Relationship between organizational factors and job performance

Zeb, Ali (2020) Relationship between organizational factors and job performance. Doctoral thesis, Universiti Tun Hussein Onn Malaysia.

[img] Text
24p ALI ZEB.pdf

Download (7MB)
[img] Text (Copyright Declaration)
ALI ZEB COPYRIGHT DECLARATION.pdf
Restricted to Repository staff only

Download (6MB) | Request a copy
[img] Text (Full Text)
ALI ZEB WATERMARK.pdf
Restricted to Registered users only

Download (8MB) | Request a copy

Abstract

Employees’ job performance is a vital component of every organization especially Pakistan Telecom Company Limited (PTCL) since it has been facing issues of employees’ job performance for the last several years. Moreover, previous studies had shown that employees’ job performance may be caused by several organizational factors such as organizational culture, organizational justice, leadership and high-performance human resource practice (HPHR). However, it is still unclear how these factors (i.e. organizational culture, organizational justice & authentic leadership, HPHR) interact and affect desirable employees’ job performance. Therefore, this study aims to fill this gap by empirically evaluating the effects of organizational factors; organizational culture, organizational justice, authentic leadership on employee’ job at PTCL. Using contingency approach, HPHR was hypothesized to mediate these relationships. A quantitative research approach using cross-sectional survey design was used to collect data at PTCL. Respondents were selected using convenience sampling due to the inaccessibility to PTCL employees’ database. A total of 377 questionnaires were analyzed using SmartPLS 3.0. The findings revealed that clan culture and distributive justice influenced job performance via the partial mediating roles of selective staffing and extensive training. The market culture also influenced job performance by the partial mediating role of extensive training. The relational transparency has an impact on job performance by the partial mediating role of incentive reward. Also, balance processing influenced job performance by the partial mediating role of selective staffing. On the other hand, hierarchy culture, adhocracy culture, interactional justice, procedural justice, self-awareness, internalized moral perspective, employment security, and result-oriented appraisal were not significant predictors of job performance. The proposed model of job performance for PTCL would enable the PTCL management to develop strategies for high performing employees

Item Type: Thesis (Doctoral)
Subjects: H Social Sciences > HF Commerce > HF5001-6182 Business > HF5549-5549.5 Personnel management. Employment management
Divisions: Faculty of Technology Management and Business > Department of Prtoduction and Operation Management
Depositing User: Mrs. Sabarina Che Mat
Date Deposited: 06 Sep 2021 08:15
Last Modified: 06 Sep 2021 08:15
URI: http://eprints.uthm.edu.my/id/eprint/884

Actions (login required)

View Item View Item