An Empirical investigation of the Impact of Organizational factors on the Perceived Job Performance of Shop Floor Employees of Large scale Garment Industries in Sri Lanka.
Department of Business Management
Sabaragamuwa University, Belihuloya
Existing literature reveals a gap in the empirical knowledge in respect of organizational factors that impact perceived job performance (PJP) at the large scale garment industries. The present study empirically evaluated four organizational factors that could have impact on the perceived job performance namely Leadership Style, Organization Structure, Organization Culture and Performance Evaluation. The study involved 236 shop floor employees who were selected randomly from 12 large scale garment factories in each province except North and North East provinces in Sri Lanka. Methods such as univariate, bivariate, regression and hypothesis testing were used for data analysis. The results indicated that all the independent variables were positively and significantly correlated to the perceived job performance. However, results regressing the independent variables on the perceived job performance showed that Leadership style, Organization Structure and Performance Evaluation are strong predictors of perceived job performance while organization culture variable is excluded from the model. On the whole, the independent variables accounted for almost 36% of the variance in the perceived job performance.
Perceived job performance is an important factor that contributes to improve the outcomes, behaviour and traits of the employees. It helps to improve the productivity of the organization.
Performance means both behaviour and result. Behaviour emanates from the performer and transforms performance from abstraction to action. Not just the instrument for result, behaviours is also outcomes in their rights the product of mental and physical effort applied to task and can be judged apart from the result (Armstrong , 2000). (Bates and Holton ,1995) have pointed out that performance is a multidimensional construct, the measurement of which varies depending on a variety of factors (Armstrong, 2000). A more comprehensive view of performance is achieved if it is defined as embracing both behaviour and outcomes (Armstrong, 2000).
There are theoretical explantions or arguments (Mullians 1989, Kanungo & Mendonca 1994, S.S Khanka 2000) in respect of effects of Leadership Style, Organization Structure, Organization Culture and Performance Evaluation on perceived job performance. It seems that there is a gap between the empirical knowledge available about the impact of leadership style, organization culture, organization structure and performance evaluation on perceived job performance of shop floor employees in large sale garment industries in Sri Lanka. Organization Behaviour researchers have to date conducted only a limited number of researches on perceived job performance related to organizational factors. Empirically, performance had been tested as dependent variables with many independent variables and studies P.S Aluthwatte (unpublished,2002), Fonseka A.F. (2000), Jayawardana A.K.L (1992) have been done on perceived job performance in Sri Lanka. But they have focused on various personal factors that affect perceived job performance and their studies have no direct link with this study.
Specifically, the following research problems were addressed.
1. Do Leadership Style, Organization Culture, Organization Structure and Performance Evaluation impact on perceived job performance of shop floor employees of large scale garment industries in Sri Lanka.
2. What is the simultaneous effect of these factors on perceived job performance in shop floor employees of large scale garment industries in Sri Lanka.
3. Which organizational factor affects most the perceived job performance of shop floor employees in the large scale garment...
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