 40% of the
respondents are working since 3-5 years.

Q2. Rate your level of satisfaction with the physical working conditions of the
organization?
 Table 5.3: Level Of Satisfaction With The Physical Working Conditions Of The
Organization
Awareness Number of Respondents Percentage
Highly Satisfied 10 50%
Satisfied 6 30%
Average 4 20%
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 20 100%

Fig. 5.2 Level Of Satisfaction With The Physical Working Conditions Of The
Organization

Analysis and Interpretation

From the above table and graph it is clear that according to 50% respondents highly satisfied
with physical working conditions of the organisation followed by 30% respondents are
satisfied. Only 20% are average.

Q3. Are training programs relevant to your development need?

Table 5.4 Training Programs Relevant To Your Development Needs

Options Number of Respondents Percentage
Strongly Agree 6 30%
Agree 10 50%
Neutral 2 10%

Disagree 2 10%

Strongly Disagree 0 0

Total 20 100%

Fig. 5.3 Training Programs Relevant To Your Development Needs

Analysis and Interpretation
From the above table and graph it is clear that according to 50% respondents are agree that
the training programs are relevant to their development needs followed by 30% respondents
are strongly agree. Only 10% respondents are neutral and disagree.

Q4. What are the stated objectives of your organisation regarding training and
development?

Table 5.5 Objectives of your Organisation

Options Number of Respondents Percentage
Individual Growth 0 0
Organisational Growth 0 0
Departmental Growth 0 0

Employee Performance 0 0

All the above 20 100%

Total 20 100%

Fig. 5.4 Objectives of your Organisation

Analysis and Interpretation

From the above table and graph it is clear that according to all the respondents the objectives
of the organisation are individual growth, organisational growth, departmental growth and
employee performance.

Q5. Rate the statement “Top Management is interested in motivating the employees”?
Table 5.6:Top Management Is Interested In Motivating The Employees
Options No. of Respondents Percentage
Strongly Agree 7 35
Agree 6 30
 Neutral 5 25
Disagree 1 5
Strong Disagree 1 5
Total 20 100

Figure 5.5: Top Management Is Interested In Motivating The Employees

Analysis and Interpretation:

More than 60% of the respondent employees were agreed with the statement which shows
that Top Management is interested in motivating the employees.

Q6. How far you are satisfied with the reward system of the Organization?

Table 5.7: Satisfied With The Reward System Of The Organization

Options No. of Respondents Percentage
Highly Satisfied 6 30
Satisfied 12 60
Dissatisfied 0 0
Highly Dissatisfied 2 10
Total 20 100

Figure 5.6: Satisfied With The Reward System Of The Organization

Analysis and Interpretation:

From the above table and graph it is clear that most of the respondents are satisfied with the
reward system of the organization. Only 10% of the respondents are dissatisfied with the
incentives provided by organization.

Q7. Are promotional opportunities beneficial for employees?

Table 5.8: Opportunities Beneficial For Employees
 Options No. of Respondents Percentage
Strongly Agree 2 10
Agree 10 50
Neutral 2 10
Disagree 5 25
Strongly Disagree 1 5
Total 20 100

Figure 5.7: Opportunities Beneficial For Employees

Analysis and Interpretation:

From the above table and graph it is clear that more than 50% of the respondents say that the
organisation has effective promotional opportunities and are beneficial for employees.

Q8. Are conflicts resolved by compromise and negotiation in the company?

Table 5.9: Conflicts Resolved by Compromise and Negotiation
Options No. of Respondents Percentage
Strongly Agree 2 10
Agree 15 75
Neutral 2 10
Disagree 0 0
Strongly Disagree 1 5
Total 20 100

Figure 5.8: Conflicts Resolved by Compromise and Negotiation

Analysis and Interpretation:

From the above table and graph it is clear that 75% of the respondents are agree that the
organization resolves conflicts with compromise and negotiation. 10% respondents are
neutral.
Q9. Is there any special training provided to employees by the organisation?

Particulars No. of Respondents Percentage

Stress Management 2 10%

Team Development 14 70%

Personality Development 4 20%
No Training 0 0
Total 20 100%
Table 5.10 Special Training Provided To Employees

Fig 5.9 Special Training Provided To Employees

Analysis and Interpretation

From the above table and graph it is clear that 10% of the respondents said stress
management, 70% respondents said team development and the 20% said personality
development.

Q10. What are the factors that affect employee performance at the workplace?

Particulars No. of Respondents Percentage

Training and Development 0 0

Employee Motivation 0 0
Reward and Recognition 0 0
Freedom to work 0 0
Growth 0 0
Job prospects 0 0
Working condition 0 0
Work environment 0 0
All the above 20 100%
Total 20 100%
Table 5.11 Factors that affect Employee Performance at the Workplace

Fig 5.10 Factors that affect Employee Performance at the Workplace

Analysis and Interpretation

From the above table and graph it is clear that according to 100% respondents said all the
above options.
Q11. What is the impact of training and development on the performance of employee?
Rate the following factors where SA-Strongly Agree, A- Agree, N- Neutral, DA-
Disagree, SD- Strongly Disagree.

Table 5.12: Impact of Training & Development on Employee Performance

Particulars SA A N DA SD Score Rank

Strength of Employees are 5 4 8 3 0 49 4

Acknowledged
Periodic Performance 6 6 6 2 0 44 2
encourages to achieve more
Innovative Methods are 3 5 8 2 2 55 7
followed to evaluate the
employees
Individual Talents are Evaluated 8 6 6 0 0 38 1
Proper Promotions are given 4 6 4 4 2 54 6
Weakness are identified and 5 6 5 2 2 50 5
removed
Competitive Workforce is 6 6 4 2 2 48 3
found due to evaluation of
 performance

Analysis and Interpretation:

From the above table it is quite clear that according to majority of respondents the training
and development practices impacts on employee performance in various ways. Majorly it
impacts on the evaluation of individual talents, increase in periodic performance and it founds
a competitive workforce due to evaluation of performance.

FINDINGS OF THE STUDY

The major findings of the project are enumerated as follows:

• Each 20% of the respondents are working in the company since 1-2 years, 2-3 years and
more than 5 years. Remaining 40% of the respondents are working since 3-5 years.
• According to 50% respondents highly satisfied with physical working conditions of the
organisation followed by 30% respondents are satisfied. Only 20% are average.
• According to 50% respondents are agree that the training programs are relevant to their
development needs followed by 30% respondents are strongly agree. Only 10%
respondents are neutral and disagree.
• According to all the respondents the objectives of the organisation are individual growth,
organisational growth, departmental growth and employee performance.
• More than 60% of the respondent employees were agreed with the statement which shows
that Top Management is interested in motivating the employees.
• Most of the respondents are satisfied with the reward system of the organization. Only
10% the respondents are highly dissatisfied with the incentives provided by organization.
• More than 50% of the respondents say that the organisation have effective promotional
opportunities.
• 75% of the respondents are agree that the organization resolves conflicts with
compromise and negotiation. 5% respondents are strongly disagree.
• 10% of the respondents said stress management, 70% respondents said team development
and the 20% said personality development.
• Accordind to majority of respondents, factors like training and develpoment, employee
motivation, reward and recognition, growth and work environment etc. affect employee
performance at the workplace.
• According to majority of respondents the training and development practices impacts on
employee performance in various ways. Majorly it impacts on the evaluation of
individual talents, increase in periodic performance and it founds a competitive workforce
due to evaluation of performance.

7.1 CONCLUSION OF THE STUDY

Finally it is concluded that majority of respondents are working since 3-5 years. Respondents
are satisfied with physical working conditions of the organisation. Respondents are agree that
the training programs are relevant to their development needs. According to all the
respondents the objectives of the organisation are individual growth, organisational growth,
departmental growth and employee performance. Most of the respondents are satisfied with
the reward system of the organization. More than half of the respondents said that the
organisation has effective promotional opportunities. Organization resolves conflicts with
compromise and negotiation.
According to respondents reward and recognition, training and development and employee
motivation factor affects the performance of employee. According to majority of respondents
the training and development practices impacts on employee performance in various ways.
Majorly it impacts on the evaluation of individual talents, increase in periodic performance
and it founds a competitive workforce due to evaluation of performance.
According to majority of respondent’s effect of motivation impacts on employee
determination, capacity of hard-work, attrition of employees. According to respondents
reward and recognition factor affects performance achievements, motivating desired level of
performance and responsibility.

7.2 RECOMMENDATIONS OF THE STUDY

Based on the data collected through the questionnaire and interactions with the employees of
Tech Kites System Private Limited, Jalandhar, the following recommendations are made
for consideration:
• Management must need to redesign promotion policy because employees are not satisfied
with it.
• Transparency in rewards system or promotion policy is very much needed.
• Reward and Recognition must be reaching in all departments so that employees can be
part of it and feel important part of organization.
• Employee Participation in management decision is also the most important factor for
employee motivation hence it must be considered.
• Special programs must be conducted to motivate Employees.
• Performance benefits must be given to the employees.
• The organization may utilize both subjective and objective approach for the
training programmes.
• The organization may consider deputing each employee to attend at least one
training programmes each year.
• The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing the
training.
 REFERENCES

Gainey M. (2014). Mentorship: A Career Training And Development Tool; Journal of

training and development, vol 8 (3), 475-485.
Hick et al.(2012). Human Capital of Organisarions and their performance ; Journal of Annual
Review of Psychology, vol 52, 471-499.
Hunt et al.(2013). Factors that can influence the firm performance includes performance of
employees, vol.60, 451-474.
Kraiger et al. (2015). Can workplace affect their attitudes and ultimately their performance;
Journal of Management vol.35(4), 828-847.
Kraiger et al. (2016). Perspective on Training and Development; Journal of Training and
Development” vol 10 , 389-411.
Mathieu T. (2012). The Relationship of Training Motivation to Participation in Training and
Development; Journal of ,journal of Occupation and organisational psychology volume 74,
599-621.
Moore G. (2014). Employee Performance, Journals of work place that builds up an
employee job; Vol 11, 2007, 282-294.
Salas T. (2014). The Outsourcing of Training And Development: Factors Impacting Client
Satisfaction; Journal of Management, vol 29 (2), 207-229.
Tharenon D. (2017). Entry into Training Programs and its Effects on Training Outcomes: a
Field Experiment; Journal of Management vol. 30(3),1987, 542-552.
 QUESTIONNAIRE

Dear Respondent,
I am a student of MBA-III of KCL-IMT conducting a research on, “Factors Affecting the
Performance of Employee at Tech Kites System Private Limited, Jalandhar”. So, we
request you to spare a few minutes from your busy schedule and fill this form. We assure you
that the information will be kept confidential.
Demographic Profile
Name : ____________________
Age : ____________________
Gender : Male [ ] Female [ ]

Occupation : ____________________

Q1. Since how many years you have been working in this company?
1-2 years [ ]
2-3 years [ ]
3-5 years [ ]
More than 5 years [ ]

Q2. Rate your level of satisfaction with the physical working conditions of the
organization?
Highly Satisfied [ ]
Satisfied [ ]
Average [ ]
Dissatisfied [ ]
Highly Dissatisfied [ ]

Q3. Are training programs relevant to your development need?

Strongly Agree [ ]
Agree [ ]
Neutral [ ]
Disagree [ ]
Strongly Disagree [ ]
Q4. What are the stated objectives of your organisation regarding training and
development?
Individual Growth [ ]
Organisational Growth [ ]
Departmental Growth [ ]
Employee Performance [ ]
All the above [ ]

Q5. Rate the statement “Top Management is interested in motivating the employees”?
Strongly Agree [ ]
Agree [ ]
Neutral [ ]
Disagree [ ]
Strongly Disagree [ ]

Q6. How far you are satisfied with the reward system of the Organization?
Highly Satisfied [ ]
Satisfied [ ]
Average [ ]
Dissatisfied [ ]
Highly Dissatisfied [ ]
Q7. Are promotional opportunities beneficial for the employees?
Strongly Agree [ ]
Agree [ ]
Neutral [ ]
Disagree [ ]
Strongly Disagree [ ]

Q8. Are conflicts resolved by compromise and negotiation in the company?

Strongly Agree [ ]
Agree [ ]
Neutral [ ]
Disagree [ ]
Strongly Disagree [ ]

Q9. Is there any special training among the following provided to employees by the
organisation?
Stress Management [ ]
Team Development [ ]
Personality Development [ ]
No Training [ ]

Q10. What are the factors that affect employee performance at the workplace?
Training and Development [ ]
Employee Motivation [ ]
Reward and Recognition [ ]
Freedom to work [ ]
Growth [ ]
Job prospects [ ]
Working Condition [ ]
Work Environment [ ]
All the above [ ]

Q11. What is the impact of training and development on the performance of employee?
Rate the following factors where SA-Strongly Agree, A- Agree, N- Neutral, DA-
Disagree, SD- Strongly Disagree.
Particulars SA A N DA SD

Strength of Employees are

Acknowledged
Periodic Performance encourages
to achieve more
Innovative Methods are followed
to evaluate the employees
Individual Talents are Evaluated
Proper Promotions are given
Weakness are identified and
removed
Competitive Workforce is found
due to evaluation of performance

Q12. Suggesstions (if any)

________________________________________________________________
________________________________________________________________