Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Manage people performance presention

693 views

Published on

report of research management

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

Manage people performance presention

  1. 1. Presented to: Dr Rabia Imran Presentad by: kalsoom fatima
  2. 2. THE IMPECT OF LOW JOB PERFORMANCE At WORKPLACE
  3. 3. Table of contents: 1: problem statement 2:litratrature Review 3:Theoratical framework 4:Methodology 5:summary of Analysis 6:practical Implication 7: conclusion Jae Vanden Berghe,Merrelyn Emery at el AUTHOR:
  4. 4. Problem Statement: To identify the key factors that influence low job performance and also Focus on a specific aspect to multiple organizational Problems and have been associated with increased levels of turnover and absenteeism, Adding potential costs to the organization in terms of low performance and decreased productivity.
  5. 5. LITRATURE REVIEW/HYPOTHESIS: FACTORS INFLUENCING LOW JOB PERFORMANCE , INCREASE TURNOVER AND DECREASE PRODUCTIVITY. Dependent variable: low job performance is an dependent variable which affects the employee turnover,absenteeism and low productivity. Independent variable:Employee turnover,low productivity and absenteeism is independent variable which will be affected by job performance of employee in organization.
  6. 6. KEY FUNCTION: The unit makes the link between performance management and performance development, and reinforces both functions as a key requirement for effective managers. This is a unit that all managers/prospective managers who have responsibility for other employees should strongly consider undertaking.
  7. 7. LOW JOB PERFORMANCE ABSENTEEISM TURNOVER DECREASE PRODUCTIVITY Theoretical frame work Dependent variable Independent variable
  8. 8. Hypothesis: • H1:low job performance positive related to the turnover,Absenteeism and decrease productivity. • H2:job performance is negatively relationship between Absenteeism turnover and decrease productivity. • H3:low job performance also effect the turnover Absenteeism and decrease productivity.
  9. 9. Research Methodology: Sample and Procedure: population. Targeting the all employees of banking sector. Sampling unit. Branches of all banks in Rawalpindi and Islamabad. Sampling size Involved 200 full-time employees working in banking sector are drawn from population of 350 white collar employees . Sampling frame. The sample of personal employees data was identified through enrollment sheet and payroll slip. Research design. Random sampling Techniques
  10. 10. RESEARCH FINDINGS AND ANALYSIS we will first review the results of correlation studies and causal direction studies conducted by other researchers.Then we will have a closer look at the results of the Atmosphere Questionnaire according to the separate categories and their corresponding statements.the correlation indicates a relatively significant positive relationship between low job performance,turnover,absenteeism and decrease productivity in organization which is in accordance with the hypothesis.In addition low job performance is strongly correlated with independent variable.this is in harmony with the proposed hypothesis.
  11. 11. Table 1: Frequency Distribution of Study Variables. (N=) Section percentage Gender male 45.1 female 53.8 Age Between 25 19.8 25-30 33.0 31-35 27.5 36-40 13.2 Above 40 5.5 qualification intermediate 4.4 Graduation masters 20.9 54.9
  12. 12. Table 2: Reliability Analysis (N=) variables No of items α Low job performance 9 .887 Turnover 8 .896 Absenteeism 8 .894 Decrease productivity 8 .871
  13. 13. Table 4: Correlation Matrix (N=) variables I II III IV I Low job performan ce 1 .704** .132 -.154 II Turnover .704** 1 .461** .084 III Absenteeis m .132 .461** 1 .465** IV Decrease productivit y -.154 .084 .465** 1
  14. 14. Table 5: Regression Analysis (N=) β S.E β t (Constant) .491 .659 .458 Turnover Absenteeism Decrease productivity 1.301 -.274 -.252 .134 .151 .146 .793 -.168 -.142 9.697 -1.816 -1.731 R²=.558 ,Adj R²= .543 F=36.202 df= 3 P>.05
  15. 15. Practical Implication: • Why are most HR managers so out of touch with reality? HR managers are taught that increasing skills in interpersonal relationships and communication generates commitment leading to improved productivity and quality.
  16. 16. limitation: Despite the few limitation,this study significantly contributes to the literature of low job performance in a workplace especially in a public sector of Pakistan The companies’ efforts for increasing job performance might be unsuccessful, unless they will pay more attention to these factors.For employees who want to develop themselves in a proper work medium, the lack of routine jobs is very significant. Like“success”, advantages such as “interesting job” and “promotion opportunities” will make positive contributions to job performance.
  17. 17. Conclusion: Sometimes poor performance has its roots in low motivation. When this is the case, you need to work closely with the employee to create a motivating environment in which to work. There are three key interventions that may improve people's motivation: • Setting of performance goals. • Provision of performance assistance. • Provision of performance feedback
  18. 18. REFERENCES • Hersen, M. (2004) Comprehensive Handbook of Psychological Assessment: Industrial • and Organizational Commitment. John Wiley & Sons Inc., New Jersey • Herzberg, F. (1966) Work and the Nature of Man. World Publishing, Cleveland. • Herzberg, F.; Mausner, B.; Snyderman, B.B. (1959) The Motivation to Work. John • Wiley. New York. • Jex, S.M. (2002) Organizational Psychology: A Scientist-Practitioner Approach. John • Wiley & Sons, New York • Judge, T.A.: Thoresen, C.J.: Bono, J.E.: Patton, G.K. (2001) The Job Satisfaction – Job • Performance Relationship: A Qualitative and Quantitative Review. Psychological Bulletin, • Vol. 127, No. 3, pp. 376-407

×