Employee’s Expectation and Its Relationship with Job Performance in Private Sector

This study explores the relationship between employee expectations and job performance in the private sector. The study collected data on demographic background, gender characteristics, marital status, ethnicity, age, education level, income status, and length of service. The findings were analyzed using descriptive and inferential statistics.

Employee’s Expectation and Its Relationship with Job Performance in Private Sector
Name
Institution
1

Table of Contents
Chapter 4..........................................................................................................................................2
4.1.0 Demographic Background of the Respondents.............................................................2
4.1.1 Gender Characteristics...............................................................................................3
4.1.2 Marital Status.............................................................................................................3
4.1.3 Ethnicity.....................................................................................................................5
4.1.4 Age.............................................................................................................................6
4.1.5 Higher Education Level.............................................................................................7
4.1.6 Monthly Salary..........................................................................................................8
4.1.7 Length of Service.....................................................................................................10
4.3 Univariate Analysis.........................................................................................................11
4.3.1 RQ1: What is the level of employees’ job performance in the organization?.........11
4.3.2 RQ2: What is the level of employees’ job expectations in the organisation?.................12
4.4 Bivariate Analysis...........................................................................................................12
4.4.1 Hypothesis testing using Independent t-test............................................................12
4.4.2 Hypothesis Testing Using One-Way ANOVA Test................................................13
4.4.3 Using Pearson Correlation Coefficient Test to test Hypothesis..............................16
4.5.0 Summary of the Research Findings.............................................................................20
4.6.0 Chapter Summary........................................................................................................20
CHAPTER 5..................................................................................................................................22
5.1.0 Introduction.................................................................................................................22
5.2.0 Summary of the Study.................................................................................................22
5.3.0 Discussion of the Research Findings...........................................................................23
5.3.1 H01 There is no Significant Difference in Employees’ Job Performance Based on
Gender 23
5.3.2 H02 There is no Significant Difference in Employees’ Job Performance Based on
Age 24
5.3.3 H03 There is no Relationship in between Remuneration and Employees’ Job
Performance............................................................................................................................25
5.3.4 H04 There is no Relationship in between Work Environment and Employees’ Job
Performance............................................................................................................................25
5.3.5 H04 There is no Relationship in between Organizational Culture and Employees’
Job Performance.....................................................................................................................26
2

5.3.6 Summary of Discussion on Research Findings.......................................................27
5.4.0 Research Implications.................................................................................................28
5.4.1 Implication on the Applied Theory.............................................................................28
5.4.2 Future Researcher and Methodology.......................................................................28
5.4.3 Practitioners of Human Resource............................................................................28
5.4.4 Organization............................................................................................................29
5.4.5 Policy.......................................................................................................................29
5.5.0 Research Limitation....................................................................................................29
5.6.0 Recommendations from this study..............................................................................30
5.6.1 Recommendation for Future Researchers................................................................30
5.6.2 Recommendations to Human Resource Practitioners..............................................30
5.6.3 Recommendations for Organizations......................................................................31
5.7.0 Conclusion...................................................................................................................31
3

List of Tables
Table 1: Gender characteristics of the respondents.........................................................................6
Table 2: Marital status of the respondents.......................................................................................7
Table 3: Ethnic background.............................................................................................................8
Table 4: Age....................................................................................................................................9
Table 5: Higher education level.....................................................................................................10
Table 6: Monthly salary level........................................................................................................12
Table 7: Length of service.............................................................................................................13
Table 8: Statistics of univariate analysis.......................................................................................14
Table 9: Mean for each independent variable................................................................................15
Table 10: Mean and standard deviation of employees based on Gender......................................15
Table 11: Independent sample t-test for employees based on gender...........................................15
Table 12: Mean and standard deviation of employees based on age.............................................16
Table 13: Levene’s Test of Equality of Error Variances...............................................................17
Table 14:One-way ANOVA for job performance based on gender..............................................17
Table 15: Tests of Between-Subjects Effects................................................................................17
Table 16: Pairwise Comparisons of the different groups of the independent variable age..........18
Table 17: Mean and standard deviation of job performance and remuneration............................19
Table 18: Pearson Product correlation test between job performance and remuneration.............19
Table 19: Spearman’s Correlation test between job performance and remuneration....................20
Table 20: Mean and standard deviation between job performance and work environment..........20
Table 21: Pearson Product correlation test between job performance and work environment....21
Table 22: Mean and standard deviation of job performance and organizational culture..............21
Table 23: Pearson Product Correlation test between job performance and work environment. . .22
Table 24: Spearman’s Correlation test between job performance and work environment............22
4

List of Figures
Figure 1: Gender characteristics of the respondents........................................................................6
Figure 2: Marital status of the respondents......................................................................................8
Figure 3: Ethnic background...........................................................................................................9
Figure 4: Age.................................................................................................................................10
Figure 5: Higher education level...................................................................................................11
Figure 6: Monthly salary level.......................................................................................................13
Figure 7: Length of service............................................................................................................14
Figure 8: Level of job performance...............................................................................................15
5

Chapter 4
This section details the findings of this study. A total of 40 survey questionnaires were issued out
to 40 employees of private sector Company in Sarawak on October, 2018. The researcher
introduced the targeted respondents to the study topic by giving a brief explanation of the topic
and gave them a period of one week to respond to the survey questions. During this particular
week, the researcher constantly and consistently did follow up checks aimed at maximizing the
rate of participation in the study. After the completion of data collection process, the researcher
sorted the incomplete survey questionnaires from the complete ones for analysis and reporting of
the findings of the survey.
For analysis, the researcher ran both descriptive and inferential statistics (independent sample t-
test, one-way ANOVA, and correlation) and with with the help of the Statistical Package for
Social Science analysis software (SPSS- version 22) to study the relationship between the
dependent and the independent variables of study. The Cronbach’s Alpha value for the returned
40 survey questionnaires was established to be 0.673 implying that the gathered data was reliable
in regards to achieving the objectives of the study.
4.1.0 Demographic Background of the Respondents
The researcher collected some demographic information from the subjects of the study among
them gender, marital status, ethnicity, age, education level, income status and length of service in
the company under study. The subsequent section explains each of the demographic that was
captured in this study for the 40 participants that were interviewed in this study.
6

4.1.1 Gender Characteristics
Table 1 and Figure 1 below summarizes the gender characteristics of the 40 participants that
were involved in this study.
Table 1: Gender characteristics of the respondents
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 20 50.0 50.0 50.0
Female 20 50.0 50.0 100.0
Total 40 100.0 100.0
Male Female
50% 50%
Gender
Figure 1: Gender characteristics of the respondents
As depicted by both Table1 and Figure 1, the participation of the respondents in terms of gender was
even, that is, there was a 50% representation of either gender in the study.
4.1.2 Marital Status
The researcher also collected data on the marital status of the surveyed respondents. Table 2 abd
Figure 2 below summarizes this data.
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Table 2: Marital status of the respondents
Frequency Percent Valid Percent Cumulative
Percent
Valid
Single 15 37.5 38.5 38.5
Widow 2 5.0 5.1 43.6
Married 21 52.5 53.8 97.4
Divorced 1 2.5 2.6 100.0
Total 39 97.5 100.0
Missing System 1 2.5
Total 40 100.0
Single Widow Married Divorced
37.5%
5.0%
52.5%
2.5%
Marital Status
Figure 2: Marital status of the respondents
As for the marital status aspect of the study, the majority of the surveyed participants were
married (52.5%). Out of the 40 respondents, those who were single were 37.5% while those who
8

were widowed 5%. Nevertheless, the divorced persons formed least fraction of the participants
that participated in this study.
4.1.3 Ethnicity
In terms of ethnic background, the researcher collected the following information; which is
captured under Table 3 and Figure 3 below.
Table 3: Ethnic background
Frequency Percent Valid Percent Cumulative
Percent
Valid
Malay 15 37.5 37.5 37.5
Iban 16 40.0 40.0 77.5
Chinese 6 15.0 15.0 92.5
Bidayuh 2 5.0 5.0 97.5
Native of Sarawak/Sabah 1 2.5 2.5 100.0
Total 40 100.0 100.0
Malay
Iban
Chinese
Bidayuh
Native of
Sarawak/
Sabah
37.5%
40.0%
15.0%
5.0%
2.5%
Ethnicity
Figure 3: Ethnic background
9

As evidenced above, the respondents from the Iban ethnic group formed the largest fraction of
the 40 respondents that were involved in this study, followed by the Malays (40%), and Chinese
(15.0%). In other cases, the persons with a Bidayuh and Sarawak (Sabah) ethnic background
were the least presented in this study with a representation of 5% and 2.5% respectively.
4.1.4 Age
Age demographic data that was also collected from the 40 respondents of this study is captured in Table 4
and Figure 4 below.
Table 4: Age
Frequency Percent Valid Percent Cumulative
Percent
Valid
<25 years old 15 37.5 37.5 37.5
26-35 years old 15 37.5 37.5 75.0
36-45 years old 4 10.0 10.0 85.0
46-55 years old 5 12.5 12.5 97.5
>55 years old 1 2.5 2.5 100.0
Total 40 100.0 100.0
38%
38%
10%
13% 3%
Age
<25 years old
26-35 years old
36-45 years old
46-55 years old
>55 years old
10

Figure 4: Age
From both Table 4 and Figure 4 above, it can be observed that 74% of the respondents and who
formed the largest share of the 40 respondents who were surveyed for this study were aged 35
years and below. In other words, the respondents that participated in this study and were 25 years
old and below were 37%. Likewise, out of the 40 respondents, also 37% of them were aged
between 26 to 35 years old. Meanwhile, the respondents that were aged 55 years and above
formed the least proportion of the 40 respondents that participated in this study.
4.1.5 Higher Education Level
Data on highest education level that the respondents had attained was also collected and record
as shown in Table 5 and Figure 5 below.
Table 5: Higher education level
Frequency Percent Valid Percent Cumulative
Percent
Valid
PMR 2 5.0 5.0 5.0
SPM 14 35.0 35.0 40.0
STPM 3 7.5 7.5 47.5
Diploma 13 32.5 32.5 80.0
Bachelor 5 12.5 12.5 92.5
Masters and above 3 7.5 7.5 100.0
Total 40 100.0 100.0
11

PMR
SPM
STPM
Diploma
Bachelor
Masters and
above
5.0%
35.0%
7.5%
32.5%
12.5%
7.5%
Higher Education Level
Figure 5: Higher education level
In terms of highest education level attained, it is evident that the largest proportion of the
respondent that participated in this study had a SPM (35%), followed by those who had a
Diploma (32.5%) and Bachelor’s degree (12.5%). However, the persons that had attained a PMR
level of education were only 5% of the total number of persons that participated in this study,
that is, out of 40 persons.
4.1.6 Monthly Salary
The researcher also collected data on the monthly salary figures of the respondents. Table 6 and
Figure 6 capture this data.
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Table 6: Monthly salary level
Frequency Percent Valid Percent Cumulative
Percent
Valid
<RM 1000 6 15.0 15.0 15.0
RM 1001-RM 2000 20 50.0 50.0 65.0
RM 2001-RM 3000 6 15.0 15.0 80.0
RM 3001-RM 4000 7 17.5 17.5 97.5
RM 4001-RM 5000 1 2.5 2.5 100.0
Total 40 100.0 100.0
15%
50%
15%
18%
3%
Monthly Salary
<RM 1000
RM 1001-RM 2000
RM 2001-RM 3000
RM 3001-RM 4000
RM 4001-RM 5000
Figure 6: Monthly salary level
According to the recorded information in regards to the monthly salary aspect of the study, the
majority of the respondents (50%) were earning between RM 1001 and RM 2000, followed by
those whose earnings fall under the range RM 3001 to 4000 at 17%. Those earning between RM
2001 and RM 3000, and below RM 1000 formed 15% each, of the total number of the
13

respondents that were surveyed. Nevertheless, only 3% out of the 40 respondents of this study
earned between RM 40001 and RM 5000.
4.1.7 Length of Service
The researcher also sought to know about the duration in terms of years, the respondents had
served in the company under review. The collected data is what is summarized in Table 7 and
Figure 7 as well.
Table 7: Length of service
Frequency Percent Valid Percent Cumulative
Percent
Valid
Less than 5 years 20 50.0 50.0 50.0
6-10 years 10 25.0 25.0 75.0
11-15 years 5 12.5 12.5 87.5
16-20 years 1 2.5 2.5 90.0
More than 20 years 4 10.0 10.0 100.0
Total 40 100.0 100.0
Less than 5 years
6-10 years
11-15 years
16-20 years
More than 20 years
50.0%
25.0%
12.5%
2.5%
10.0%
Length of service
Figure 7: Length of service
14

From Table 7 and Figure 7 respectively, it is clear that the majority (50%) of the respondents had
served for not more than 5 years in the company under review; half of the study’s sample size of
40 respondents. Besides, 25% of the respondents were between 6 and 10 years old in the
company, 12.5% were between 11 and 15 years old, 10% with more than 20 years of service
while only 2.5% of the respondents were between 16 and 20 years old in terms of duration of
service to the company under review.
4.3 Univariate Analysis
4.3.1 RQ1: What is the level of employees’ job performance in the organization?
Table 8: Statistics of univariate analysis
Descriptive Statistics
Dependent Variable: Jop_performance
Mean Std. Deviation N
4.0800 .51000 40
Figure 8: Level of job performance
15

4.3.2 RQ2: What is the level of employees’ job expectations in the organisation?
Table 9: Mean for each independent variable
N Mean
Remuneration 38 4.1404
Work environment 40 3.4542
Organizational culture 38 3.6895
Valid N (listwise) 37
4.4 Bivariate Analysis
4.4.1 Hypothesis testing using Independent t-test
H01 There is no significant difference in employees’ job performance based on gender
Table 10: Mean and standard deviation of employees based on Gender
Group Statistics
Gender N Mean Std. Deviation Std. Error Mean
Job performance Male 20 4.2700 .42190 .09434
Female 20 3.8900 .52905 .11830
Table 11: Independent sample t-test for employees based on gender
Independent Samples Test
Levene's Test for
Equality of
Variances
t-test for Equality of Means
F Sig. t df Sig. (2-
tailed)
Mean
Difference
Std. Error
Difference
95% Confidence
Interval of the
Difference
Lower Upper
Job
performance
Equal variances
assumed
.655 .423 2.511 38 .016 .38000 .15131 .07369 .68631
Equal variances
not assumed
2.511 36.207 .017 .38000 .15131 .07319 .68681
16

It is important to mention that for this study, the researcher used a confidence level of 95% and a
p-value of significance of p=0.05. From the analysis, it is evident that out the 40 respondents
who were interviewed for this study, either gender was equally represented at 50%, that it, 20
respondents were males. Likewise, 20 were female respondents.
To determine the there was any significant relationship/difference between employees’ job
performance and gender (male and female), the researcher ran an independent sample t-test.
From the analysis and assuming equal variance, the researcher established that there is no
significant relationship between employees’ job performance based on gender since the
calculated p-value is greater than the recommended p-value, that is, calculated p value (2.511)>
sig. p-value (0.05). With these finding, the null hypothesis was not rejected by the researcher.
4.4.2 Hypothesis Testing Using One-Way ANOVA Test
H02 There is no significant difference in employees’ job performance based on age
Table 12: Mean and standard deviation of employees based on age
Age Mean Std. Deviation N
<25 years old 3.85 .424 15
26-35 years old 4.11 .506 15
36-45 years old 4.40 .327 4
46-55 years old 4.32 .701 5
>55 years old 4.60 . 1
Total 4.08 .510 40
17

Table 13: Levene’s Test of Equality of Error Variances
Dependent Variable: Jop_performance
F df1 df2 Sig.
1.115 4 35 .365
Tests the null hypothesis that the error variance of the
dependent variable is equal across groups.
a. Design: Intercept + Age
Table 14:One-way ANOVA for job performance based on gender
ANOVA
Jop_performance
Sum of Squares df Mean Square F Sig.
Between Groups 1.749 4 .437 1.823 .146
Within Groups 8.395 35 .240
Total 10.144 39
Table 15: Tests of Between-Subjects Effects
Dependent Variable: Jop_performance
Source Type III Sum of
Squares
df Mean Square F Sig. Partial Eta
Squared
Corrected Model 1.749a 4 .437 1.823 .146 .172
Intercept 286.003 1 286.003 1192.437 .000 .971
Age 1.749 4 .437 1.823 .146 .172
Error 8.395 35 .240
Total 676.000 40
Corrected Total 10.144 39
a. R Squared = .172 (Adjusted R Squared = .078)
18

Table 16: Pairwise Comparisons of the different groups of the independent variable age
Pairwise Comparisons
Dependent Variable: Jop_performance
(I) Age (J) Age Mean Difference
(I-J)
Std. Error Sig.a 95% Confidence Interval for
Differencea
Lower Bound Upper Bound
<25 years old
26-35 years old -.253 .179 1.000 -.789 .282
36-45 years old -.547 .276 .552 -1.372 .279
46-55 years old -.467 .253 .735 -1.224 .291
>55 years old -.747 .506 1.000 -2.262 .769
26-35 years old
<25 years old .253 .179 1.000 -.282 .789
36-45 years old -.293 .276 1.000 -1.119 .532
46-55 years old -.213 .253 1.000 -.971 .544
>55 years old -.493 .506 1.000 -2.009 1.022
36-45 years old
<25 years old .547 .276 .552 -.279 1.372
26-35 years old .293 .276 1.000 -.532 1.119
46-55 years old .080 .329 1.000 -.904 1.064
>55 years old -.200 .548 1.000 -1.840 1.440
46-55 years old
<25 years old .467 .253 .735 -.291 1.224
26-35 years old .213 .253 1.000 -.544 .971
36-45 years old -.080 .329 1.000 -1.064 .904
>55 years old -.280 .536 1.000 -1.887 1.327
>55 years old
<25 years old .747 .506 1.000 -.769 2.262
26-35 years old .493 .506 1.000 -1.022 2.009
36-45 years old .200 .548 1.000 -1.440 1.840
46-55 years old .280 .536 1.000 -1.327 1.887
Based on estimated marginal means
a. Adjustment for multiple comparisons: Bonferroni.
To compare the mean difference among different age groups, the researcher conducted a one-
way ANOVA between the subjects based on the collected data of the respondents. Using the
results contained in Table 13 (Levene’s Test of Equality of Error Variances), it is evident that
there is significance difference in job performance as p (0.365)>0.05. These results are
reinforced by the statistical data in the ANOVA Table that also shows that p calculated
(0.146)>0.05. Since there are six levels of the independent variable age, there could be a
19

statistical difference between all the six levels of independent variable. As a result, a Bonferroni
post test was conducted in favour of Tukey HSD test as the samples sizes of the different age
groups are not equal. Based on the obtained data in Table 15, it is evident that there is no
statistically significant different between age groups as all p-values are> 0.05. Thus, we fail to
reject the null hypothesis that there is no significant difference in employees’ job performance
based on age.
4.4.3 Using Pearson Correlation Coefficient Test to test Hypothesis
H03 There is no relationship in between remuneration and employees’ job performance
Table 17: Mean and standard deviation of job performance and remuneration
Descriptive Statistics
N Mean Std. Deviation
Job performance 40 4.08 .510
Remuneration 38 4.14 .510
Valid N (listwise) 38
Table 18: Pearson Product correlation test between job performance and remuneration
Correlations
Job performance Remuneration
Job performance
Pearson Correlation 1 .271
Sig. (2-tailed) .100
N 40 38
Remuneration
Pearson Correlation .271 1
Sig. (2-tailed) .100
N 38 38
The researcher ran a Pearson product correlation coefficient to assess the relationship between
job performance and remuneration. The results obtained from the analysis pf the collected data
indicated that there no significant relationship between job performance and remuneration since
no significant correlation value has been flagged in Table 18. To ascertain on this results,
20

Spearman’s correlation test was ran and which gave the same results as shown in Table 19
below.
Table 19: Spearman’s Correlation test between job performance and remuneration
Correlations
Job performance Remuneration
Spearman's rho
Job performance
Correlation Coefficient 1.000 .253
Sig. (2-tailed) . .125
N 40 38
Remuneration
Correlation Coefficient .253 1.000
Sig. (2-tailed) .125 .
N 38 38
Since the p values of both Table 18 (Pearson Correlation between job performance and
remuneration) and Table 19 (Spearman’s Correlation between job performance and
remuneration) are> 0.05, that is 0.100 and 0.125 respectively, the researcher failed to reject the
null hypothesis which was initially stated as there is no relationship in between remuneration and
employees’ job performance.
H04 There is no relationship in between work environment and employees’ job performance
Table 20: Mean and standard deviation between job performance and work environment
Descriptive Statistics
N Mean Std. Deviation
Work environment 40 3.45 .611
Job performance 40 4.08 .510
Valid N (listwise) 40
21

Table 21: Pearson Product correlation test between job performance and work environment
Correlations
Work
environment
Job performance
Work environment
Pearson Correlation 1 .374*
Sig. (2-tailed) .017
N 40 40
Job performance
Pearson Correlation .374* 1
Sig. (2-tailed) .017
N 40 40
*. Correlation is significant at the 0.05 level (2-tailed).
The researcher conducted a Person product correlation test to test the relationship between job
performance and work environment. The results of the analysis revealed that a strong weak
positive relationship exist between job performance and work environment, r= 0.374. Based on
these analysis results on Table 21, the researcher rejected the null hypothesis, that is, there is a
significant relationship in between work environment and employees’ job performance since the
calculated p- value (0.17)<0.05.
H05 There is no relationship in between organization culture and employees’ job performance
Table 22: Mean and standard deviation of job performance and organizational culture
Descriptive Statistics
N Mean Std. Deviation
Organizational_culture 38 3.6895 .51296
Job performance 40 4.08 .510
Valid N (listwise) 38
22

Table 23: Pearson Product Correlation test between job performance and work environment
Correlations
Organizational_cu
lture
Job performance
Organizational culture
Pearson Correlation 1 .292
Sig. (2-tailed) .075
N 38 38
Job performance
Pearson Correlation .292 1
Sig. (2-tailed) .075
N 38 40
The researcher ran a Pearson product correlation coefficient to assess the relationship between
job performance and organizational culture. The results obtained from the analysis pf the
collected data indicated that there no significant relationship between job performance and
organizational culture since no significant correlation value has been flagged in Table 20 above.
To ascertain on this results, Spearman’s correlation test was ran and which gave the same results
as shown in Table 21 below.
Table 24: Spearman’s Correlation test between job performance and work environment
Correlations
Organizational
culture
Job performance
Spearman's rho
Organizational culture
Correlation Coefficient 1.000 .295
Sig. (2-tailed) . .072
N 38 38
Job performance
Correlation Coefficient .295 1.000
Sig. (2-tailed) .072 .
N 38 40
Since the p values of both Table 23 (Pearson Product Correlation test between job performance
and work environment) and Table 24 (Spearman’s Correlation test between job performance and
23

work environment) are> 0.05, that is 0.075 and 0.072 respectively, the researcher failed to reject
the null hypothesis which was initially stated as there is no relationship in between organization
culture and employees’ job performance.
4.5.0 Summary of the Research Findings
Research Hypothesis Measure/Data Analysis Results
H01 There is no significant
difference in employees’ job
performance based on gender
Independent t-test p (2.511)> 0.05
null hypothesis was not rejected
H02 There is no significant
difference in employees’ job
performance based on age
One-way ANOVA p (0.365)>0.05
null hypothesis was not rejected
H03 There is no relationship in
between remuneration and
employees’ job performance
Pearson product moment
correlation test and Spearman’s
correlation test
p (0.100) and (0.125)
respectively>0.05
null hypothesis was not rejected
H04 There is no relationship in
between work environment and
employees’ job performance
Pearson product moment
correlation test
p- value (0.17)<0.05
null hypothesis was rejected
H05 There is no relationship in
between organization culture
and employees’ job
performance
Pearson product moment
correlation test and Spearman’s
correlation test
p (0.075) and (0.072)
respectively>0.05
null hypothesis was not rejected
4.6.0 Chapter Summary
This section summarized the results that were obtained from the analysis of the gathered data. It
begun with testing the reliability of the obtained data by conducting a Cronbach test. The
Cronbach’s Alpha value for the returned 40 survey questionnaires was established to be 0.673.
Thereafter, descriptive statistical analysis was conducted to obtained data on demographic
24

characteristics of the 40 respondents who were involved in the study. This included data on
gender, marital status, ethnicity, age, education level, income status and length of service in the
company under study. This was later followed by test of the research hypothesis using
independent t-test, One-way ANOVA and Pearson product correlation tests. In other cases, the
researcher ran Spearman’s correlation test to ascertain the results that had been obtained from
Pearson product correlation tests. Briefly and based on the gathered data, the researcher
established that there was no significant relationship between age, gender, remuneration and
organizational culture. Nevertheless, the researcher established that there is a significant
relationship in between work environment and employees’ job performance.
25

CHAPTER 5
5.1.0 Introduction
This section mentions about the findings of the study that are anchored on the research objectives
of this study. In the same Chapter, recommendations for future studies are captured to guide
organizations, HR practitioners and researchers that maybe interested in expounding the
knowledge in this area of study by furthering their studies. This chapter is then concluded based
on the insights and knowledge that have been obtained from the study.
5.2.0 Summary of the Study
The aim of this study was to examine the relationship between employees’ job performance and
their individual expectations. Based on this study objective, a research was conducted for one
month, that is, October. To that effect, a total of 40 survey questionnaires initially issued out to
40 employees of private sector Company in Sarawak were collected, coded and analyzed for
reporting.
In terms of Chapters organization of the study, the whole study is contained in 5 chapters.
Chapter 1 covers the introduction and background of the study, statement of the research
problem, research questions and objectives of the study, research hypothesis and definition of
terms. In addition this section details the conceptual framework which illustrated the relationship
between dependent variable that is job performance, and independent variables that is
demographic aspects (gender and age), remuneration, work environment and organization
culture. The next section (Chapter 2) covers the literature review of the study that is related to the
research topic. Further, the section covered theoretical reviews that to buttress the development
of this study. Chapter 3 consist of the research methodology and quantitative research design that
26

the researcher adopted throughout the study. This chapter also describes the data collection
method technique that was used, the population of the study, sample size and the sampling
technique , data analysis procedures as well as the ethical considerations that were deemed
important to this study.
Chapter 4 which comes after chapter 3 consists of the findings of the study based on the analysis
of the collected data. The researcher with the help of SPSS (version 22) conducted both
inferential statistical analysis descriptive statistical analysis that included independent sample t-
test, Pearson product moment correlation test and one-way ANOVA to test on the relationship
between the studies variables. The analyzed data is presented in the same chapter in forms of
frequency tables, graphs, charts and Anova Tables.
The last chapter of the study, that is, Chapter 5, covers the discussion of the research findings
based on each research hypotheses, the recommendations for future are areas of study and the
conclusion based on the research finding. This chapter also covers the implication and limitations
of the study.
5.3.0 Discussion of the Research Findings
5.3.1 H01 There is no Significant Difference in Employees’ Job Performance Based on
Gender
This being the first hypotheses of the study to be tested, the researcher established that there is no
significant relationship between gender and employees’ job performance. These results are
analogous to the observations by Afram and Del Pero (2012), who established that contemporary
women and men have equal capabilities in terms of job execution. These observations are also
27

echoed by Naeem and Khanzada (2018) who also discovered that both genders are equally
reliable to their responsibilities at work.
Qasim (2017) indicated that there was no significant difference in terms of job performance and
administrative staff of either gender in universities in the South West of Nigeria. Sukri, Asogan,
and Waemustafa (2015) attributed the reason behind that uniform performance of either gender
to similar level of education achievements, IQ possessed by both gender and adequate resources
to execute any job related activity.
5.3.2 H02 There is no Significant Difference in Employees’ Job Performance Based on
Age
The findings in relation to this research hypotheses revealed that there is no statistical difference
based on age. These findings contradicts Afriyie (2015) empirical work, where he explains that
age is a critical determinant of job performance. These results also contradicts Rehan, Zafar
Iqbal, Fatima and Nawab (2017) research work which indicates that senior employees are more
productive compared to the younger employees because of the experience levels. For this study,
young employees formed a significant fraction of the sample that was surveyed, that is, the
respondents who were 25 years old and below were 37%. As, Tomkiewicz, Frankel, Sagan and
Wang (2011) elaborate, there is a need to give more emphasis to this group to strengthen their
competences and skills. According to Waite and Avery (2010), working experience is a critical
determinant of productivity and owing to this, skilled employees have a tendency of performing
better in all their roles. As Reiners and Alexander (2013) expound, the gained knowledge and
skills over years naturally help individual employees to execute their roles more professionally
and in a better way. Irrespective of the numerous benefits that comes with years of services,
Arslan and Roudaki (2018) points out that productivity starts to decline after attaining 45 years.
28

This because, employees grow weary and weaker which physically and psychologically affect
them and their productivity.
5.3.3 H03 There is no Relationship in between Remuneration and Employees’ Job
Performance
On testing this hypotheses, the researcher established that there is no statistical difference
between employees’ job performance and remuneration. There is a mixed reaction of literature
on remuneration and work productivity. According to Broadbridge, Maxwell and Ogden (2007),
financial rewards, promotions among other forms of rewards are key drivers of best performance
at work. A study by Wood and Stichman (2017), revealed that pay satisfaction drives employee
to perform better. These sentiments are echoed by Shealy (2009) who explain that for a company
to attract the best talents, they have to be offering attractive financial rewards. Contrary to these
findings, Hurst and Good (2009) explain that work performance is dependent on many factors
such as working environment, opportunities for career development and growth, medical
incentives among other benefits. Woods (2009), also explains that financial rewards are only a
fraction of what attracts best talents as other factors like work environment and staff benefits also
play a critical role.
5.3.4 H04 There is no Relationship in between Work Environment and Employees’ Job
Performance
The results of the analysis in relation to this hypothesis revealed that there is a statistical
difference between job performance and work environment and thus the above hypothesis was
rejected. These findings are in tandem with the study of Jayanthi and Maheswari (2018) which
revealed that conducive work environment facilitates performance and is thus a critical factor of
job performance.
29

On the words of Khanzada, Naeem and Butt (2018), physical work environment factors is
strongly correlated with job performance. The author elucidates that workers who work in a
serene environment are more likely to outperform their peers who work in a less friendly work
environment. According to Shealy (2009), it is very important to expose employees to favorable
working conditions free of harmful materials and with spacious working room and proper
lighting.
5.3.5 H04 There is no Relationship in between Organizational Culture and Employees’
Job Performance
The statistical results in regards to this research hypotheses revealed that there is no a significant
relationship between job performance and organization culture. It means that organizational
culture of the studied private company in Sarawak has no influence on employees’ productivity.
These revelations contradicts the research work of Kong, Wang and Fu (2015) who established
that organizational culture is a critical aspect of employees’ performance. The findings of the
study in relation to this research hypotheses also contradicts an empirical study by Krahn and
Galambos (2013) indicated that organization culture is positively correlated to productivity and
quality of these companies. Krahn and Galambos (2013) explain that difference elements of
organizational culture including organization’s mission and vision statement, structure and
values positively correlated with employees’ productivity. According to Martin (2016),
organization vision, mission and values reduces uncertainties at work and ultimately bring
motivation at work hence urge to achieve common organization goals. This is because collective
values shape employees behavarioural aspect and guide them in a recommended organization’s
way hence increased productivity at work.
30

5.3.6 Summary of Discussion on Research Findings
Research Hypothesis Measure/Data Analysis Results Similar/
contradicts which
past empirical
literature
H01 There is no significant
difference in
employees’ job
performance based on
gender
Independent t-test p (2.511)> 0.05
null hypothesis was not
rejected
Afram & Del Pero,
2012
H02 There is no significant
difference in employees’ job
performance based on age
One-way ANOVA p (0.365)>0.05
null hypothesis was not
rejected
Rehan, Zafar
Iqbal, Fatima and
Nawab, 2017
H03 There is no relationship
in between
remuneration and
employees’ job
performance
Pearson product moment
correlation test and
Spearman’s correlation
test
p (0.100) and (0.125)
respectively>0.05
null hypothesis was not
rejected
Broadbridge,
Maxwell and
Ogden , 2007
H04 There is no relationship
in between work
environment and
employees’ job
performance
Pearson product moment
correlation test
p- value (0.17)<0.05
null hypothesis was
rejected
Jayanthi and
Maheswari, 2018
H05 There is no relationship
in between organization
culture and employees’
job performance
Pearson product moment
correlation test and
Spearman’s correlation
test
p (0.075) and (0.072)
respectively>0.05
null hypothesis was not
rejected
Kong, Wang and
Fu , 2015
31

5.4.0 Research Implications
5.4.1 Implication on the Applied Theory
The use of Vroom’s Expectancy model in this research was imperative as the findings of this
study support the Vroom’s explanation of the correlation between work productivity and
employees’ expectation to some extent. Employees naturally work to realize individual goals
such as professional development, financial and monetary rewards, satisfaction of social needs
and self-esteem. Hence, organizational goals ought to compliment individual personal goals. It is
critical for managers to acknowledge that employees value as their goals vary from time to time.
Ma, Xing, Wang and Chen (2013) pointed out that managers should hold goal-setting sessions
with their staff to converse about their individual goals such as innovative, personal and short-
term and long-term organization’s goal. Briefly stated, Vroom’s expectancy theory can be
applied to shift performance appraisal structures to a more objective and result-based orientation
from a subjective input orientation.
5.4.2 Future Researcher and Methodology
The findings of this study can be used as guidelines by interested researchers who would love to
expound on the same research topic in the future based on some aspects of the study such as
objectives, research design and methodology and research implications.
5.4.3 Practitioners of Human Resource
The findings of this study are expected to be beneficial to the practitioners of human resource in
all industries and not only in the private organizations for it offers in-depth insights and
knowledge on the key factors that greatly influence the expectations of an employee about a
particular organization. Through identifying this factors, human resource practitioners can
implement the best strategies to attract and retain the best talents in their organization.
32

5.4.4 Organization
The researcher anticipates the findings of this study to offer a better understanding on the aspects
that affect employees’ considerations for a particular job. The findings of this study will thus
help in providing directions and guidelines to organizations in understanding the individual
expectations of their employees as they vary across different groups. Besides, the findings also
play a critical role in helping organization to attract and retain the best talents thus reducing the
attrition rate. Through the evaluation of these factors, organizations would be able to understand
the significance of meeting employees’ expectation to increase employees’ productivity and
organizations productivity at large.
5.4.5 Policy
The private organization in used for this research may be used as a case for improving the
organizational policies aimed at improving the satisfaction levels of employees’ needs and their
performance. Policy makers ought to put more emphasizes on equality in the job market and
should strongly condemn any form employees discrimination in the organization. As such, the
studied organization is anticipated to improve it polices according to the requirements and needs
of the employees to outdoor their competitors in the same industry.
5.5.0 Research Limitation
The interpretation and understanding of the findings of this study is constrained by several
factors. First, the study is limited to a specific private company in Sarawak. As such, the results
of the findings may not be applicable to the entire private industry in Malaysia as employees in
different companies and states may have different work practices and styles. Second,
methodological approach to this study also limits the application of the findings of this study.
The study merely relies on the quantitative research approach to collect data and this has a risk of
33

causing deficiency of information. There is limited chances to ask the respondents more
questions. Additionally, the used approach is subject to time constraint. As such, the reliability
and validity of this research are heavily dependent on the willingness, co-operation and
willingness of the respondents in participating in the survey. Lastly, topical limitation also
affects the understanding of this study as employees’ expectation is dependent on many other
factors. In spite of this, only age, gender, remuneration, organizational culture and work
environment have been studied in this paper. As such, other factors like job characteristics, job
locations, career growth and development and communication styles can be included to develop
a more comprehensive study in future.
5.6.0 Recommendations from this study
5.6.1 Recommendation for Future Researchers
One of the key findings of this research was that there is no a significant relationship between
job performance and organization culture. It means that organizational culture of the studied
private company in Sarawak has no influence on employees’ productivity. For future researchers,
this is a green area they can study to get to contribute to this literature by providing a
comprehensive report. This could be achieved by used a large sample size. For this study, only
40 respondents were surveyed. As such, future researchers could obtain more reliable and valid
data to develop a more comprehensive study by increasing the participation rate. This would also
lead to getting more accurate findings about the study topic. In addition, the scope of the study
was centered on one private company. Therefore, the obtained findings cannot be generalized to
reflect the needs and practices of the entire industry. Owing to this, this study recommends future
investigators to conduct a largescale study that involve many companies in the private sector to
34

contribute to an in-depth understanding on the study topic as different organization have
different operational systems, practices and policies of working.
5.6.2 Recommendations to Human Resource Practitioners
For human resource, they need to note that job performance is less influenced by organization
culture. Thus, organization and those practicing human resource as their profession should
concentrate on promoting impartiality in all the processes that concerns them such as
recruitment, rewarding and promotions as it is the main driver of employees’ performance. They
should endeavor to curb all forms of discrimination at work as they distract employees from
maximally performing at work. In addition, human resource practitioners should ensure that they
facilitate their employees with insightful and effective learning programs to promote the career
development and skill alignments in relation to their particular roles in their organizations.
5.6.3 Recommendations for Organizations
This study has established that organizational culture has no impact on employee’s performance.
It thus recommends that companies should invest on other things like equally and fairly
rewarding of their employees to realize optimal productivity which are the main drivers of
productivity. When employees excel at their areas of service, they need to be recognized and
which promotes their satisfaction levels. When they fail to live as per their performance
expectations, organizations should use the best approach to establish the factor behind their
dismal performance. This would create a conducive working environment that has a potential of
attracting and retaining talented employees in these companies. In addition, organization should
offer clear vision, mission and values as doing this provide a unique and clear strategy of
executing work in the best interest of the company and hence improving the productiveness of
the employees.
35

5.7.0 Conclusion
The study examined the relationship between employees’ job performance and their individual
expectations. With participation rate of 40 employees of private sector Company in Sarawak, the
researcher established that there is no relationship between job performance with age, gender,
remuneration and organizational culture. Contrary, the investigator found one contradicting
result in which there is a significant relationship between job performance and work
environment.
36

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