THE DETERMINANTS OF EMPLOYEE PERFORMANCE IN JORDANIAN ORGANIZATIONS

Abstract

Purpose -  The study aims to explore the determinants of employees’ performance in Jordanian industrial sector specifically exploring the impact of employees’ satisfaction, management standards and trainings on employee’s performance while exploring the mediating impact of employees’ engagement.

Methodology -  Thus, a sample of 100 administrative and executive managers is selected from industrial sector of Jordan through convenient sampling. Primary data is collected, distributing 2 questionnaires to each organization; one for the administrative manager and one for the executive manager individually. Quantitative data analysis technique is adopted while implementing structural equation modelling through AMOS.

Findings- The study found that employees satisfaction, management standards and trainings are significant factors for employees’ performance; having significant impact on employee engagement that ultimately leads towards employees’ performance. But the most significant among these three is the employee satisfaction.

Conclusion- Organizations should focus on employee satisfaction, management standards and trainings to enhance their engagement towards work, hence improving their performance.  

Keywords

• Employees Performance,Employees Satisfaction,Management Standards,Trainings,Employee Engagement

References

1. Anitha, J. 2014, “Determinants of Employee Engagement and their Impact on Employee Performance”, International Journal of Productivity and Performance Management, Vol. 63, no. 3, pp. 308-323.
2. Ellinger, A. D., Ellinger, A. E. and Keller, S. B. 2003, “Supervisory Coaching Behaviour, Employee Satisfaction and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry”, Human Resource Development Quarterly, Vol. 14, no. 4, pp. 435-458.
3. Gitongu, M. K., Kingi, W. and Uzel, J. M. M. 2016, “Determinants of Employees’ Performance of State Parastatals in Kenya: Kenya Ports Authority”, International Journal of Humanities and Social Science, vol. 6, no. 10, pp. 197-204.
4. Liao, H. and Chang, A. 2004, “A Multilevel Investigation of Factors Influencing Employee Service Performance and Customer Outcomes”, Academy of Management Journal, Vol. 47, no. 1, pp. 41-58.
5. Gruman, J. A. and Saks, A. M. 2011, “Performance Management and Employee Engagement”, Human Resource Management Review, Vol. 21, no. 2, pp. 123-136.
6. Harter, J. K., Schmidt, F. L. and Hayes, T. L. 2002,“Business Unit Level Relationship between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis”, Journal of Applied Psychology, Vol. 87, no. 2, pp. 268279.
7. Mackay, C. J., Cousins, R., Kelly, P. J., Lee, S. and McCaig, R. H. 2004, “Management Standards and Work-Related Stress in the UK: Policy Background and Science”, International Journal of Work, Health and Organizations, Vol. 18, no. 2, pp. 91-112.
8. Markos, S. and Sridevi, M. S. 2010, “Employee Engagement: The Key to Improving Performance”, International Journal of Business and Management, Vol. 5, no. 12, pp. 89-96.

9. Mehrzi, N. and Singh, S. K. 2016, “Competing through Employee Engagement: A Proposed Framework”, International Journal of Productivity and Performance Management, Vol. 65, no. 6, pp. 831-843.
10. Mokaya, S. O. and Kipyegon, M. J. 2014, “Determinants of Employee Engagement in the Banking Industry in Kenya; Case of Cooperative Bank”, Journal of Human Resource Management and Labour Studies, Vol. 2, no. 2, pp. 187-200.
11. Rich, B. L., Lepine, J. A. and Crawford, E. R. 2010, “Job Engagement: Antecedents and Effects on Job Performance”, Academy of Management Journal, Vol. 53, no. 3, pp. 617-635.
12. Saks, A. M. 2006, “Antecedents and Consequences of Employee Engagement”, Journal of Managerial Psychology, Vol. 21, no. 7, pp. 600-619.
13. Sharma, B. R., and Anupama, R. 2010, “Determinants of Employee Engagement in a Private Organization: An Exploratory Study” Advances in Management, vol. 3, no. 10.