See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/353037294

An Empirical Study of the Factors Affecting Employees’ Performance at ABC

Group of Companies

Research · July 2021

DOI: 10.13140/RG.2.2.14476.44169

CITATIONS READS

2 8,201

3 authors, including:

Priyantha Medawala Samantha Rathnayake

Cipm Postgraduate Institute of Management
4 PUBLICATIONS   2 CITATIONS    33 PUBLICATIONS   5 CITATIONS   

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Post-COVID-19 Demand: The Underpinning Need in the Strategic Leadership Agenda View project

Increase worker performance View project

All content following this page was uploaded by Samantha Rathnayake on 07 July 2021.

The user has requested enhancement of the downloaded file.

 Proceedings of the 5th CIPM International Research Symposium on HRM 2021.
Chartered Institute of Personnel Management of Sri Lanka. ISSN: 2513-2733

An Empirical Study of the Factors Affecting Employees’ Performance at ABC

Group of Companies

Senthuran Nagarajah1, Priyantha Medawala2, and Samantha Rathnayake3

1
Independent Researcher and English Language Trainer
2
Visiting Lecturer and Management Consultant, Chartered Institute of Personnel Management of Sri
Lanka.
3
Faculty Member, Postgraduate Institute of Management, University of Sri Jayewardenepura, Sri
Lanka
1
senthuran.michael@gmail.com, 2pmedawala@gmail.com, 3samantha@pim.sjp.ac.lk

Abstract: ABC Group of Companies is one of the leading tyre manufacturing companies in Sri Lanka
that serves the local and global market. In line with the annual report of the company, it can be observed
that a sudden decrease in the profits since 2018. Management believes that the main motive for the profit
reduction is the lack of job performance. Therefore, a systematic study was aimed to identify the internal
determinant factors to the employees’ job performance of ABC Group of Companies. The research was
based on the mixed methodology using a structured questionnaire distributed among 80 employees of
ABC Group of Companies. Rewards, training, motivation, and leadership style were considered as
determinant factors that can contribute to the employees’ performance of the company. Descriptive
statistics and correlations between dependent and independent variables were analyzed using SPSS 23
and Microsoft Excel at a 95% confidence level. Results show that motivation (r = 0.822) has a strong
positive correlation with the employee’s job performance while rewards (r = 0.411) indicate moderate
association with the employee performance. Further, the determinants, motivation, and reward showed a
statistically significant effect on employees’ job performance (p<0.05). Hence it can be concluded that
ABC Group of Companies should pay their attention to rewards and motivation practices carried in terms
of remuneration, benefits package, promotion, recognition, and working environment to uplift the
employees’ performance to enhance the bottom line of the organization. Moreover, the implementation
of a knowledge management system is suggested.
Keywords: Employees’ Job Performance, Leadership style, Motivation, Rewards, Training

Introduction Human resource is an important factor of the

Human resources can be defined as the most
important resource to affect job performance in
organizations. Among other organizational
resources, human resource is the most critical
and valuable resource to achieve organizational
objectives. Human resources can be defined as
the most important resource to affect
performance in organizations (Stone, 2008).
The effectiveness and efficiency of an
organization cannot be achieved without
effective management of the human resource.
Performance analysis is an examination of the
knowledge, skill, abilities, and attitudes of
employees, their current and future career goals
and objectives, and the “match” between
employees and organizational expectations.
Such an analysis also helps determine how
employee performance helps the organization
achieve its strategic goals and objectives
(Gilley, 2009).
production process. A well-trained, motivated
workforce makes it possible to achieve the
organization’s success. For this reason,
management has to supply not only raw
materials, facilities, and equipment, but it also
has to motivate its employees. Motivation,
leadership, rewards, and training are the key
areas of success and these depend on the
performance of the employees. Employees will
perform well if they are motivated (Stone,
2008). The organization has many resources,
among these resources, employees are the most
valuable asset of any organization without
whom no production/ performance can take
place. The success of an organization largely
depends on the quality of its employees which
is measured by their performance. Hence, good
employees’ performance is part of the success
of the organization. Nelson and Quick (2003)
argue that a job with high motivation and
hygiene factors leads to high performance and
few complaints among employees. Employees’

1
job performance like all other systems, they do
not function when their components do not
work together smoothly and efficiently. Thus,
understanding the relationship between the
organization and its employees is the key to
improve the organization‘s ability to move
through change effectively. Organizations need
to understand the factors that affect employee’s
performance because such insight will help
them make decisions that will inculcate
improved performance from the employees and
to an extension the overall performance of the
organization (Atasi et al., 2019). Employee
performance has been shown to have a
significant effect on organizational
performance. This is due to the reason that
individual performance is the foundation of
organizational performance. Identifying factors
that affect employees’ performance can help
improve recruitment, retention, and
organization result (Mohammed & ABC Group of Companies consist of 320
Nimalathasan, 2011).
Armstrong (2012) noted that employee
performance is a function of both ability and
motivation; it makes sense to have practices
aimed at enhancing both. Thus, there are several
ways in which employees can acquire needed
skills (such as careful selection and training)
and multiple incentives to enhance motivation
(different forms of financial and non-financial
rewards). In addition to these, job performance
is viewed as a function of three factors and is
expressed with the equation. According to this
equation, motivation, ability, and environment
are the major influences over employee
performance. Performance standards are
designed based on information from job
analysis which is a systematic process of
determining the characteristics of job, skills,
and knowledge required to performing jobs, and
evaluate employee’s performance based on the
standard (Kirkpatrick, 2006). It is indicated that
there is no one type of system or set of
objectives that are best suited for all
organizations. Organizations must design and
administer the performance of employees in
line with organizations’ purpose and objective.
ABC Group of Companies, started in 1989, as a
small tyre and bicycle repairing shop employing
two workers. In 1992, the company started
trading brand-new tyres and re-treading tyres.
In 1998 the establishment registered as a private
company, and started importing and distributing
brand new tyres, tubes and started a factory for
tyre pre-cure re-treading. Then new production
line started, tyre hot cure treading, flap
manufacturing, etc. However, in 2001 the
company transferred the manufacturing unit to
2
a new entity. Subsequently, the company started
manufacturing butyl tubes and other rubber
products. In 2013, started a new factory to
recycle plastic and polythene waste as well as
manufacturing PVC pipes, shopping bags,
garbage bags, printed bags, etc. With the
assistance of Vega Biz + USAID. Now ABC
Group of Companies is a pioneer in the rubber-
based industry in Sri Lanka, and its service
excellence has earned the company a renowned
image among the leaders in the Sri Lankan
market. It offers its’ unparalleled services
delivery to a large number of customers that are
engaged in leading business operations, and a
competitive business model has won the
confidence of the quality of services. Further,
ABC Group of Companies, with its dynamic
growth in its business operations, and is now
doing business with the global market and
becoming a giant in the rubber-based industry.
employees working in various departments.
However, the management has come to know
that the profits have gone down when
comparing with the last five years financial
statements and performance of the company has
decreased.
Therefore, the present study was conducted to
identify factors affecting the employees’
performance of ABC Group of companies.
Research Problem
As per the discussions held with the researcher
and the company, it was revealed that the
management believes employees’ performance
is the main motive for the current situation.
There were significant symptoms seen in the
organization given below:
There was late attendance from the executive
and the floor level employees since the year
2013 and it had consistency and increased
higher in 2018 and 2019. Labor turnover also
increased from 2 % to 7 % in 2019 compared
with 2018. Increase in the grievance of the
employees and no channel to resolve these
issues. The 5-year goal which was set in 2015
was not achieved in 2019. Namely, the goal was
to increase production from 10% - 40% from
2015 to 2019 respectively, the company also
brought in new types of machinery to expand
the production line hence no significant
improvement in the production line.
Further, the employees are not engaged with the
management and management decisions. In
total 20 complaints have been received in 2018
whereas 36 customer complaints in 2019
regarding the quality of the tyres manufactured.
The management organized 3 pieces of training
in quality, production, and after-sales service in
the year 2019. Only 50 % of the employees
participated in this training.
Research Questions
The research problem and questions were
focused to identify the major factors affecting
the effectiveness of the job performance of the
employees working in ABC Group of
Companies. The considered variables were
motivation, leadership, rewards, and training.
Thus, the primary research questions were
briefly specified as follows,
I. What significant relationship do
rewards have with employees’ job
performance in ABC Group of
Companies?
II. What significant relationship does
training have with employees’ job
performance in ABC Group of
Companies?
III. What significant relationship does
motivation have with employees’ job
performance in ABC Group of
Companies?
IV. What significant relationship do
leadership styles have with
employees’ job performance in ABC
Group of Companies?
Research Objectives
The general objective of the study was to
identify the factors affecting the job
performance of the employees of ABC Group
of companies. To achieve the main objective,
the following specific objective was
established.
 To analyze the effect of rewards,
training, motivation, and leadership
style on employee job performance.
Literature Review
Concepts of Employee Performance
Organizations are transforming coping against
the changing needs of the environment and
excelling in the business by building up their
adaptive capabilities for managing change
proactively. The sustainability of a business
organization is depending on the talent, skill,
3
knowledge, and experience of employees and
their performance. Performance is the
accomplishment of a given task measured
against preset known standards of accuracy,
completeness, cost, and speed. Employee
performance is the contribution of employees to
the achievement of organizational objectives.
Employees are expected to perform to an
acceptable level of the standard and managers
follow up and evaluate the performance of
employees to attain the stated objective of an
organization (Armstrong, 2012). Performance
can be defined as the achievement of a specified
task measured against predetermined or
identified standards of accuracy, completeness,
cost, and speed. In an employment contract,
performance is deemed to be the
accomplishment of a commitment in such a
manner that releases the performer from all
liabilities laid down under the contract
(Birhane, 2016).
The concept of performance management is a
continuous process that reflects normal, good
management practices of setting direction,
monitoring and measuring performance, and
acting accordingly. Performance management
should not be imposed on managers as
something ‘special’ they have to do. It should
instead be treated as a natural function that all
good managers carry out. Performance
management is about getting results. It is
concerned with getting the best from people and
helping them to achieve their potential. It is an
approach to achieve a shared vision of the
purpose and aims of the organization. It is
concerned with helping individuals and teams
achieve their potential and recognize their role
in contributing to the goals of the organization.
Performance management is a systematic
process for improving organizational
performance by developing the performance of
the individuals and teams (Armstrong, 2012;
Pam, 2000)
Performance management aligns individual and
organizational objectives (Mbua & Sarisar,
2013). Wright et al. (2003) has pointed out that
individuals are more committed to their
performance objectives when they believe those
objectives are achievable and will result in
important outcomes for themselves or, the
organization in which they work. Cokins (2004)
defines Performance Management, is the
process of managing the execution of an
organization’s strategy. It is how plans are
translated into results. Performance
management fosters a work environment in
which managers and employees are genuinely
engaged and behave as if they were business
owners. In general, all organizations have
people who are not performing to standard but
try not to label them as ‘poor performers. Over
their careers, people may have times when they
are performing well and other times when they
are not bringing in the results expected. The
challenge is to maintain and develop the
performance of all people. Performance
management is an important Human Resource
Management process that provides the basis for
improving and developing performance and is
part of the reward system in its most general
sense. Performance management is a means of
increasing the engagement and motivation of
people by providing positive feedback and
recognition.
The overall objective of performance
management is to develop the capacity of
people to meet and exceed expectations and to
achieve their full potential to the benefit of
themselves and the organization. Performance
management provides the basis for self-
development but importantly, it is also about
ensuring that the support and guidance people
need to develop and improve are readily
available. There may be several reasons for the
poor performance (Armstrong, 2012).
 Personal ability: Does the individual
have the capability? Is there a skills
gap needing training?
 Manager ability: Have I given enough
direction, and made sufficient
resources available?
 Process gap: Has the appraisal system
been at fault? Have the goalposts
moved, or external forces made the
task unattainable? Have there been
regular enough review sessions?
 Reward system, is it pointing in the
right direction?
 Environmental forces: Has the
organization created departmental
barriers, red tape, overkill, cultural
restrictions, or hidden agendas which
make the task impossible?
 Personal circumstances: Has
something at home affected
performance at work?
 Motivation: Is the person demotivated
or suffering from stress or lack of
challenge?
4
Poor performance can often be a symptom of
other problems.
Individual performance can be measured by
reference to key performance indicators (KPIs)
and metrics. KPIs define the results or outcomes
that are identified as being crucial to the
achievement of high performance. Strictly
speaking, metrics are measurements using a
metric system, but the term is used generally for
any form of measure. It can be argued that what
gets measured is often what is easy to measure.
And in some jobs what is meaningful is not
measurable and what is measurable is not
meaningful. Measuring performance is
relatively easy for those who are responsible for
achieving quantified targets, for example, sales.
It is more difficult in the case of knowledge
workers, such as scientists. But this difficulty is
alleviated if a distinction is made between the
two forms of results – outputs and outcomes.
Further, performance is a multidimensional
construct, the measurement of which varies
depending on a variety of factors. A more
comprehensive view of performance is
achieved if it is defined as embracing both
behaviour and outcomes. Employees’
performance is an important factor that
contributes to improving the outcomes,
behaviour, and traits of the employees. It helps
to improve the productivity of the organization
holistically (Armstrong, 2012).
As described by Hunger and Wheelen (2011),
controls can be established to focus either on
actual performance results (output) or on the
activities that generate the performance
(behaviour), Whereas behaviour controls
specify how something is to be done through
policies, rules, standards, operating procedures,
and orders from a supervisor. Output controls
specify what is to be accomplished by focusing
on the results of the behaviours through the use
of objectives and performance targets or
milestones. There are essentially three types of
performance data available; these are measures
of the output of goods and services, which may
be quantitative (units produced, customers
served) or qualitative (number of errors,
customer complaints); measures of time,
including lateness, absence, lost working time,
failure to meet deadlines); and financial
indicators, which include a large array of
possibilities. These may be interrelated; thus,
absence reduces a unit production level which
reduces profits.
Where ‘hard’ quantitative data are not
available, we may wish to resort to measures of
behaviour. Ideally, we observe people at work,
noting whether they approach customers and
offer help, or noting whether they observe
safety procedures. Failing that, we can obtain
reports either from an ‘observer’, such as the
superior or a peer or subordinate, or from the
person understudy (Mwita, 2002). Behaviour
and output controls are not interchangeable.
Behaviour controls (such as following company
procedures and getting to work on time) are
most appropriate when performance results are
hard to measure but the cause-effect connection
between activities and results is clear.
Moreover, output controls (such as surveys of
customer satisfaction) are most appropriate
when specific output measures have been
agreed on but the cause-effect connection
between activities and results are not clear
(Birhane, 2016).
Factors Affecting Employees’ Job
Performance
As Thao and Hwang (2002) mentioned, there
are certain factors individually and collectively
affect the performance of employees positively
or negatively, including:
Reward
The reward is central to the employment
relationship. The total reward is the
combination of financial (e.g., profit Share,
employee benefit, incentive) and non-financial
rewards (e.g., achievement, autonomy,
recognition, career development opportunities)
available to employees. A total reward
approach is holistic; reliance is not placed on
one or two reward mechanisms operating in
isolation, the account is taken of every way in
which people can be rewarded and obtain
satisfaction through their work (Birhane, 2016;
Armstrong, 2012).
Training
Training is a type of activity that is planned,
systematic and it results in an enhanced level of
skill, knowledge, and competency that is
necessary to perform work effectively. Existing
literature presents evidence of the existence of
obvious effects of training and development on
employee performance. Employee
competencies change through effective training
programs. Training has been proved to generate
performance improvement-related benefits for
the employee as well as for the organization by
positively influencing employee performance
through the development of employee
knowledge, skills, ability, competencies, and
behaviour. Training refers to bridging the gap
5
between the current performance and the
standard desired performance. Training could
be given through different methods such as
coaching and mentoring, peers’ cooperation,
and participation by the subordinates. Training
programs not only develop employees but also
help an organization to make the best use of its
human resources in favour of gaining a
competitive advantage. Therefore, it seems
mandatory for the firm to plan for such training
programs for its employees to enhance the
abilities and competencies that are needed at the
workplace (Birhane, 2016).
The Relationship between Training and
Employees` Performance
Most of the previous studies provide evidence
that there is a strong positive relationship
between human resource management practices
and organizational performance. Training and
development programs as one of the vital
human resource management practices
positively affect the quality of the worker's
knowledge, skills, and capability and thus
results in higher employee performance on the
job. This relation ultimately contributes to
supreme organizational performance
(Sendawula et al., 2018).
Bridging the performance gap refers to
implement a relevant training intervention for
the sake of developing particular skills and
abilities of the workers and enhancing
employee performance. The study further
elaborates the concept by stating that training
facilitates organization to recognize that their
workers are not performing well and thus their
knowledge, skills, and attitudes need to be
moulded according to the needs of the firm.
There might be various reasons for the poor
performance of the employees such as workers
may not feel motivated anymore to use their
competencies, or maybe not confident enough
in their capabilities, or they may be facing
work-life conflict. All the above aspects must
be considered by the firm while selecting the
most appropriate training intervention that
helps organization to solve all problems and
enhance employee motivational level to
participate and meet firm expectations by
showing desired performance. Further,
employee superior performance occurs only
because of good quality of training program that
leads to employee motivation and the
fulfillment of their needs (Chandavimol et al.,
2013).
Competencies changes through effective
training programs. It not only improves the
overall performance of the employees to
effectively perform the current job but also
enhances the knowledge, skills, and attitude of
the workers necessary for the future job, thus
contributing to superior organizational
performance. Through training, the employee
competencies are developed and enable them to
implement the job-related work efficiently and
competitively achieve firm objectives.
However, employee performance is also
affected by some environmental factors such as
corporate culture, organizational structure, job
design, performance appraisal systems, power
and politics prevailing in the firm, and group
dynamics. If the above-mentioned problems
exist in the firm, employee performance
decreases not due to a lack of relevant
knowledge, skills, and attitude, but because of
above mentioned hurdles. To make training
effective and to ensure the positive effect of
training on employee performance these
elements should be taken into consideration;
corporate culture, organizational structure, job
design, performance appraisal systems, power
and politics prevailing in the firm, and the group
dynamics. If the above-mentioned problems
exist in the firm, employee performance
decreases not due to a lack of relevant
knowledge, skills, and attitude, but because of
above mentioned hurdles. To make training
effective and to ensure the positive effects of
training on employee performance, these
elements should be taken into consideration
(Birhane, 2016).
Motivation
Motivation is the inner feeling or desire that
initiates within a person either intentionally or
unintentionally to complete the job excellently
because it’s pleasurable and not obligatory for
what will be expected in arrival. For the
organization, employee motivation is one of the
best policies to improve effective work
management between the organization and
employees. Motivation is very significant for
the organization or management to treasure a
method to motivate their workers. When
workers realize that their views considered
being valued, it provides them with an intellect
of belongingness which can motivate the
employees. The incentive always accomplishes
the demand and requirements of the workers
and in return, the individuals repay it through
hard work and honesty. The main objective of
the organization is to classify the needs and
wants and replying it to the most elementary
method of all organization to get the
commitment of the workers (Oluseye et al.,
2014).
6
Motivation is divided into two major types,
intrinsic and extrinsic motivation. Intrinsic
motivation is linked to work content which
happens when employee executes an action
from which they develop gratification for
simply appealing in the effort himself/ herself.
Many scholars defined intrinsic motivation as
the performing of action for its innate happiness
relatively than for some distinguishable
significance. Intrinsic motivation denotes the
innate features of the job and distinguishing
connected with the work itself, for illustration
the capability to discuss to personnel an
intellect of interest, accomplishment,
achievement, and responsibility. Intrinsically
motivated employees are encouraged to
perform for the exciting or trial enabled rather
than because of outside stress and incentive. For
some activities, workers are intrinsically
motivated and not others, but not everyone is
intrinsically motivated for some specific duty or
works (Birhane, 2016). According to Guay et
al. (2010), intrinsic motivation refers to
motivation that is energetic, by individual
attentiveness, enjoyable, and is usually various
from extrinsic motivation which is operated by
strengthening eventuality.
Extrinsic motivation is an idea that affects
whenever an activity is complete in direction to
achieve some distinguishable results. Its’
transactions with the external surroundings
mean what the organization must suggest.
According to Herzberg (1987), extrinsic
motivation frequently mentions working
features that are outside of the job themselves,
given that incentives like pay, promotion, job
security, and funds sufficiency. In another
aspect, extrinsic motivation contains the more
figurative benefits concerning customer
appreciation and communal endorsement, and
another community supports. Appraisal of this
measurement imitates a worker’s want for the
satisfaction of public desires from the effort of
doing. Thus, extrinsic motivation is in disparity
with intrinsic motivation. The extrinsic facet of
employee motivation is apprehensive with the
quality positioned on substantial remuneration
at the effort. Extrinsic or material rewards
provided by the organization that is tangible and
visible to others (Bellenger et al., 1984).
Motivation is concerned with the factors that
influence people to behave in certain ways.
Some of the employee motivation-related
concepts are Maslow’s hierarchy of needs, the
Economic man approach, Herzberg’s two
factors model, Instrumental theory, Equity
theory, and Expectancy theory (Armstrong, doing jobs and carrying out decisions. In the
2012). democratic style, employees have discretionary
power to some extent to carry out their jobs, so
Leadership their performance is better than in the autocratic
style (Iqbal et al., 2015).
Many scholars give a different definition for the
single word leadership. Leadership is a process
by which an executive can direct, guide, and Methodology
influence the behaviour and work of others
In this study, a mixed methodology majorly
toward the accomplishment of specific goals in
with the scientific method was practiced.
a given situation. Leadership is an ability of a
Leadership style, motivation, rewards, and
manager to induce the subordinates to work
training were used as independent variables to
with confidence and enthusiasm. Leadership
measure the dependant variable which was
can be defined as the capacity to influence a
employee performance. Furthermore, the study
group's realization of the goal. Leaders are
aimed at obtaining information from a
required to develop the future vision, and to
representative selection of the population, and
motivate the organizational members to want to
the researcher was able to generalize the
achieve the visions and to improve the
findings to a larger population. A structured
performance (Iqbal et al., 2015). According to
questionnaire was used for data collection with
Adair (2002), leadership is the ability to
the intent of generalizing from a sample to a
persuade others to seek defined objectives
population. The researcher used a proportionate
enthusiastically. It is the human factor that
stratified sampling technique to select the
binds a group together and to improve their
sample from the population. Microsoft Excel
performance and to direct them towards goals.
and SPSS Version 23 (Statistical Package for
Leadership is to deal and cope with change,
Social Science) were used to organize and
focusing on the long-term and the big picture,
process the data gathered from the
not always doing to safeguard himself in fact to
questionnaire.
take risks, and concentrating on people and their
values, not just the bottom line (Koudri,1999). Conceptual Framework
Leadership Style: Leadership style is a set of The research is mainly based on the conceptual
the features of a leader to influence framework adopted from the journal (Thao &
subordinates so that organizational goals can be Hwang, 2002). Based on the conceptual
achieved. To be a good leader, a leader should framework, the hypothesis was developed. This
be able to choose what kind of leadership style research study has mainly four independent
is suitable to be applied in the company to variables namely rewards, training, motivation,
motivate employees as well as to discipline and leadership style, and one dependant
employees in the company. An effective leader variable, employee performance. The purpose
has a responsibility to provide guidance and of the study as mentioned above was to find out
share the knowledge to the employee to lead the relationship between independent variables
them for better performance and make them an and dependent variables. Moreover, to see to
expert for maintaining the quality. And to what extent rewards, training, motivation, and
become the head of all the team members is leadership style factors affect employees’
such a great responsibility. The introduction of performance at ABC Group of Companies and
clear standards of leadership promotes the core which factor contributes significantly.
values and maturity of their role and
responsibility. As the situation affects which
functions the leaders carry out, it would also
affect how the functions are performed. There
are broadly three types of leadership styles
namely autocratic, democratic, and
participative (Birhane, 2016).

The participative style of leadership has a

greater positive effect on employee
performance in which, the employee feels
power and confidence in doing their job and in
making different decisions. And in autocratic
style leaders only have the authority to take
decisions where employees feel inferior in

7

Independent Variable Dependent Variable
Figure 1: Conceptual Framework
Hypotheses of the Study
From the above literature review, found that
many factors were affecting Transformational
Leadership, and using the above Conceptual
framework model, the following hypotheses
were developed:
1. H10: There is no relationship between
rewards and employee performance.
H1a: There is a relationship between
rewards and employee performance.
2. H20: There is no relationship between
training and employee performance.
H2a: There is a relationship between
training and employee performance.
3. H30: There is no relationship between
motivation and employee
performance.
H3a: There is a relationship between
motivation and employee
performance.
4. H40: There is no relationship between
leadership style and employee
performance.
H4a: There is a relationship between
leadership style and employee
performance.
Sampling Method
The questionnaire was constructed with the
guidance of the supervisor and questions
formulated from the literature along with
questionnaires from published journals and
papers. The initial discussion was held with the
founder of the organization, ABC Group of
8
Companies and upon getting the approval to
conduct the research, the questionnaires were
distributed among 5 executive and 75 non-
executive level employees. The questionnaire
was constructed in the English language; the
researcher took time to explain the
questionnaire one by one for a group of 5 – 10
employees for 30 minutes at a time for 3
consecutive days.
10 workings days/ 2 weeks were given for the
sample group to return the filled questionnaires
and a reminder was given at the end of 2 weeks
in the form of a letter to every department where
the sample group was employed. Another 1
week was given and the filled questionnaires
were collected from the relevant departments.
Follow-up calls were also made to inform the
deadline of the submission and visited the
organisation thrice to collect the filled
questionnaire. The request letter of the reminder
of submission of the questionnaire can be found
in the annexure. The distribution of the
questionnaire was carried out in February 2020
and ran until the middle of March, 60 out of 80
questionnaires received just before the breakout
of the pandemic of the Coronavirus. Phone calls
were made to receive the questionnaires to get
the rest of the questionnaires, but employees
were not motivated enough to return the
questionnaire since the lockdown was imposed.
Population: The target population of the study
was executives and non-executives of the ABC
Group of Companies, located in Polonnaruwa
with a total population of 320. The researcher
excluded employees of non-clerical workers
such as janitors and securities who were
outsourced from other organization; moreover,
the target population was selected considering
the easy access to data, cost-effectiveness, and
easy manageability of the study. 5 executive
and 75 non-executive level employees were
selected to the sample group and the method of
selection is shown below under the sample and
sample technique section.
Sample and sampling technique: In line with
the sampling methods described by Sekaran
(2003), a proportionate stratified sampling
technique was used to determine the sample
size. With proportionate stratification, the
sample size of each stratum was proportionate,
which is 30% from both executives and workers
to the population size of the stratum.
Sampling size: The following calculation was
used to determine the representative sample
size.
There were 300 workers and 20 executive-level variables, and employee performance was the
staff working for ABC Group of companies. dependant variable.

Executives Workers The questionnaire contained closed-ended

20 300 questions with 5 Likert Scale from “Strongly
Disagree” = 1 to “Strongly Agree” = 5 and it
1 : 15 = (1+15) = 16 was administered by the researcher. Employees
of the ABC Group of Companies were taken to
16 x 5 = 80 serve as the main source of primary data.
According to the study conducted by Birhane
Correlation coefficient (r) Strength of the (2016), the mean score below 3.39 was
considered as low, the mean score from 3.40 up
correlation
to 3.79 was considered as moderate, and mean
From 0.01 up to 0.09 Negligible association score above 3.8 was considers as high as
From 0.10 up to 0.29 Low association illustrated by Comparison bases of the mean of
From 0.30 up to 0.49 Moderate association a score of five-point Likert scale instrument.
Thus, details of the analysis were presented in
From0.50 upto0.69 Substantial association
line with the aforementioned study.
From 0.70 and above Very strong association
Sample size = 80 Table 1: Correlation Coefficient (r)
Source: (Kotrlik et al., 2011)
Executives 1 : 15 workers
Secondary data collection: Secondary data on
80 x 1/ 16 : 80 x 15/16 the company’s records and on the previous
works conducted in the subject matter were
5 : 75 collected mainly from reference books,
journals, and company Annual reports.
Moreover, Scholarly literature was reviewed
80 using Emerald and Google scholar to make the
study a complete picture.

Consequently, a sample of 80 employees Data Analytical presentation techniques

including 05 executives and 75 non-executives
were selected from the target population of
ABC company.
Data Types
The study employed both primary and
secondary sources of data collection.
Primary data collection: To realize the target,
the study used a well-designed questionnaire as
the best instrument. The questionnaire was
adopted from different sources which were
found to be appropriate for the study.
The first part of the questionnaire was included
seven items about the demographic information
of the respondents. It covers the personal data
of respondents, such as gender, age, educational
qualification, marital status, years of service,
job grade, and salary. The second section of the
questionnaire consisted of 25 questions
designed to extract data of the 05 variables.
Each variable has been equipped with 5
questions which in return come to a total of 25
questions. Leadership style, motivation,
reward, training being the independent
Collected data were analyzed via descriptive
and inferential statistics using Microsoft Excel
and SPSS software (Version 23, IBM, Chicago,
USA). The descriptive statistics (frequency
distribution, percentile, minimum, maximum,
mean, and standard deviation) was used to
examine the demographic information of the
respondents, the general level of job
performance, and the selected determinant
factors of performance. Further inferential
statistics were used to identify the correlation
between the dependent and independent
variables using SPSS. Determining the degree
of association between the selected independent
variables (rewards. training, motivation,
leadership style) and employees’ job
performance was done using Pearson
correlation.
Measurements and Data Analysis
Techniques
Demographic Characteristics of
Respondents
The first part of the questionnaire consists of
seven items about the demographic information

9
of the respondents. It covers the personal data Ordinary level to a degree level. The majority
of respondents, such as gender, age, educational of the sample group holds G.C.E Advanced
qualification, marital status, year of service, level qualification followed by diploma. It was
current job position, and salary. The following accounted for 44% (26 respondents) and 20%
tables, graphs, and figures depicted each (12 respondents) of the total respectively.
demographic characteristic of the respondents. Moreover, 15% of employees (9 respondents)
hold G.C.E Ordinary level qualifications while
Gender of Respondents 18% (11 respondents) had a degree. However,
3% of the respondents had professional
The demographic data for gender showed that qualifications such as ACCA (Association of
there were 57 males and 3 females out of the 60 Certified Chartered Accountants), CIMA
respondents. Figure 4.1 indicated that the male (Chartered Institute of Management
respondents formed majority of the target Accountants), SLIM (Sri Lanka Institute of
population with a percentage of 95%, while Marketing), and masters’ degree qualifications.
female respondents were representing 5%.
G.C.E Ordinary
Level
5% 3% 15% G.C.E.
18%
Advanced
Male Level
Diploma
95% 44%
Female 20% Degree

Figure 2: Gender of Respondents Figure 4: Level of Education of the

Age of respondents
As demonstrated in Figure 3, the majority of the
employees were at the age of 36 - 40 years old
which covered 32% of the total population. This
was followed by 31- 35, 41< and 25- 30 years
old groups respectively. Further, precisely 5%
of the respondents represented the less than 25
years old age group.
Respondents
Civil status of respondents
As indicated in Figure 5, 67% (40 respondents)
of employees were married whereas 28% (17
respondents) of employees were single.
However, 2% (1 respondent) of divorced
employees and 3% (2 respondents) of widowed
employees were also reported.

2% 3%

35 32 28% Single
30 27 Married
25
25 67%
Divorced
20
% Widowed
15 12
10
5
5
0
< 25 25 – 30 31 – 35 36 – 40 41<
Age Figure 5: Civil Status of Respondents

Figure 3: Age of Respondents Years of the service of employees

Educational Qualification of Respondent
According to Figure 4, respondents hold a range
of educational qualifications from G.C.E
As shown in the Figure 6, majority of
employees had served 10-20 years for the ABC
Group of Companies whilst the minority had
served 1- 4 years. It was represented the 47%
(28 respondents) and 10% (6 respondents)

10
respectively. Furthermore, 32% (19 Figure 6: Years of the Service of
respondents) of employees had served 5-9 Employees
years. However, only 12% (7 respondents) of
employees had more than 20 years of working
experience. Job grade of employees
According to Figure 7, job grades of the
employees were categorized into two sections,
12
executive and non-executive grade employees.
Above 20 years
Engineers, Accountants, HR executives,
Years of service

10 – 20 years 47

5 – 9 years 32

1 – 4 years 10

0 20 40 60
Percentage %

International marketing executives and Sales ranged from 13, 500 to 25,000 LKR. It
executives fall under this category. Under the represented 5% of the sample population.
non-executive category supervisors, machine Nearly 23% (14 employees) of employees
operators, workers on the production floor are earned more than 55,001 LKR. However, the
taken into consideration. maximum number of employees, 16
respondents out of 60, had received a salary
ranged from 45,001 – 55,000 LKR. Moreover,
15 respondents (25% of the employees) had
received a salary ranged from 25,001 - 35,000
8% LKR whilst 12 employees (20%) had received
35,001 – 45,000 LKR.
Executive
Table 2: Remuneration Ranges of Employees
92%
Non - Executive Salary Scale in LKR No. of Percentage
respondents (%)

13,500 – 25,000 3 5

25,001 - 35,000 15 25
Figure 7: Job Grade of Employees
35,001 – 45,000 12 20

45,001 – 55,000 16 27
Remuneration Ranges of Employees
55,001 and above 14 23
Table 2 describes the salary ranges received by
60 100
the employees. The researcher had introduced
five scales of salary ranges. Three employees Source: (Survey Data)
had been received the lowest salary which

Relationship between Rewards, Training, Motivation, and Leadership Style with the
Employee Performance
Employee Performance in terms of resource utilization, lateness,
absenteeism, leadership style, etc. while 20% of
Table 3 results show that about 32% of respondents strongly disagreed and 14.7% of
respondents strongly agreed while about 26% respondents disagreed. The further average
agreed about effectiveness on their job mean value, 3.34 was proven that the
performances. However, 8% of respondents had employees of the ABC Group of companies had
neutral statements about their job performance a moderate level of job performance.

11
 Table 3: Employee Response to Job Performance

Question SD D N A SA
Mean Min Max
No Freq % Freq % Freq % Freq % Freq %

Q1 8 13.3 4 6.7 9 15.0 32 53.3 7 11.7 3.43 1 5

Q2 9 15.0 3 5.0 4 6.7 4 6.7 40 66.7 4.05 1 5

Q3 12 20.0 9 15.0 4 6.7 5 8.3 30 50.0 3.53 1 5

Q4 15 25.0 6 10.0 1 1.7 29 48.3 9 15.0 3.18 1 5

Q5 16 26.7 22 36.7 6 10.0 7 11.7 9 15.0 2.52 1 5

20.0 14.7 8.0 25.7 31.7 3.34

Source: (Survey Data)
rewards by the ABC Group of companies while
around 34% of respondents were satisfied.
Rewards However, 8% of respondents had neutral
Table 4 described the employee responses to feelings about rewards. Further, mean score,
rewards on their performances. Nearly 65% of 2.74 was proven the level of satisfaction of
respondents disagreed with the provided employees on rewards.

Table 4: Employee Response to Rewards

Question SD D N A SA
Mean Min Max
No Freq % Freq % Freq % Freq % Freq %

Q1 11 18.3 25 41.7 2 3.3 5 8.3 14 23.3 2.62 1 5

Q2 11 18.3 30 50.0 4 6.7 11 18.3 12 20.0 3.12 1 5

Q3 8 13.3 36 60.0 0 0.0 2 3.3 19 31.7 3.05 1 5

Q4 6 10.0 29 48.3 2 3.3 4 6.7 12 20.0 2.43 1 5

Q5 14 23.3 25 41.7 1 1.7 3 5.0 14 23.3 2.48 1 5

16.7 48.3 3.0 8.3 23.7 2.74

Source: (Survey Data)
practices on the training of ABC Group of
Companies while nearly 30% had positive
Training attitudes. The mean score, 2.38 also indicated
As demonstrated in Table 5, nearly 67% of the low level of contribution of training on the
respondents were not satisfied with the existing job performance of employees.

Table 5: Employee Response to Training

Question SD D N A SA
Mean Min Max
No Freq % Freq % Freq % Freq % Freq %

Q1 33 55.0 15 25.0 1 1.7 6 10.0 13 21.7 2.58 1 5

Q2 22 36.7 4 6.7 1 1.7 5 8.3 10 16.7 1.72 1 5

Q3 33 55.0 12 20.0 1 1.7 3 5.0 26 43.3 3.37 1 5

Q4 38 63.3 1 1.7 0 0.0 3 5.0 12 20.0 1.87 1 5

Q5 24 40.0 20 33.3 3 5.0 2 3.3 12 20.0 2.35 1 5

50.0 17.3 2.0 6.3 24.3 2.38

Source: (Survey Data)

12
Motivation
According to Table 6, the average mean score
of ABC Group of companies on motivation was
2.41. Therefore, it indicated the low level of
motivation of employees against motivational
practices conveyed by the ABC Group of
companies in terms of remuneration, benefits
Table 6: Employee Response to Motivation
packages, promotion, recognition, and working
environment. This was further proven by the
average percentile which showed as 28%
strongly disagree and 45% disagree with the
current motivational practices. However, nearly
23% had a good attitude on motivation whilst
4.3% had a neutral mind.

Question SD D N A SA
Mean Min Max
No Freq % Freq % Freq % Freq % Freq %
Q1 17 28.3 33 55.0 1 1.7 1 1.7 5 8.3 1.92 1 5

Q2 19 31.7 25 41.7 1 1.7 3 5.0 12 20.0 2.40 1 5

Q3 20 33.3 28 46.7 2 3.3 1 1.7 13 21.7 2.52 1 5

Q4 16 26.7 23 38.3 2 3.3 1 1.7 15 25.0 2.45 1 5

Q5 12 20.0 26 43.3 7 11.7 3 5.0 14 23.3 2.78 1 5

28.0 45.0 4.3 3.0 19.7 2.41

Source: (Survey Data)
However, 20.3% of respondents strongly
agreed while 7.7% of respondents agreed about
the leadership styles conveyed by the ABC
Leadership Style Group of companies. But 10.7 % had neutral
feelings about leadership style. Moreover, the
As indicated in Table 7, about 61% of mean average score, 2.43 confirmed the low
respondents had not a positive attitude towards satisfaction of employees on leadership style of
the existing leadership style practices. ABC Group of companies.

Table 7: Employee Response to Leadership Style

Question SD D N A SA
Mean Min Max
No Freq % Freq % Freq % Freq % Freq %

Q1 29 48.3 12 20.0 9 15.0 2 3 8 13.3 2.13 1 5

Q2 22 36.7 10 16.7 4 6.7 8 13 16 26.7 2.77 1 5

Q3 29 48.3 9 15.0 2 3.3 3 5 17 28.3 2.50 1 5

Q4 24 40.0 10 16.7 9 15.0 5 8 7 11.7 2.10 1 5

Q5 28 46.7 11 18.3 8 13.3 5 8 13 21.7 2.65 1 5

44.0 17.3 10.7 7.7 20.3 2.43

Source: (Survey Data)

Correlation Analysis between

Independent Variables and Dependent
Variables
Correlation Analysis between Rewards and with the employee performance of ABC Group
Employee Performance of companies and a statistically significant
effect of rewards on employee job performance
In line with the results indicated in Table 8, (p= 0.001).
rewards have a moderate association (r=0.411)

13
Table 8: Correlation Analysis between Rewards and Employee Performance

Employee
Performance Rewards
Employee Performance Pearson Correlation
1 .411**

Sig. (2-tailed) .001

N 60 60
Rewards Pearson Correlation
.411** 1

Sig. (2-tailed) .001

N 60 60
**. Correlation is significant at the 0.01 level (2-tailed).
Source: (Survey Data)

Correlation Analysis between Training and .112, R2 = 0.030) have a low relationship with
Employee Performance employee performances. Moreover, there is no
statistically significant relationship (p= 0. 187)
As shown in Table 9, the existing training between training and employee job
practices of the ABC Group of companies (r=- performance.
Table 9: Correlation Analysis between Training and Employee Performance

Employee
Performance Trainings
Employee Performance Pearson
1 .173
Correlation
Sig. (2-tailed) .187
N 60 60
Trainings Pearson
.173 1
Correlation
Sig. (2-tailed) .187
N 60 60

Source: (Survey Data)

Correlation Analysis between Motivation
and Employee Performance
According to Table 10, the correlation
coefficient between motivation and employee
performance was 0.822 and R2 was 0.675.
Thus, it was clear that there was a strong
association between these two variables.
Further, motivation and employee performance
of ABC Groups of companies have a
statistically significant relationship (p=0.000).

14
Table 10: Correlation Analysis between Motivation and Employee Performance

Employee Performance Motivation

Employee Performance Pearson Correlation
1 .822**

Sig. (2-tailed) .000

N 60 60
Motivation Pearson Correlation
.822** 1

Sig. (2-tailed) .000

N 60 60
**. Correlation is significant at the 0.01 level (2-tailed).
Source: (Survey Data)

Correlation Analysis between Leadership negative correlation (r= -0.050, R2 = 0.003)

Style and Employee Performance with employee job performance. Further, the
relationship between leadership style and
As demonstrated in Table 11, the leadership employee job performance was not statistically
style of ABC Group of companies has a significant (p= 0. 704).
Table 11: Correlation Analysis between Leadership Style and Employee Performance

Employee Leadership
Performance Style
Employee Performance Pearson Correlation
1 -.050

Sig. (2-tailed) .704

N 60 60
Leadership Style Pearson Correlation
-.050 1

Sig. (2-tailed) .704

N 60 60
Source: (Survey Data)

Findings and Discussion their homes. Transportation cost is minimized

The data gained from the demographic explains
that there is 95 % of the employees are males
and 5% of them are males. There is a huge gap
in gender equality. Hence the production of
tyres is a tiresome job, ladies in the area are
reluctant to work for ABC Group of
Companies. Most of the employees fall
underage category of 36 – 40 years of age. 44%
of the sample group is G.C.E Advanced Level
qualified. The company hires labour from
nearby places. So, they have hired people with
advanced levels to work in the production area.
New and complicated types of machinery are
not in place and the job does not require a high
caliber to operate these machines. 67 % of the
sample group are married and it is convenient
for the workers to go to a job that is closer to
in the lives of the workers. Nearly half of the
employees in the sample group, which is 47%
of them, are working for the company for more
than 10 years and 20 years. The founder of the
company hired people who are related to him.
So, they are being with this organization for a
longer period. 92 % of the sample group is non-
executive level employees, who are engaged in
operational jobs such as supervisors and
workers in the production area. On the other
hand, 8 % of the non-executive category staff
are finance professionals and engineers.
From the arithmetic mean values, it shows that
rewards (mean = 2.74), trainings (mean = 2.38),
motivation (mean = 2.41), leadership style
(mean = 2.43) motivation (mean=2.86),
leadership (mean=2.94). From this, we can

15
understand that low values with the internal
factors practice. Still, these practices need
improvements so that employees will bring
better results than the organisation expects more
from its employees. All independent variables
have low mean values, need greater attention.
And job performance of employees in ABC
Group of Companies under this study, the mean
score for job performance is 3.34 which
indicates the moderate level.
When we look at the independent variables
which have the lowest values which are in
between 2 and 3 (between disagree and neutral
in the Likert scale), from the mean values it is
clear that there must be other independent
variables are in play in terms of the mean value
of job performance which is 3.34 (which is
between neutral and agree according to the
Likert scale.)
H10 There is no relationship between rewards and employee performance.
H1a There is a relationship between rewards and employee performance.
The values generated in the Pearson correlation
for rewards (r = 0.411, p = 0.001) is moderately
and positively correlated with employees’ job
performance. Correlation analysis between the
trainings and employee performance (r = 0.173,
p = 0.187), depicts as low association with
employees’ job performance. Motivation in
correlation with employees’ job performance (r
= 0.822, p = 0.000) has very strong association.
Leadership style in correlation with employee
job performance (r = -0.050 , p = 0.704 ) has
negative negligible association.
According to the results achieved we can only
consider accepting the hypothesis in the
following manner.
Reject
Accept

H20 There is no relationship between training and employee performance. Accept

H2a There is a relationship between training and employee performance. Reject
H30 There is no relationship between motivation and employee performance. Reject
H3a There is a relationship between motivation and employee performance. Accept
H40 There is no relationship between leadership style and employee performance. Accept
H4a There is a relationship between leadership style and employee performance. Reject

Conclusion and motivational factors (promotion,

Determinant internal factors examined in this
study, especially rewards, training, motivation,
and leadership style at ABC Group of
Companies are not being implemented properly
as they have to be put into effect. That means
there are still limitations in implementing these
practices. Regardless of, moderately well
implementation of the organisation’s practices,
the job performance of employees is moderate.
The organisation is still not utilizing the full
potentials of its human resources due to the
above limitations in implementing the human
resource management practices properly.
Employees in the organisation must be
motivated well enough to reach their fullest
potential. Motivation can be achieved through
different levels of aspect, the literature
discusses the hierarchy of needs, this has to be
analyzed on an individual basis and relevant
measures have to be taken to alleviate the gap
between desired and expected levels in
performance. Rewards also have to be aligned
with the job performance and both hygiene
(working environment, salaries, working hours)
recognition, bonuses) have to be addressed
among the employees.
As shown from correlation results that
motivation and rewards have significant
positive relation and positive significant effect
on employees’ job performance in ABC Group
of companies. However, motivation shows a
very strong association with employee
performance. Therefore, remuneration, benefits
packages, recognition, promotion, a working
environment that were tested through the
questionnaire should be implemented properly
by making changes in the company policies for
the long run of the organisation. In this regard,
the organisation has the opportunity to get a
high level of employees’ job performance since
it has better contribution than other internal
factors in this study. Based on the result we can
infer that there is a promising chance to
alleviate the current employees’ job
performance because motivation has a greater
contribution than other internal factors in this
study. Moreover, the overall bundles of
determinant factors incorporated in this study

16
have a positive effect on employees’ job
performance except for leadership style.
Recommendations
The study investigated that the organisation has
limitations in properly implementing the
internal factors assessed in this research which
are rewards, training, motivation, and
leadership style. Hence, the management of
ABC Group of Companies should review their
Human resource management implementations.
In doing so ensuring the participation of
employees from every level in the organization
is indispensable. Because it is essential to get
enough direct input concerning the human
resource-related factors that affect employees.
This helps develop smart policies that could
inspire employees for enhanced job
performance. If not employees may no longer
stay working in this organisation or even if they
stay they will not perform well enough to be
outstanding, where: they do not get adequate
training to reduce difficulties to discharging
their responsibilities, there is no equitable
salary, and no fair promotion, without freedom
in making decision-related to their job, no
culture of encouraging for an employee who
scores the high level of job performance, and
poorly designed office layout which may lead
to risk for that specific job.
A positive motivational practice can be
achieved through that management should
increase compensation following work
experience and inequitable manner within the
organisation and equitable when compared to
others which are in the same industry on the
basis assessments of the job relative internal
value and the external relativity’s i.e., market
rate. Besides equitable salary payment,
recognition and promotion programs should be
regularly considered to recognize good job
performers of the organisation. Promotional
opportunities should also be administered based
on employees’ performance evaluation scores
fairly and transparently in which considers all
employees equally without any discrimination.
And also, alternative forms of reinforcement
should be introduced and used frequently,
including verbal reinforcement and priority for
educational opportunities for employees who
excel in their job performance.
A proper reward management system should
be developed, and they can hire an external
human resource professional to do it for the
organisation if they find whether the existing
human resource personnel could not implement
it. A reward system should be linked to the
performance of the employee. Each employee
should be assessed to know where he stands and
what kind of reward can he be rewarded for
good performance. A personality test can be
done throughout the organisation to what type
of rewards would motivate employees to
perform well. There must be sufficient time and
effort spent in developing a sound rewards
system, this too can be linked to the Key
Performance indicators and the managers can
monitor the employees closely to learn about
their people to serve them better so that would
serve the clients best.
Suggestion for Further Research
The employer should know about their people.
Thus, a study can be done to measure and
implement a knowledge management system.
As motivation and rewards have relationships
with job performance, in-depth research can be
carried out to go deeper and to resolve issues in
terms of motivation and rewards. The
researcher was limited to four factors or
practices which affect the job performance of an
employee, but the future researchers may focus
on different variables or a combination of those
variables included in this study.

References
Adair, J. (2011). Effective Strategic Leadership: The Complete Guide to Strategic Management.
London: Pan Macmillan.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice (12th

edition), Ashford Colour Press: United Kingdom.

Atatsi, E. A., Stoffers, J., & Kil, A. (2019). Factors affecting employee performance: a systematic
literature review. Journal of Advances in Management Research.
http://doi.org/10.1108/JAMR-06-2018-0052

Birhane, G. (2016). Determinant Factors Affecting Employees’ Job Performance: The Case Of Addis
Ababa City Branches Wegagen Bank S.C. Ethiopia: Addis Ababa University. Retrieved form:

17
 http://etd.aau.edu.et/bitstream/handle/123456789/9739/Getamesay%20Birahne.pdf?sequence=
1&isAllowed=y (Accessed: 04/.2/2020)

Bellenger, D. N. Wilcox, J.B. & Ingram, T.N. (1984). An examination of reward preferences for sales
managers. Journal of Personal Selling and Sales Management, 4(2), 1 - 6.
http://doi.org/10.1080/08853134.1984.10754375

Chandavimol, P., Natakuatoong, O., & Tantrarungroj, P. (2013). Knowledge Management and Action
Learning in Blended Training Activities. Creative Education , 4(9), 51-55.
http://dx.doi.org/10.4236/ce.2013.49B010

Cokins, G. (2004). Performance management: finding the missing pieces (To close the intelligence
gap), John Wiley & Sons, Inc., Hoboken, New Jersey. Retrieved from: http://www.untag-
smd.ac.id/files/Perpustakaan_Digital_2/PERFORMANCE%20MANAGEMENT%20%20Perf
ormance%20Management.pdf (Accessed: 24/03/2020)

Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation,
communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 75
- 94. http://doi/10.1002/piq.20039

Guay, F., Chanal, J., Ratelle, C. F., Marsh, H. W., Larose, S., & Boivin, M. (2010). Intrinsic, identified,
and controlled types of motivation for school subjects in young elementary school children.
British Journal of Educational Psychology, 80(4), 711–
735. http://doi/10.1348/000709910x499084

Herzberg, F. (1987). One More Time: How Do You Motivate Employees? Boston, MA02163: Harvard
Business Review. Retrieved from:
https://kyleshulfermba530.weebly.com/uploads/2/3/4/5/23454770/one_more_time_-
_how_do_you_motivate_employees.pdf (Accessed:12/10/2020)

Hunger, J., & Wheelen, T. (2011). Essentials of Statergic Management (5th Edition). Pearson
Education. United Kingdom. Retrieved from: https://silo.pub/essentials-of-strategic-
management-5th-edition.html (Accessed: 16/03/2020)

Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of Leadership Style on Employee Performance.
Arabian Journal of Business and Management Review, 5(5), 146-151.
http://doi.org/10.4172/2223-5833.1000146

Kirkpatrick, D. L, (2006). Improving Employee Performance Through Appraisal And Coaching (2nd
edition). AMACOM: United States of America.
Kotrlik, J., Williams, H., & Jabor, K. (2011). Reporting and Interpreting Effect Size in Quantitative
Agricultural Education Research. Journal of Agricultural Education, 52(1), 132–
142. http://doi/10.5032/jae.2011.01132

Kourdi, J. (1999). One stop leadership. ICSA Publishing Limited, London.

Oluseye, O., Amos, A. O., & Abiola, O. O. (2014). Effect of Motivation on Job Satisfaction of Selected
Sales Representatives. Journal of Educational and Social Research, 4(1), 197-203.
http://doi.org/10.5901/jesr.2014.v4n1p197

Mbua, P., & Sarisar, J. O. (2013). Concept of performance contracting –Kenyan scenario/experience.
Developing Country Studies, 3(2), 101-112. Retrieved from:
https://core.ac.uk/reader/234680990 (Accessed:29/03/2020)

Mohammed, S.Z. & Nimalathasan, B. (2011).Factors affecting employees’ performance. Economic

Sciences Series, 8(1), 9-15

Mwita, I. John. (2002). The Role of Motivation in Performance Management: The case ofperformance-
related-pay schemes in British local Authorities, International Development Department

18
 (IDD). School of Public Policy, the University of Birmingham Retrieved from:
https://etheses.bham.ac.uk/id/eprint/49/1/Mwita03PhD.pdf (Accessed: 21/02/2020)

Nelson, D. L., & Quick, J. C. (2003). Organizational behaviour: foundation, realities and challenges
(4th Edition). Australia: Thomson South-Western.
Pam, J. (2000). The performance management pocketbook, Management Pocketbooks Ltd, United
Kingdom
Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J., & Najjemba Muganga, G. (2018). Training,
employee engagement and employee performance: Evidence from Uganda’s health sector.
Cogent Business & Management, 5(1), 1–12. http://doi/10.1080/23311975.2018.1470891
Stone, R.J. (2008). Human Resource Management (6th edition). John Wiley and Sons, Australia.

Thao, L. T., & Hwang, Chiou-shu. (2002). Factors affecting employee performance–evidence from
petrovietnam engineering. Retrieved from:
http://ir.meiho.edu.tw/bitstream/987654321/2774/2/FACTORS+AFFECTING+EMPLOYEE+
PERFORMANCE.pdf (Accessed:17/03/2020)

Wright, P. M., Gardner, T. M., & Moynihan, L. M. (2003). The impact of HR practices on the
performance of business units. Human Resource Management Journal, 13(3), 21–36.
http://doi/10.1111/j.1748-8583.2003.tb00096.x

19

View publication stats