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Management Styles and Employee Performance A Case study of public Sector Company Sui Southern Gas Company (SSGC)
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Presented by:Masroor Ali Soomro 8532Supervisor: Dr. Siraj Jamal Siddiqui
Management Styles and Employee PerformanceA Case study of public Sector Company
Sui Southern Gas Company (SSGC)SSGC
M.Phil Research Thesis
Objective of the Study
Case Description
Problem Statement
Variables Under Observation
Research Frame Work
Research Overview
Research Hypotheses
Research Methods
Results Analysis & Interpretation
Scope & Future Research
Conclusion & Limitations
SSGC
There were four main objectives of this research study:
1. To find out relationship between management and the employees and To find out the level of trust between them and how it effects employee performance?
2. To find out through which management styles employees are governed.
3. To find out, Is their any culture exists inside the organization and does it have any impact on employee performance?
4. And Find Out difference Between Employee Perceived Performance and HRIS Employee Performance Record, How does this difference is used as means of retributive justice.
Company management believes To serve consumers efficiently and effectively and to raise good gains, it has to employ people from diverse backgrounds and to keep and manage such a group of People; Company has to employ various different management styles.
Company management claims to have culture which is a blend of management
styles but at the core Autocratic , and MBWA, management styles have
significant impact on employees’ performance so the problem statement that we established was:
“To examine this claim of the company and to study the relationship between Management Styles, Culture and Employee Performance in a Public sector company.”
SSGC
Independent variables
Autocratic or Authoritarian
Management by Walking Around (MBWA)
Intervening variable
Culture- Human Resource Department
HRIS Employees’ Performance Records
Dependent variable
Employee Perceived Performance (Perceived by Employees)
SSGC
H1: There is SIGNIFICANT relationship between Autocratic management
style and employee Performance
H2: There is SIGNIFICANT relationship between MBWA style and employee
Performance
H3: There is SIGNIFICANT impact of culture on employee Performance
H4: There is SIGNIFICANT difference between Employee Perceived
Performance and HRIS-employee Performance Record
SSGC
SSGC
Marcoulides, George A. & Heck, Ronald H. (1993), Organizational Culture and Performance: Proposing and Testing a
Model. Organizational Science, 4, 2, 209-225.
Page 215
Direct Variables
In-direct Variables
SSGC
Determination of EMPLOYEE
PERFORMANCE
COMPARATIVE EVLUATION OF
BOTH THEPERFORMANCEMANAGEMENT
BY WALK AROUND
ACTUAL PERFORMANCE
AUTOCRATICOR
AUTHORITARIAN
EMPLOYEE PERFORMANCE
(PRECIEVED BY EMPLOYEE)
MANAGEMENT STYLES
HRIS-RECORD of Performance
MANAGEMENT STYLES
Independent Variable:Autocratic Management StyleManagement By walk-Around/About
Dependent Variable:Employee Performance
Intervening Variable:Culture- Human Resource Department
MAINTAINING ORGANIZATIONAL
CULTURE
HUMAN RESOURCE MANAGEMENT
INTERVENING DEPARTMENT BETWEEN MANAGEMENT
AND EMPLOYEES
Exogenous (Direct) Variables
Endogenous (In-direct) Variables
SSGC
METHOD OF DATA COLLECTIONStudy is based upon the analysis of three types of data sources available for data collection i.e.
1. Primary data, which was self monitored and administered survey technique. Procedure was based upon four weeks of official visits of the Head office of SSGC and its regional offices (SITE) and their owne Gas training institute-GTI.
2. Than comes Secondary data from Human Resource Management information system - HRIS department’s record of employees performance.
3. Previously published research paper related to the topic
SSGC
SAMPLING TECHNIQUE
As far as the sampling techniques were concerned, a convenient sampling was employed since we were limited with the number of respondents by the HR department of organization.
SSGC
IF an Executive employee is paid= Rs.800/hourIf you take half an Hour get Questionnaire filled it would cost=Rs. 800/2=Rs.400 If you take a sample of 300 respondents= Rs.400x300respondents=Rs.120000
Why should a company spend Rs.120000 on you?
THE SAMPLE
The size of the sample was 200 respondents that were interviewed and 158respondents were selected as sample for questionnaires to be filled.
Besides this another 158 employee performance records were includes in to the sample, which helped in making a comparative analysis between variables this makes a total of 316.
SSGC
SSGC
Grades Positions
X Deputy Managing Director
IX Senior General Manager
VIII General Manager
VII Deputy General Manager/Chief Medical Officer
VI Chief Engineer/Chief Manager / Chief Medical Officer
V Deputy Chief Engineer/Deputy Chief Manager / Secretary
IV Senior Engineer / Manager / Senior Medical Officer / Executive Assist /
Secretary
III Engineer / Deputy Manager / Medical Officer / Secretary
II Assist. Engineer / Assist. Manager / Assist. Medical Officer / Secretary .
I Junior Engineer / Junior Executive / Junior Medical Officer / Secretary
INSTRUMENT FOR DATA COLLECTION
Questionnaire was designed and divided in to four parts:
Part 1 & 2 questioned about independent variables i-e management styles
Part 3 on intervening variable organizational culture set by Human Resource department and
Part 4 which was purely based on the their performance appraisal to access employee performance
SSGC
Validity and Reliability testAfter collecting data its reliability and validity was measured and it was made sure that data will fulfill the requirements of this research study and will help researcher to reach at some conclusion and attain designed objective of this study.
Reliability Statistics
Cronbach's Alpha N of Items
.680 8
The above table indicates that the reliability of the data collected from SSGC Employees , 68% responses are reliable from the sample.
SSGC
To access the model empirically two of the statistical techniques were employed named:
1. Multiple Linear Regression (MLR) and 2. Paired Sample T-test.
SSGC
Critical Analysis
Evaluation
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Model Summaryb
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .307a .094.074
3.443
a. Predictors: (Constant), culture, Walkaround, Autocratic
b. Dependent Variable: Sum of All (Employee Perceived Performance)
SSGC
ANOVAb
Model
Sum of
Squares Df Mean Square F Sig.
1 Regression 166.169 3 55.390 4.674 .004a
Residual 1599.961 135 11.852
Total 1766.129 138
a. Predictors: (Constant), Culture (HR-int.), MBWA, Autocratic Mgt. Styles
b. Dependent Variable: Sum of All (Employee Perceived Performance)
SSGC
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 36.712 2.019 18.180 .000
Autocratic .493 .186 .310 2.651 .009
Walkaround .095 .113 .091 .844 .400
Culture -.059 .062 -.109 -.951 .343
a. Dependent Variable: Sum of All(Employee Perceived Performance)
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Paired Samples Statistics
Mean N
Std.
Deviation
Std. Error
Mean
Pair 1 EPP 42.97 152 3.633 .295
HRIS Employee
Performance Record
32.8553 152 4.42698 .35908
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Paired Samples Test
Paired Differences
t df
Sig. (2-
tailed)Mean
Std.
Deviation
Std. Error
Mean
95% Confidence
Interval of the
Difference
Lower Upper
Pair 1 Sum of All - HRIS
Employee
Performance Record
10.11184 6.12864 .49710 9.12968 11.09401 20.342 151 .000
SSGC
Hypotheses Status Sig. Values
H1: There is SIGNIFICANT relationship between Autocratic
management style and employee Performance
Accepted 0.009
H2: There is SIGNIFICANT relationship between MBWA style and
employee Performance
Rejected 0.400
H3:There is SIGNIFICANT impact of culture on employee
Performance
Rejected 0.343
H4:There is SIGNIFICANT difference between Employee Perceived
Performance and HRIS-employee Performance Record
Accepted 0.000
SSGC
Final statistical results revealed that only autocratic management style do affects the employees’ performance while MBWA another management style practiced at SSGC has no significant impact over employee performance and so is the case with HR (the intervening variable to create a Culture) again has no influence on Employee Performance.
Hence it could be said, employee performance at SSGC is independent of any management style, culture or any other motivational factors, it’s because there are many employees that are highly motivated and satisfied and at the same time there are many employees that highly de-motivated and dissatisfied, there is no place for any neutrality in between.
SSGC
Employee performance, management styles are no doubt strongly correlated as the previous researches have shown and have proved by Sharkie (2009), Beil-Hildebrand (2006), Van-fleet & Griffin (2006), Poon, Evangelista, & Albaum (2005), Brookfield (2000), Tixier (1994), Marcoulides & Heck (1993) and Morris & Pavett (1992).
But in the organization like Sui Southern Gas Company in which there are all the factors of a dysfunctional organization such as: Elitism, Paranoia, Hypocrisy, Employee Anger, frustration, Retributive justice, Nepotism and Cronyism (Special favoritism), political interference, corruption all these factors eventually leads to lack of trust between management and employees which a have negative impact on employee performance.
SSGC
SSGC
Employees at SSGC have job security but they don’t have trust on management. They have high salaries and compensation but they are not motivated, They have excellent parks and benefits but they have no job loyalty, They have very well integrated IT communication system but there is no
communication or information sharing, They daily come to work but they don’t like see their face, Their departmental heads changes every five to six months because of political
intervention, they have a very good training department for employees but there are no significant
results or effect on employee performance
And each statement is followed by a big WHY??? These questions remains still un-answered that needs to be answered these mysteries still remains unrevealed.
SSGC
SSGC
That would BE All