Final Viva presentation of the MBA Research thesis of Rajarata University of Sri Lanka. You may use this as a sample guide remember only around 15 mins given to present your 1 year research :-) Remember the the members of the panel knows the subject, therefore normally no need of explaining theory. Therefore highlight only key areas such as What is the industry, why you selected the topic, research obj, Questions, Hypotheses, model, findings, conclusions and recommendations. Other slides are just in case they ask a question.
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
The document discusses transformational leadership, which refers to a leadership approach that causes change in individuals and social systems. It involves motivating followers through inspiration, raising morality and values. Theories by House, Bass, and others see transformational leadership as moving followers to higher-level needs and addressing long-term goals through idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. The document also outlines strengths, criticisms and applications of transformational leadership.
This document discusses strategic leadership and provides examples of strategic leaders. It defines strategic leadership as expressing a strategic vision to motivate others and influence organizational change. Strategic leaders create structure, allocate resources, and have qualities like loyalty, motivation, and self-awareness. The document then profiles several strategic leaders like Mahatma Gandhi, Dr. Vijay Mallya, Ratan Tata, and Dhirubhai Ambani. It provides a case study on the Coca-Cola company facing allegations in India and their strategic response. Lastly, it includes a short quiz for the audience.
The document discusses empowerment and leadership. It defines empowerment as enabling individuals to think independently, take control of their work, and feel self-empowered. Empowerment is linked to decision making, authority, and responsibility. When empowered, individuals feel trusted and motivated to perform well. Benefits include utilizing staff resources effectively and allowing for creativity. A lack of empowerment can lead to inaction, disengagement, and slower operations as people wait for approval.
The document discusses strategic human resource management and the role and value of HR in business. It addresses factors that impact HR both internally and externally. The key focus of strategic HR is to identify appropriate functions, culture, structure and systems to create value and organizational excellence. Business value refers to results that align with organizational goals, while business alignment means activities are geared towards achieving goals. For HR to add value, its outputs must contribute meaningfully to organizational objectives. The HR business partner role serves as a strategic consultant to help align business and employee objectives.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
This document discusses the differences between team-based compensation and individual compensation for employees. Team compensation is typically used when teamwork is critical and employees are evaluated and paid based on the overall performance and deliverables of their team. Individual compensation pays employees based strictly on their individual performance regardless of their team's performance. Both methods have advantages and disadvantages related to motivation, information sharing, accountability, and potential issues like social loafing or unhealthy competition between employees.
The document discusses three major theories of leadership behavior: the Ohio State studies, University of Michigan studies, and the Managerial Grid model. The Ohio State and Michigan studies identified two dimensions of leadership behavior: task-oriented and relationship-oriented. Relationship-oriented behaviors focus on trust, participation, and support, while task-oriented behaviors emphasize goal-setting and direction. The Managerial Grid identifies five leadership styles based on concern for production and people, ranging from indifferent to team leadership. Team leadership, with high concern for both tasks and relationships, is considered the most effective style.
The document discusses transformational leadership, which refers to a leadership approach that causes change in individuals and social systems. It involves motivating followers through inspiration, raising morality and values. Theories by House, Bass, and others see transformational leadership as moving followers to higher-level needs and addressing long-term goals through idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. The document also outlines strengths, criticisms and applications of transformational leadership.
This document discusses strategic leadership and provides examples of strategic leaders. It defines strategic leadership as expressing a strategic vision to motivate others and influence organizational change. Strategic leaders create structure, allocate resources, and have qualities like loyalty, motivation, and self-awareness. The document then profiles several strategic leaders like Mahatma Gandhi, Dr. Vijay Mallya, Ratan Tata, and Dhirubhai Ambani. It provides a case study on the Coca-Cola company facing allegations in India and their strategic response. Lastly, it includes a short quiz for the audience.
The document discusses empowerment and leadership. It defines empowerment as enabling individuals to think independently, take control of their work, and feel self-empowered. Empowerment is linked to decision making, authority, and responsibility. When empowered, individuals feel trusted and motivated to perform well. Benefits include utilizing staff resources effectively and allowing for creativity. A lack of empowerment can lead to inaction, disengagement, and slower operations as people wait for approval.
The document discusses strategic human resource management and the role and value of HR in business. It addresses factors that impact HR both internally and externally. The key focus of strategic HR is to identify appropriate functions, culture, structure and systems to create value and organizational excellence. Business value refers to results that align with organizational goals, while business alignment means activities are geared towards achieving goals. For HR to add value, its outputs must contribute meaningfully to organizational objectives. The HR business partner role serves as a strategic consultant to help align business and employee objectives.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
This document discusses the differences between team-based compensation and individual compensation for employees. Team compensation is typically used when teamwork is critical and employees are evaluated and paid based on the overall performance and deliverables of their team. Individual compensation pays employees based strictly on their individual performance regardless of their team's performance. Both methods have advantages and disadvantages related to motivation, information sharing, accountability, and potential issues like social loafing or unhealthy competition between employees.
Using the Employee Lifecycle as your Roadmap for Employee EngagementElizabeth Lupfer
Often times, employee engagement initiatives are managed from many areas within Human Resources or Corporate Communications. These efforts can be fragmented in their approach resulting in decreased relevancy and adoption. Using the employee lifecycle provides framework to these efforts so that organizations can ensure their employee engagement initiatives effectively balance the needs of the business against the needs of employees. Using the lifecycle in your employee engagement approach allows you to define the needs of employees based on each lifecycle area and identify opportunities for engagement based adaptability, relevancy, sustainability and execution. This framework was developed and designed by Elizabeth Lupfer of The Social Workplace (@socialworkplace) in July 2014 and was formally presented at the Talent Management Association's Employee Engagement conference.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
This document discusses strategic human resource management. It begins by noting the complex and evolving nature of strategy. It then defines strategic HRM as aligning organizational goals with human resources strategies, policies, and practices. The document presents a model of strategic HRM and discusses the strategic role of HR specialists. It also examines views on being a "strategic business partner" and lists roles and steps for HR to be strategic. Finally, it discusses developing integrated HR strategies in key areas like talent management, learning and development, and employee relations.
Organizational culture is communicated through various artifacts like stories, rituals, language, and structures. The document discusses how stories at IBM and Revlon communicate different cultural values. Rituals at Digital reinforced constructive conflict, while ceremonies at a PR firm honored core values. Language also provides insights, like references to "Bob" showing egalitarianism at Monsanto versus formality at American Home. These artifacts subtly shape behaviors and allow outsiders to understand an organization's culture.
This document discusses strategies and human resource planning. It begins by defining strategy as a set of approaches used by management to achieve organizational objectives and compete successfully. It emphasizes that organizations need strategies to coordinate employee actions and adapt to changes. The document then discusses strategic planning, outlining typical steps like environmental analysis and setting goals. It explains that strategic human resource planning should link human resource management to organizational strategies. Various approaches to human resource planning are presented, along with methods for recruiting both externally and internally. The document concludes by covering topics like restructuring strategies and equal employment opportunity initiatives.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
Chapter 15 International Human Resources ManagementRayman Soe
This chapter discusses managing human resources internationally. It begins by outlining the objectives of the chapter, which are to identify different organizational forms for competing internationally, explain differences between domestic and international HRM, discuss staffing processes for international assignees, identify training needs, discuss performance appraisals, outline compensation plans, and compare U.S. and European labor relations. The document then covers types of international organizations, top global companies, how international companies affect the world economy, and how the global environment influences management. It focuses on domestic versus international HRM, international staffing, recruitment issues, selecting expatriates, causes of expatriate failure, skills needed, and training development for global managers.
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people.
2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans.
3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
This document discusses international human resource management and repatriation. It examines the repatriation process, including job and social factors affecting re-entry. It also discusses multinational responses to repatriate concerns, career issues, knowledge transfer, and designing repatriation programs. Key topics covered include re-entry shock, dual career couples challenges, measuring return on investment from international assignments, and elements of effective repatriation programs and mentorship systems.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
The document discusses the typical functions of a human resources department in an advanced organization. It outlines challenges such as a demotivated workforce, high turnover, and low productivity. It recommends that HR become leaders that do things differently with total management support. This would help address challenges and improve company performance through intangible benefits. HR's role includes strategic planning, change management, employee support, and administration. Standardizing policies and processes through activities like staffing plans and reviews can help transform HR into an effective business partner.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Factors Mediating Relationship Between Quality of work life and employees ret...AKSHAY KHATRI
The document discusses factors that mediate the relationship between quality of work life and employee retention. It reviews literature showing connections between quality of work life, job satisfaction, and employee retention. Gaps in previous research are identified, such as focusing only on certain industries or locations. The research objectives are outlined as studying the effects of quality of work life, leadership style, and competency on retention. Job satisfaction, involvement, and commitment are proposed as mediating variables. Hypotheses predict relationships between the independent and dependent variables.
This study examines employee engagement in two Indian companies across different industries. It collected primary data through questionnaires and interviews from 50 employees across various departments. The objectives were to understand employee satisfaction, communication between management and employees, work culture, reward schemes, and grievance reduction. The significance of the study is that engaged employees positively impact business results through performance, motivation, profitability, customer satisfaction, and loyalty. The research design used descriptive research through a closed-ended questionnaire with convenience sampling. Secondary data also informed the study.
Using the Employee Lifecycle as your Roadmap for Employee EngagementElizabeth Lupfer
Often times, employee engagement initiatives are managed from many areas within Human Resources or Corporate Communications. These efforts can be fragmented in their approach resulting in decreased relevancy and adoption. Using the employee lifecycle provides framework to these efforts so that organizations can ensure their employee engagement initiatives effectively balance the needs of the business against the needs of employees. Using the lifecycle in your employee engagement approach allows you to define the needs of employees based on each lifecycle area and identify opportunities for engagement based adaptability, relevancy, sustainability and execution. This framework was developed and designed by Elizabeth Lupfer of The Social Workplace (@socialworkplace) in July 2014 and was formally presented at the Talent Management Association's Employee Engagement conference.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
The 360 degree appraisal system involves evaluating an employee's performance from the perspectives of their superiors, peers, subordinates, self, and customers. It provides a more well-rounded assessment compared to traditional top-down evaluations. Some key advantages include facilitating personal and team development, driving change, and supporting learning organizations. Potential disadvantages include increased bias due to more raters and time/resource intensiveness. Accuracy varies depending on how long the raters have known the employee.
This document discusses frameworks for human resource development (HRD) processes. It describes a common framework involving four phases: needs assessment, design, implementation, and evaluation ("A DImE"). It provides details on each phase, including defining need, types of needs assessments, levels of need assessment, designing objectives and selecting delivery methods, and evaluating training impact and costs. Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results) are also discussed. The document presents models and best practices for conducting effective HRD from needs identification through evaluation.
This document discusses strategic human resource management. It begins by noting the complex and evolving nature of strategy. It then defines strategic HRM as aligning organizational goals with human resources strategies, policies, and practices. The document presents a model of strategic HRM and discusses the strategic role of HR specialists. It also examines views on being a "strategic business partner" and lists roles and steps for HR to be strategic. Finally, it discusses developing integrated HR strategies in key areas like talent management, learning and development, and employee relations.
Organizational culture is communicated through various artifacts like stories, rituals, language, and structures. The document discusses how stories at IBM and Revlon communicate different cultural values. Rituals at Digital reinforced constructive conflict, while ceremonies at a PR firm honored core values. Language also provides insights, like references to "Bob" showing egalitarianism at Monsanto versus formality at American Home. These artifacts subtly shape behaviors and allow outsiders to understand an organization's culture.
This document discusses strategies and human resource planning. It begins by defining strategy as a set of approaches used by management to achieve organizational objectives and compete successfully. It emphasizes that organizations need strategies to coordinate employee actions and adapt to changes. The document then discusses strategic planning, outlining typical steps like environmental analysis and setting goals. It explains that strategic human resource planning should link human resource management to organizational strategies. Various approaches to human resource planning are presented, along with methods for recruiting both externally and internally. The document concludes by covering topics like restructuring strategies and equal employment opportunity initiatives.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
Chapter 15 International Human Resources ManagementRayman Soe
This chapter discusses managing human resources internationally. It begins by outlining the objectives of the chapter, which are to identify different organizational forms for competing internationally, explain differences between domestic and international HRM, discuss staffing processes for international assignees, identify training needs, discuss performance appraisals, outline compensation plans, and compare U.S. and European labor relations. The document then covers types of international organizations, top global companies, how international companies affect the world economy, and how the global environment influences management. It focuses on domestic versus international HRM, international staffing, recruitment issues, selecting expatriates, causes of expatriate failure, skills needed, and training development for global managers.
1. The document discusses Microsoft's reliance on top talent, with Bill Gates noting the company would be unimportant without its 20 best people.
2. It then outlines an organization's approach to developing a talent management system, including identifying core competencies, assessment tools, training approaches, evaluating employees' competencies and potential, and creating action plans.
3. The final sections discuss strategies for dealing with talent management issues like retention, succession planning, leadership development, and finding and selecting top talent.
This document discusses employee retention strategies through a case study of an Indian IT company. It explores the types of benefits, organizational strategies, and cultural factors that contribute to employee retention in the private sector. The key retention strategies identified include competitive pay and benefits, opportunities for career growth, training and development programs, a positive work environment, and ensuring job satisfaction. The case study analyzes factors affecting retention at Wipro like compensation, training, career growth opportunities, and work-life balance. It concludes that all the identified factors are important for retention but companies need individualized strategies based on employee needs like more emphasis on career growth for younger employees and continued skills training for mid-level staff.
This document discusses international human resource management and repatriation. It examines the repatriation process, including job and social factors affecting re-entry. It also discusses multinational responses to repatriate concerns, career issues, knowledge transfer, and designing repatriation programs. Key topics covered include re-entry shock, dual career couples challenges, measuring return on investment from international assignments, and elements of effective repatriation programs and mentorship systems.
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
The document discusses the typical functions of a human resources department in an advanced organization. It outlines challenges such as a demotivated workforce, high turnover, and low productivity. It recommends that HR become leaders that do things differently with total management support. This would help address challenges and improve company performance through intangible benefits. HR's role includes strategic planning, change management, employee support, and administration. Standardizing policies and processes through activities like staffing plans and reviews can help transform HR into an effective business partner.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Factors Mediating Relationship Between Quality of work life and employees ret...AKSHAY KHATRI
The document discusses factors that mediate the relationship between quality of work life and employee retention. It reviews literature showing connections between quality of work life, job satisfaction, and employee retention. Gaps in previous research are identified, such as focusing only on certain industries or locations. The research objectives are outlined as studying the effects of quality of work life, leadership style, and competency on retention. Job satisfaction, involvement, and commitment are proposed as mediating variables. Hypotheses predict relationships between the independent and dependent variables.
This study examines employee engagement in two Indian companies across different industries. It collected primary data through questionnaires and interviews from 50 employees across various departments. The objectives were to understand employee satisfaction, communication between management and employees, work culture, reward schemes, and grievance reduction. The significance of the study is that engaged employees positively impact business results through performance, motivation, profitability, customer satisfaction, and loyalty. The research design used descriptive research through a closed-ended questionnaire with convenience sampling. Secondary data also informed the study.
- Employee engagement is important for organizational success and was analyzed at INNCONN pvt. ltd.
- A survey of 120 employees examined factors affecting engagement like decision making influence, satisfaction, and cooperation.
- Results found most respondents were engaged in their work but some areas could improve like team spirit and career growth opportunities. Suggestions included increasing employee authority, empowerment, and communicating future plans.
- Overall, engagement levels were good but the organization can further improve job support, performance reviews, management support, and work environment to encourage even higher engagement.
This study examines factors influencing employee retention at Tamil Nadu Newsprint and Papers Limited. A questionnaire was distributed to 100 employees to understand growth opportunities, work environment, compensation, and support. Findings show that over 50% of employees have been with the company for over 20 years and are satisfied with decision making processes, promotions, transparency, and respect. Suggestions include behavioral training, clear rules, performance ratings, career mapping, and work-life balance initiatives to improve retention. The conclusion is that retaining quality employees benefits both the organization and individual through increased productivity and commitment.
This document summarizes research on how intrinsic and extrinsic motivators impact employee engagement. A survey of 122 employees found that intrinsic motivators like meaningful work and a sense of purpose strongly influenced engagement levels. While extrinsic motivators like pay and promotions were also important, two-thirds of employees said intrinsic reasons were their main motivators. The researchers recommend organizations develop balanced reward systems that incorporate employee input to boost engagement. Highly engaged employees are beneficial as they increase productivity and decrease turnover.
This document discusses employee engagement in higher education. It notes that engaged employees tend to have higher performance, quality, innovation and lower absenteeism and turnover. Research shows the largest drivers of engagement are meaningful work, good communication from managers, and positive perceptions of one's direct manager. Higher education scores relatively low in engagement compared to other sectors. The document provides strategies for managers to improve engagement, such as involving employees in decisions, listening to their input, clearly communicating, acting as an engaged role model, and helping employees develop their jobs.
Employee engagement refers to how involved and dedicated employees are to their work and company. It involves employees fully applying themselves physically, cognitively, and emotionally during work activities. Employee engagement has been studied since the 1970s under concepts like employee satisfaction and commitment, and is now recognized as important for business outcomes. Research shows businesses with more engaged employees have higher productivity, profits, and shareholder returns. Key drivers of engagement include clear job expectations, career development opportunities, feedback from managers, quality relationships, alignment with company values, and effective communications. Companies use various methods to measure and improve engagement, such as surveys, identifying engagement drivers, and ensuring leadership and management practices support engagement.
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Project Study Report
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Training Undertaken at aerial telecom solution - questionnaire based study titled as employee engagement at aerial telecom solutions
RELATIONSHIP BETWEEN TOTAL REWARD AND EMPLOYEE PERFORMANCEDavid Msengeti
This paper examines the relationship between total rewards and employee performance in organizations in Kenya. The author conducted a literature review on concepts of reward, total rewards, motivation, and measures of employee performance. Based on previous studies cited, the findings indicate a strong positive correlation between total rewards and employee performance, where total rewards encompass both extrinsic and intrinsic rewards. The author recommends that organizations develop reward strategies and systems that cater to diverse employee motivations and emphasize both monetary and non-monetary rewards to improve performance.
The document discusses a project investigating staff engagement, satisfaction, and motivation at an Australian insurance company. It provides context on the company, which was family owned but taken over and underwent management changes. The methodology involved qualitative interviews to explore these factors and their effect on performance. Findings showed engagement increased through improved communication and recognition programs. Motivation benefited from improved teamwork and goal setting. Satisfaction levels rose regarding remuneration but fell for work hours. Performance was most influenced by organizational structure. Recommendations focus on strengthening teams, developing skills, managing expectations, and maintaining work-life balance.
Employee engagement, involvmemnt and empowerment (keterlibatan dan pemberdaya...Dr. Zar Rdj
This document discusses employee engagement, involvement, and empowerment. It provides definitions and models of engagement, and discusses the differences between engagement and involvement. Employee empowerment is defined as giving workers ownership over their work and encouraging them to provide input into decisions. When employees are empowered and involved, it can lead to benefits like improved quality, productivity and motivation. However, empowerment also carries some risks like potential for ego issues or information leaks. Overall engagement is important for organizations to drive performance and achieve their goals.
- Faysal Bank was incorporated in Pakistan in 1994 and is a public limited company listed on the Karachi, Lahore, and Islamabad stock exchanges.
- The document discusses topics like employee motivation, job satisfaction, Herzberg's two-factor theory, psychological well-being of employees, research methodology used, and findings from employee interviews.
- Key findings include varying levels of job satisfaction depending on position in the bank, dissatisfaction with leadership style, and a recommendation to improve communication between management and employees.
Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
A Study on Leadership Styles Adopted at V-Trans in India`Dr. Amarjeet Singh
Leadership styles are usually considered a benefit
for the most companies. This style focuses the management
that provides guidance and help to its team and departments
while accepting and receiving the inputs from individual team
members. These leaders not reserve to their activities and
authority only but in actual they bother about consultation of
employees. To evaluated worker’s views of their senior and
top leadership team and state that this style focuses on using
the skills, experience, and ideas of others. However, the
leaders or managers using this style but still remains the final
decision making power in the leader’s hand. To his or her
credits, they will not make major decision without firstly
getting the input from those that will be affected, provide
proper recognition, and delegate responsibilities. The main
intension of this paper is to identify and examine the
leadership styles adopted in the organization. This leadership
styles improve the performance in both short term and long
term and can be used for any type of work project.
This document summarizes a study on factors affecting individual performance. The study examined how motivation, training programs, organizational culture, and personality traits influence an individual's job performance. The researchers conducted a literature review which found that motivation and training have a positive impact on performance, while organizational culture and personality also determine employee attitudes and performance. The study used an exploratory research methodology to analyze previous studies and reports on the relationships between performance factors. It identified motivation, knowledge, training, and organizational culture as key independent variables influencing individual job performance.
This chapter discusses organizational goals and effectiveness in public organizations. It covers different models that have been used to assess effectiveness, including goal models, resource models, and stakeholder satisfaction models. The chapter notes that goals in public organizations tend to be more vague than in private firms. It also discusses challenges in measuring effectiveness, such as conflicting goals and the difficulty converting goals into measurable outcomes. Finally, it addresses issues with comparing public and private sector effectiveness.
This document defines employee engagement and discusses its key aspects. Employee engagement refers to the relationship between an organization and its employees, where an engaged employee is passionate about their work and committed to the organization's goals. Engagement can fluctuate depending on work experiences. The study will measure employee engagement levels and examine its relationship to organizational performance, commitment, and job satisfaction. It will use a survey methodology to collect data from employees on variables like leadership, career development opportunities, and compensation that may impact engagement. The goal is to help improve organizational performance and understand job satisfaction.
Quality of work life practices of women employees in the garment companies in...Marish Kumar Parameswaran
This research article examines the quality of work life practices applied to women employees in garment companies in Tamil Nadu, India. It analyzes factors like salary and satisfaction, working conditions and satisfaction, and how demographics like gender, age, education, cadre, and salary impact employees' attitudes toward quality of work life. The study found that over half of employees surveyed were highly satisfied with their salary and compensation. Working conditions like safety and workspace were rated as good by over half of employees. Variations in attitudes were highest among female employees, older employees, and those with postgraduate degrees. The study aims to evaluate quality of work life practices and satisfaction levels to improve human resource development.
The document discusses HRD audits, which comprehensively evaluate an organization's human resource development strategies, structures, systems, styles, and skills. An HRD audit assesses current HRD activities and inputs to determine future needs. It answers questions about business plans, HRD staff competencies, existing HRD systems and their effectiveness, structural adequacy, and management styles. Auditors use interviews, questionnaires, observation, and document analysis. Results are scored across four dimensions to produce an HRD scorecard rating HRD maturity. HRD audits function as organizational development interventions and research studies show factors like management commitment influence their effectiveness in driving changes.
Similar to Leadershi style, job satisfaction and employee performance publish (20)
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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Leadershi style, job satisfaction and employee performance publish
1. Leadership style, Job satisfaction and
Employee Job performance of Managerial and
Non Managerial Employees
This is the final viva presentation of the research paper submitted by Viraj
Goonewardena for the Master of Business Administration (MBA) of the Rajarata
University of Sri Lanka
Some Data & Figures removed for ethical reasons.
2. Leadership style, Job satisfaction and
Employee Job performance of Managerial
and Non Managerial Employees
By: Viraj Goonewardena
- Case Study of Sumithra Group of Companies -
4. Apparel Sector
Textile / apparel sector is one of the highest income generating industries in
Sri Lanka. According to the Central Bank of Sri Lanka (CBSL) report 2015, the
export income generated by the textile industry is over USD 4.8 billion
and provides employment to over 15% of the country’s labor force.
Performance of apparel manufacturing sector is very important for Sri
Lankan economy.
5. About Sumithra Group
• Leading apparel manufacturer established in 1984
• BOI approved company with an annual export value of over USD 30Mn
• Sumithra Group has,
• Around 4000 employees
• 4 Manufacturing plants and a head office
6. The Background
Year Nittabuwa Polgahawela Hasalaka Weerakatiya
2013 DataRemoved DataRemoved DataRemoved DataRemoved
2014 DataRemoved DataRemoved DataRemoved DataRemoved
2015 DataRemoved DataRemoved DataRemoved DataRemoved
2016 DataRemoved DataRemoved DataRemoved DataRemoved
Plan to performance efficiency
It is not possible to meet 100% efficiency in the apparel sector; therefore the industry excepted
efficiency level is 70% or above for medium scale apparel companies.
7. Research Gap
• Very little research were found on how the leadership style and job
satisfaction effect the job performance in Sri Lanka, especially in the
medium scale apparel sector
• No research has been done in Sumithra Group
8. The Problem Statement
• What is the relationship of employee job performance from
leadership style and job satisfaction in the Sumithra Group of
Companies?
9. Research Questions
1. Is there a significant relationship between leadership style and employee job performance of the
Sumithra Group of Companies?
2. Is there a significant relationship between job satisfaction and employee job performance of the
Sumithra Group of Companies?
3. What leadership style has significant relationship with employee job performance of Sumithra Group of
companies?
4. What dimension of Job satisfaction has significant relationship with employee Job performance of
Sumithra Group of Companies?
5. Is the leadership style has a higher impact than job satisfaction on employee job performance of
Sumithra group of companies?
10. Objectives of the Study
1. To examine the probable significant relationship between leadership style and the
employee job performance of the Sumithra Group of Companies
2. To examine the probable significant relationship between job satisfaction and the
employee job performance of the Sumithra Group of Companies
3. To examine which leadership style has significant relationship with employee job
performance of Sumithra Group of companies.
4. To examine which dimension of job satisfaction has significant relationship with
employee Job performance of Sumithra Group of Companies.
5. To study whether the leadership style has a higher impact on employee job
performance than the job satisfaction
11. Research Hypotheses
• H1: There is a significant relationship between leadership style and
employee job performance in the Sumithra Group of Sri Lanka
• H1(a): There is a significant relationship between autocratic leadership style and
the employee job performance of the Sumithra Group of Companies
• H1(b): There is a significant relationship between democratic leadership style
and the employee job performance of the Sumithra Group of Companies
• H1(c): There is a significant relationship between laissez-faire leadership style
and the employee job performance of the Sumithra Group of Companies
12. Research Hypotheses
• H2: There is a significant relationship between job satisfaction and
employee job Performance in the Sumithra Group of Sri Lanka
• H2(a): There is a significant relationship between work itself and the
employee job performance of the Sumithra Group of Companies
• H2(b): There is a significant relationship between pay and the employee
job performance of the Sumithra Group of Companies
• H2(c): There is a significant relationship between supervision and the
employee job performance of the Sumithra Group of Companies
13. Research Hypotheses
• H2(d): There is a significant relationship between co-workers and the
employee job performance of the Sumithra Group of Companies
• H2(e): There is a significant relationship between working conditions and
the employee job performance of the Sumithra Group of Companies
• H3: Leadership style has a higher impact on the job performance
than the job satisfaction
14. Significance
• Findings of these results will directly help the management of the Sumithra Group to take
strategic decision
• Finding will help management to decide the most suitable management style for the
organization
• Improve the job satisfaction of employees, specially by focusing on the areas that employees
satisfaction is lacking behind.
• It will help other researchers to conduct further studies in this area in the apparel sector
who is the highest foreign income generator for the county
• Outcome of this research will help the policy makers to develop their strategies for the
apparel industry in a different manner
15. Scope of the Research
• This research focused on the employees of the four manufacturing
plants of the Sumithra Group and the Head office in Wattala
• This research was conducted in a live natural environment and will give
the employees to freely answer
• Considered worker level staff, supervisors and managers were taken
for the sample
16. Limitations
• This research was a perceptual research where the 100% accurate data from HR
department and work-study department will not be taken in to consideration
• Due to time limitation this research is limited to Work itself, Pay, Supervision, Co-
workers and the Working Conditions as dimensions of the Job Satisfaction and three
leadership styles were taken
• This study focus only on the impact made by the Leadership Style and Job Satisfaction
on the Job Performance. Other intervening variables are not considered and this study
does not consider the relationship between the Leadership style on Job satisfaction
18. Conceptualization
Variable /
Dimension
Definition Source
Leadership Style “Leadership as the process of influencing and supporting others to
work enthusiastically towards achieving the objectives”
Armstrong
(2002)
Autocratic “autocratic style is embedded in leaders who have full
organizational power and authority for decision making without
sharing it with their subordinates”
Kavanaugh and
Ninemeier (201)
Democratic “democratic style implies that leaders share their authority of
decision making with employees and delegate”
Kavanaugh and
Ninemeier (2001)
Laissez-Faire “where leaders give their employees most of the authority over
decision making”
Kavanaugh and
Ninemeier (2001)
19. Conceptualization
Job Satisfaction ““a pleasurable or positive emotional state resulting from one’s job or job
experiences”
Locke (1976)
Working-Condition “employees prefer physical surroundings that are secure, clean, comfortable and with
a minimum standard of distraction”
Robbins (2005)
Responsibility Granting additional authority to employees in their activity, giving them enough job
freedom and power so that they feel they ‘own’ the results are ways of giving them
responsibility
Robbins (2005)
Work it-self employees believe that the task they are doing is important, meaningful and how
their work is essential to the overall processes
Robbins (2005)
Recognition Timely, informal or formal acknowledgementof a persons or teams’ behavior, effort
or business results that support the organization’s goals and values
Harrison (2011)
Pay The payment or compensation received for the service rendered or employment www.investopedia.com/
Performance “The effectiveness of employees’ behavior that effects to achieve the
organizational objectives”
Motowidlo (2003)
20. Operationalization
• Job performance
• Source: Cox & Nkomo (1986), same questioner used by Dr. Dinoka
Perera (USJP), with her email approval
• Number of Questions:
Performance Traits: 6 questions
Task: 6 question
Behavior: 5 questions
21. Operationalization
• Job Satisfaction
• Source: Weiss,etal.(1967), same questioner used by Dr. Dinoka Perera
(USJP), with her email approval
• Number of Questions:
Work itself: 5 questions
Pay: 5 question
Supervision: 4 questions
Co-workers: 5 question
Working Condition: 4 questions
22. Operationalization
• Leadership Style
• Source: California Department of Public Health
• Number of Questions:
Autocratic Leadership style: 6 questions
Democratic Leadership style: 5 question
laissez-faire leadership Style: 6 questions
23. Questionnaire
• Self administrated, 5 point Likert scale with four sections
• •Section A collected the respondent’s demographic data which consists of gender, age,
ethnicity, marital status, highest education background, monthly income level and the
duration that respondent has worked in Sumithra.
• •Section B contained questions capture the leadership style shown by their direct
supervisors and/or Manager
• •Section C contained questions to captures the dimension of the job satisfaction
• •Section D contained questions with regard to their performance covering the areas namely
Traits, behavior and results
24. Criteria for Hypothesis Accept / Reject
Hypotheses Accept Criteria Reject Criteria
H1: There is a significant relationship between leadership style and
employee job performance in the Sumithra Group of Sri Lanka
If Correlation Value
> = to +0.1 or <= to -0.1
If Correlation Value between
-0.09 to +0.09
H1(a): There is a significant relationship between autocratic leadership
style and the employee job performance of the Sumithra Group
If Correlation Value
> = to +0.1 or <= to -0.1
If Correlation Value between
-0.09 to +0.09
H1(b): There is a significant relationship between democratic leadership
style and the employee job performance of the Sumithra Group
If Correlation Value
> = to +0.1 or <= to -0.1
If Correlation Value between
-0.09 to +0.09
H1(c): There is a significant relationship between laissez-faire leadership
style and the employee job performance of the Sumithra Group
If Correlation Value
> = to +0.1 or <= to -0.1
If Correlation Value between
-0.09 to +0.09
25. Criteria for Hypothesis Accept / Reject
H2: There is a significant relationship between
job satisfaction and employee job Performance
in the Sumithra Group of Sri Lanka
If Correlation Value
> = +0.1 or <= to -0.1
If Correlation Value
between
-0.09 to +0.09
H2(a): There is a significant relationship between
work itself and the employee job performance of
the Sumithra Group of Companies
If Correlation Value
> = +0.1 or <= to -0.1
If Correlation Value
between
-0.09 to +0.09
H2(b): There is a significant relationship between
pay and the employee job performance of the
Sumithra Group of Companies
If Correlation Value
> = +0.1 or <= to -0.1
If Correlation Value
between
-0.09 to +0.09
H2(c): There is a significant relationship between
supervision and the employee job performance of
the Sumithra Group of Companies
If Correlation Value
> = +0.1 or <= to -0.1
If Correlation Value
between
-0.09 to +0.09
26. Criteria for Hypothesis Accept / Reject
H2(d): There is a significant relationship between
co-workers and the employee job performance of
the Sumithra Group of Companies
If Correlation Value
> = +0.1 or <= to -0.1
If Correlation Value
between
-0.09 to +0.09
H2(e): There is a significant relationship between
working conditions and the employee job
performance of the Sumithra Group of Companies
If Correlation Value
> = +0.1 or <= to -0.1
If Correlation Value
between
-0.09 to +0.09
H3: Leadership style has a higher impact on the
job performance than the job satisfaction
If the “t” value of the
leadership style is higher than
“t” value of job satisfaction
If the “t” value of the job
satisfaction is higher than
“t” value of leadership
style
27. Questionnaire Administration
Number of active employees in the each location was taken from the MIS, selected
employees covering 10% or more from each department
Researcher visited the location personally and met the employees taken for the sample
individually or in groups
Explained about the purpose & how the confidentiality will be maintained
A letter was given stating this is only for academic purpose
At the end of the day visited each department personally and the respondents were ask to
put their answered questioner to the sealed box
Safely transported to the researcher’s residence in Colombo, kept under lock and key until
the data entry part is done
28. Sampling –Nittabuwa & Polgahawela
SumithraNittabuwa
SumithraPolgahawela
Dept. Name No. of Emp. Sample %
Training Line 26 3 12%
Packing 13 2 15%
Transport 4 1 25%
Production 496 50 10%
Stores 18 3 17%
Building Maintenance 25 4 16%
Work Study 7 3 43%
Cutting 53 6 11%
Planning & Coordination 7 1 14%
Central Processing 35 4 11%
Management 13 2 15%
HR & Administration 7 1 14%
Machinery Maintenance 10 1 10%
Garment Engineering 7 1 14%
Quality Assurance 9 1 11%
Finishing 113 11 10%
Jumpers 17 2 12%
Health & Safety 2 1 50%
Ironing 31 3 10%
Total 893 100 11%
Dept. Name No. of Emp Sample %
Training Line 5 2 40%
Packing 76 8 11%
Transport 6 2 33%
Quality Assuarence 70 8 11%
Production 525 55 10%
Stores 18 2 11%
Building Maintenance 21 2 10%
Work Study 9 2 22%
Machinery Maintenance 9 1 11%
Cutting 53 6 11%
Canteen 5 1 20%
Planning & Coordination 3 3 100%
Embroider Plant 63 7 11%
Management 12 2 17%
HR & Administration 5 2 40%
Garment Engineering 11 2 18%
Finishing 47 5 11%
Jumpers 30 4 13%
IT 2 1 50%
Health & Safety 3 2 67%
Ironing 23 3 13%
30. Sampling – Sumithra Wattala & SummerySumithraHeadOffice-Wattala
Population: All employees of Sumithra including
worker level staff, supervisors & managers
Sampling Type: Stratified Random Sampling
Dept. Name No for Emp. Sample %
Accounts 14 5 36%
Central Ware House 16 6 38%
Commercial 10 4 40%
Drivers - Head Office 7 3 43%
Embroider Plant 6 3 50%
Human Resource 1 1 100%
I.T. 8 8 100%
Main Stores - Head Office 14 6 43%
Maintenance 3 1 33%
Manager 9 4 44%
Merchandizing 28 11 39%
Office Assistant 6 2 33%
Planning 1 1 100%
Product Development Center 63 21 33%
Purchasing 2 2 100%
Quality Assurance 3 1 33%
Receptionist/Secretary 1 1 100%
Total 192 80 42%
31. SumithraGroupSummery
Response Rate: 83%
Location No. of Active
Employees as at 1st
November 2016
No. Employees
considered for the
Sample
Number of
Respondents
Response Rate
Wattala 192 80 67 84%
Nittabuwa 893 100 90 90%
Polgahawela 996 120 93 78%
Hasalaka 638 100 78 78%
Weerakatiya 1,288 150 127 85%
Total 4,007 550 455 83%
Results and Findings
32. Results and Findings Demographic Data
Duration Frequency Percentage
Less than 6months DataRemoved DataRemoved
6months to 1 year DataRemoved DataRemoved
1year to 3 years DataRemoved DataRemoved
more than 3 years DataRemoved DataRemoved
Total DataRemoved DataRemoved
Employees’ number of years in Sumithra
Age Frequency Percent
Less than 18 DataRemoved DataRemoved
18yrs to 21yrs DataRemoved DataRemoved
21yrs to 25yrs DataRemoved DataRemoved
25yrs to 30yrs DataRemoved DataRemoved
More than 30yrs DataRemoved DataRemoved
Total DataRemoved DataRemoved
Employees’ Age
Education Level Frequency Percent
Up to O/L DataRemoved DataRemoved
Up to A/L DataRemoved DataRemoved
A/L Pass DataRemoved DataRemoved
Diploma Holder DataRemoved DataRemoved
Graduate DataRemoved DataRemoved
Total DataRemoved DataRemoved
Gender Frequency Percent
Female DataRemoved DataRemoved
Male DataRemoved DataRemoved
Total DataRemoved DataRemoved
Employees’ Gender
Employees’ Education Level
33. Results and Findings
Section Number of Question Corn Batch Alpha Value
B – Leadership style 18 0.782
C – Employee Job performance 17 0.865
D –Job Satisfaction 22 0.879
Reliability Test Results
36. Results and Findings
R R Square Adjusted R Square
.721a .519 .511
According to Regression Analysis 52% of the employee Job performance explained by the
Leadership style and Job Satisfaction.
Regression Analysis
37. Results and Findings
B value Coefficient β t value Sig.
Constant 0.698
Job Satisfaction 0.518 0.451 11.761 0.000
Leadership Style 0.432 0.366 9.547 0.000
Coefficient Value of the Model
38. Results and Findings - Summary
Hypotheses Accept / Reject
H1: There is a significant relationship between leadership style and employee job
performance in the Sumithra Group of Sri Lanka
Accept
H1(a): There is a significant relationship between autocratic leadership style and the
employee job performance of the Sumithra Group of Companies
Accept
H1(b): There is a significant relationship between democratic leadership style and
the employee job performance of the Sumithra Group of Companies
Accept
H1(c): There is a significant relationship between laissez-faire leadership style and
the employee job performance of the Sumithra Group of Companies
Accept
39. Results and Findings - Summary
Hypotheses Accept / Reject
H2: There is a significant relationship between job satisfaction and employee job
Performance in the Sumithra Group of Sri Lanka
Accept
H2(a): There is a significant relationship between work itself and the employee job
performance of the Sumithra Group of Companies
Accept
H2(b): There is a significant relationship between pay and the employee job
performance of the Sumithra Group of Companies
Accept
H2(c): There is a significant relationship between supervision and the employee job
performance of the Sumithra Group of Companies
Accept
40. Results and Findings - Summary
Hypotheses Accept / Reject
H2(d): There is a significant relationship between co-workers and the employee job
performance of the Sumithra Group of Companies
Accept
H2(e): There is a significant relationship between working conditions and the
employee job performance of the Sumithra Group of Companies
Accept
H3: Leadership style has a higher impact on the job performance than the job
satisfaction
Reject
One (H3) hypothesis were rejected out of 11 hypotheses
41. Conclusion
• A positive significant relationship was found between job
satisfaction and employee job performance.
• This finding was consistent with prior research
• Gamage (2012)
• Carroll, Keflas and Watson (1964)
42. Conclusion
• All five dimensions of job satisfaction also has a significant positive
relationship towards employee job performance.
• The highest correlation toward employee job performance exist
between supervision and the employee job performance.
• Second highest correlation value was between working condition
and employee job performance.
44. Conclusion
• Level of job satisfaction in the Sumithra Group is in average level. level of co-workers
shows a higher level in the organization and level of supervision is low. All other
dimensions had average level in the Sumithra group.
• The level of leadership style in the Sumithra group is average level.
• Results of this study indicate that there is a positive significant relationship between
leadership style and employee job performance.
45. Conclusion
• This finding is consistent with the earlier studies done by the following researchers.
• Wang. 2005
• Goleman, Boyatzis, & McKee (2002)
• Cummings and Schwab, 1973
• Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen, 2004
• Ehrhart, 2004.
• Wang et al. (2005)
46. Conclusion
• The democratic leadership style had the highest relationship towards employee job
performance. This is consist with the findings of the Lewin(1939)
• While autocratic leadership style had the next highest relationship towards employee
job performance, the laissez-faire showed the lowest relationship towards the
employee job performance. This is consistent with the findings of Lewin (1939)
• As per the study the 52% of the employee job performance is explained by job
satisfaction and the leadership style.
47. Recommendations
• It is recommended that the Management of Sumithra Group encourages its Managers and
Supervisors to practice more on Democratic leadership style and help Managers and Supervisors
who are more on to Autocratic and Laissez-fire to transform their leadership style on to
Democratic
• It is recommended that the HR department should conduct trainings and seminars for Managers
and the Supervisory level staff to identify their leadership style and make them understand the
importance of democratic leadership style in order to improve performance
• The Management of the Sumithra Group should further improve on Work Environment such as
lighting, noise level etc. to increase Job performance of the employees of Sumithra Group as the
work condition shows a significant positive correlation towards employee job performance
48. Recommendations for Future Studies
• This research is based on one medium scale apparel sector organization. Where future
research could be done covering several medium scale apparel sector Organizations.
Large scale and small scale apparel sector Organizations also could be considered for
future studies
• This study was focused on Autocratic, Democratic and Laissez-Fair leadership styles
where as another study could be done on other type of leadership styles such as
transformational and transactional.
• This study was perceptual base, it would be more accurate if the actual figures such as
attendance, conflicts, warning letters issues, actual performance (output), defects rate
etc. can be taken in to consideration for future studies.
49. Recommendations for Future Studies
• This study had only five dimensions for Job Satisfaction where further research could be
done considering other dimensions or more dimensions of job satisfaction.
• This study did not consider any intermediate variables, where the finding could vary.
• It is recommended that researches could conduct similar studies for other industries as
well as consider different districts and regions.
• This study considered only leadership style and job satisfaction which explains 52% of
the employee job satisfaction of the Sumithra Group. Where some other research could
be done by considering other factors which could explain 48% of the employee job
performance.