Sei sulla pagina 1di 10

RESEARCH PROPOSAL

CONTROLS AND PERFORMANCE


EVALUATION; TRUST, JOB
SATISFACTION AND EMPLOYEE
TURNOVER

FYP PHASE 1

SUBMITTED BY:
FATIMA MIRZA (7374)

INSTRUCTOR:
SIR ZEESHAN KHAN
RESEARCH TITLE:
Controlling and evaluation of employee performance; impact on trust,
job satisfaction and turnover intention.

RESEARCH PROBLEM:
Problem is revolving around 5 factors and the impact of two on the
other three. How the controlling process and performance evaluation
process impacts the trust of employee, job satisfaction and turn over
intention? We will examine the responses and reactions of employees
being monitored and evaluated on a certain benchmark.

Organizational control as the important part of standard organization


and a main function of HR system has not yet been explored with the
relation to trust of employees in the organization. (Snell, 1992; Snell
and Youndt, 1995).

MOTIVE:
 To make a little contribution in the HR sectors.
 To identify the relationship between organizational control and
trust of employee on his organization.

A business involves different major investments (financial & non-


financial) to operate, so it is very important to monitor and evaluate
the performance of the employees to get safe from the risks and losses,
therefore;

 To verify the behavior of employees on this process on the basis


of job satisfaction and turn over intention.
BACKGROUND:
Basic control function involves 3 steps; 1) creating standards 2)
measuring performance against those standards and 3) correcting the
deviations. Performance evaluation can be termed as the part of
controlling function as it includes the analysis of employee’s
performance. It started from the time of Second World War, not more
than 60 years. Without a proper and structured way of monitoring and
evaluating can create little authenticity that the judgment will be made
lawful, fair, defensible and accurate.

Performance evaluation was started with a simple technique of “pay


justification” which means to decide whether the salary of the
employees is justified or not. If any employee performs less than
expectations his salary would be cut off and if the employee performs
as expected or beyond the supervisor will think to increase his pay.
Sometimes, this basic system succeeded to get the desired result but
more often it failed. (History and origin of performance appraisal)
LITERATURE REVEIW:
Control system is mainly categorized by rules and processes,
performance analysis, direct supervising employees behavior and
calculating employees output and then rewarding them (Arthur, 1994).
Steps for performance evaluation are used for investigation as the
design of management accounting controls, with the applicable
performance analyzing and benefits arrangements are a central
function to aid positive employee mindset and behavior (Horngren et
al, 2006; Merchant and van der Stede, 2007).

Trust in the organization can be defined as the hope of the employee


regarding any structured system that it will act with goodwill and
uniformly (Flamholtz et al, 1985; Langfield-Smith, 2008).

Job satisfaction is defined by (Locke, 1976: 1297) as a grateful and


relaxes state of mind from the appraisal of one’s job or experience.
(Harrison, 1992: 8) defines job satisfaction as on the top of the
organizational outputs that cover absenteeism, turnover,
encouragement, job engagement and performance. Job satisfaction is
considered as an important reactive output in management research
(e.g. Chenhall and Brownell, 1988; Frucot and Shearon, 1991; Harrison,
1992)

Turnover can be termed as the intended readiness of employees to


leave the firm (Tett and Meyer, 1993). (Lambert, Hogan, and Barton,
2001) illustrated that intention of leaving the job is crucial measure
than the actual mass exodus. (Kuvaas, 2009) says that HR practices
lowers the intention to leave the job, deliberate turnover is done in
case only when the employee feel that dynamic.
(Gillespie and Dietz, 2009, p. 128) employee’s trust over organization is
based on their analysis of organization’s overall capabilities and
features that assure to meet its target and fulfill its duties. Combined
with acts of organization points on original care and concern for the
stakeholders to the principles that are usually acceptable and being
faithful to accept the rules of equality and honesty.

The HRM practices at different stages of organization access the


employee approach and behavior at individual stage. (Paauwe, 2009).
The association between so many different HRM customs and various
kinds of employee conducts and behavior has a list of analysis in
Western background. (Boselie, Dietz, & Boon, 2005; Guest, 1999). A
research was done by (Zhang and Morris, in 2014) on 168 Chinese
firms, and got the result that there is an absolute effect of high
attainment working method on the firm’s performance and employees
productivity. (Su and Wright, 2012) gave a suggestion that if China
starts engaging HR practices including control and commitment their
companies will be more effectual. Improved practices of HRM assist job
satisfaction in a better way and diminish intentions to quit (Boselie and
Van der wiele, 2002). There is a link between HRM practices and better
employee behavior and rising engagement of employees (Edger and
Geare, 2005).

 Good performance evaluation increase job satisfaction and


reduce turnover intention.

According to the sayings of (Blau, 1964) when employee starts receiving


economic and socio-emotional advantages as HR drive from his
organization, and then he feels a responsibility to react in the same
manner. (Gong, Chang, and Cheung, 2010) concluded that employees
usually see the HR customs of organization as “personalized
commitment” which influence them to react in a positive way.
Employees mindset about HR practices that these practices are
executed without any concern for ethical benchmarks in employment
relationship or a technique to hold the intelligent labor force persuade
their behavior at workplace. (Nishii, Lepak, and Schneider, 2008).

In a study (Hammann, Habish, and Pechlanern, 2009) declared that


creating coordination attaching value towards the employee, results in
a positive impact on encouragement, achievement, and anticipated
level of absenteeism. (Shen and Zhu, 2011, 3030) have found the
applicability of socially responsible HR practices while building
compelling relationship between socially responsible HR practices
different factors of organizational engagement.

It is very much important to consider that in previous studies it was


much more focus on identifying impact of socially responsible HR
practices over bounded employees behavior, specially their
commitment (Shen and Zhu, 2011) and job comfort (De Roeck, et al,
2014). (Chen et al, 2011) have anticipated charismatic relationship
between the job comfort and turnover intentions of employees and
showed that turnover intention is changed whenever there is a change
in job satisfaction of employees.

In addition, having the trust in the employer will improve productivity


of high performance work practices by controlling the effects of these
HR practices equality perception and commitment (Alfes, Shantz, and
Truss, 2012). In against, when employee do not trust on employer may
reduce the work effectiveness (Dirks and Ferrin, 2001) instead thay are
more indulge in negative reaction like obstruction and revenge (Bies
and Tripp, 1996) or make intention to leave the organization (Robinson,
1996).

RESEARCH GAP:
The research gap identified is that “Controls and Performance
Evaluation impact on Trust, Job satisfaction and turnover intention” a
study in Pakistan.

RESEARCH STRATEGIES:
 Inductive research strategy will be conducted as few researches
on this issue had been done previously, in this research certain
variables will be added.
 It is a quantitative research but for the conduction we also
consider the empirical studies.
MODEL:

1)JOB
CONTROL & SATISFACTION
PERFORMANC TRUST
E EVALUATION 2)TURNOVER
INTENTION

VARIABLES:
*Independent variables: Controls

Sub-independent variable: Performance evaluation

*Mediating variable: Trust

*Dependent variables: Job satisfaction, Turnover intention

This model is indicating the impacts of “control and performance


evaluation over the mediating variable trust and then of it on job
satisfaction and turnover intention”.
METHOD:
Data collection and Measure:
Data for the research conduct will be collected in the form of survey
questionnaire from few working organizations. Different samples of
working people will be made and their responses will be collected
through questionnaire.

Hypothesis
H1; Controls reduce employee’s trust over employer?

H2; Performance evaluation increases job satisfaction?

H3; Performance evaluation reduces turn over intentions?

Analysis
First of all, the similarities and differences from the responses of all
samples will be identified by taking Mean, Standard deviation,
Correlation, Coefficient alpha internal consistency reliabilities and t-
test.

Then, for checking the impact of variables we will use hierarchal


regression analysis.

CONTRIBUTION:
This research will help in identifying the results of present controlling
and performance evaluation system in our country and improved
method, if any.

Potrebbero piacerti anche