Relationship between organizational factors and job performance

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...

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Main Author:	Zeb, Ali
Format:	Thesis
Language:	English English English
Published:	2020
Subjects:	HF5549-5549.5 Personnel management Employment management
Online Access:	http://eprints.uthm.edu.my/884/2/24p%20ALI%20ZEB.pdf http://eprints.uthm.edu.my/884/1/ALI%20ZEB%20COPYRIGHT%20DECLARATION.pdf http://eprints.uthm.edu.my/884/3/ALI%20ZEB%20WATERMARK.pdf
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id	my-uthm-ep.884
record_format	uketd_dc
spelling	my-uthm-ep.8842021-09-06T08:15:43Z Relationship between organizational factors and job performance 2020-08 Zeb, Ali HF5549-5549.5 Personnel management. Employment management 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 2020-08 Thesis http://eprints.uthm.edu.my/884/ http://eprints.uthm.edu.my/884/2/24p%20ALI%20ZEB.pdf text en public http://eprints.uthm.edu.my/884/1/ALI%20ZEB%20COPYRIGHT%20DECLARATION.pdf text en staffonly http://eprints.uthm.edu.my/884/3/ALI%20ZEB%20WATERMARK.pdf text en validuser phd doctoral Universiti Tun Hussein Onn Malaysia Fakulti Pengurusan Teknologi dan Perniagaan
institution	Universiti Tun Hussein Onn Malaysia
collection	UTHM Institutional Repository
language	English English English
topic	HF5549-5549.5 Personnel management Employment management
spellingShingle	HF5549-5549.5 Personnel management Employment management Zeb, Ali Relationship between organizational factors and job performance
description	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
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Zeb, Ali
author_facet	Zeb, Ali
author_sort	Zeb, Ali
title	Relationship between organizational factors and job performance
title_short	Relationship between organizational factors and job performance
title_full	Relationship between organizational factors and job performance
title_fullStr	Relationship between organizational factors and job performance
title_full_unstemmed	Relationship between organizational factors and job performance
title_sort	relationship between organizational factors and job performance
granting_institution	Universiti Tun Hussein Onn Malaysia
granting_department	Fakulti Pengurusan Teknologi dan Perniagaan
publishDate	2020
url	http://eprints.uthm.edu.my/884/2/24p%20ALI%20ZEB.pdf http://eprints.uthm.edu.my/884/1/ALI%20ZEB%20COPYRIGHT%20DECLARATION.pdf http://eprints.uthm.edu.my/884/3/ALI%20ZEB%20WATERMARK.pdf
_version_	1747830700549079040

Relationship between organizational factors and job performance

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