Impacts of Late Working Hours on Employee’s Performance: A Case Study on Engineers in Telecom Company of Pakistan Muhammad Salman Qureshi & Jawad Munir Toor
Institute of Business and Management
The research was conducted to see the impact of late working hours and employee performance on engineers of Telecom Company of Pakistan. Performance is the major concern for all business organization. High performer individual are the productive asset of any organization. The research was carried to find out the relation of late working hours on employee’s performance. There are many other factors like pay, promotion, training experience, stress, physical abilities, and culture of organization, reward, and workload influence on the performance of an employee. Structured close ended questionnaires were used to calculate the workload in terms of performance. Around 65 questionnaires were distributed to the engineers of Telecom Company of Pakistan.51 useable questionnaires were received and the data was analyzed in SPSS. Statistical analysis showed the negative correlation between long working hours and employees performance. The result showed the negative impact of late working hours on performance of the engineers and eventually effecting organization performance of the Telecom Company of Pakistan.
Keywords: engineers, work hours, work schedule, health, performance, telecom, organization, Pakistan Introduction:
For many years, employee performance is a key issue in all organizations worldwide. There have been many researches done for measuring the performance of employee especially in public sector. Organizations in most countries focus on employee’s individual performance. Business organizations in Pakistan like other countries striving in achieve excellence performance to become competitive globally. Best human resources are being acquired by organization which leads to achieve the performance goals of organization. The scholarly attention to job satisfaction is not surprising because of it being a strong predictor of productivity (Gordon and Denisi 1995) and job performance which ultimately leads to high employee retention (Theodossiou and Zangelidis 2006). To increase productive performance and reduce jobs abandonment, the organizations should improve job satisfaction in their employees. Defining performance by oxford dictionary is:” The accomplishment, execution, carrying out, working out of anything ordered or undertaken.” The performance is looked as behavior or the way of work done by the people of an organization. Performance is the combination of outcomes with work done. For performance measurement both efficient and effectiveness should be considered. The overall performance of the organization depends on the work force of that organization. Collis and Montgomery (1995) come up with this idea and say that these are the employees who play pivotal role in the success stories behind big organizations. Though, we can say that highest level of efficiency of individual performer can lead the organization to achieve their targeted goals (Armstrong and Baron, 2004). Vroom (1964) suggests that performance is a function of ability and motivation. Armstrong and Baron (2004) define performance management as “a process which contributes to the effective management of individuals and teams in order to achieve high levels of organizational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved”. According to Amos, et al. (2004:64), performance management is “the process that translates the overall strategic objectives of an organization into clear objectives for each individual employee”. It has been observed that performance for both male and female worker is measured regionally but countries other than Pakistan, the way of measuring employees performance is the same. Both male and female...
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