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Presented by:Bee Yong Run 1100285Eng May Fong 1100170Raymond Seah 0903982Tan Shi Mein 0903904Tan Chin Sean 1100662
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Topic:The influence of job positiontowards job performance
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Independent variable Job position
Dependent variable Job performance
Research Question 1:What is the relationship between executives and jobperformance?
Hypothesis 1:
There is a positive relationship between executives and jobperformance.
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Research Question 2:
What is the relationship between subordinates and jobperformance?
Hypothesis 2:
There is a positive relationship between subordinatesand job performance.
Objective:
This research is to find out how the relationship between
executives and subordinates influence the jobperformance
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Operational DefinitionAccording to Wikipedia:
Executive is described as individuals at the highest level oforganizational management who have the day-to-day
responsibilities of managing a company or corporation.
Subordinate is a person under the authority or control ofanother within an organization
Job efficiency is the ability to accomplish a job with aminimum expenditure of time and effort.
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Behavioural Theory.
Known as the learning perspective.
Acting, thinking and feeling can and should be
regarded as behaviours.
Describe as internal physiological events or
to hypothetical constructs such as the mind.
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Peoples behaviour can influences directly towards their
job performance.
Culture can shape a persons personality.
Behaviour will influences by heredity and environmental.
Various causes such as relationship, time, money lead to
changes in behavior.
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To observe human behavior towards their jobperformance
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1.Data Analysis
- Bar chart, pie chart, tabulation of data
2. Sampling Design- Questionnaire
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1. Harrison and Hubbard (1998)
- organizational commitment has been studied as aconsequence of leadership behaviors
2. Chen (2004)
- organizational commitment as a mediator betweenexecutives and subordinates towards job performance
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1. Kushman (1992)
- Significant association between executives andsubordinates.
Example: When executives were committed to theirwork, the job performance of subordinates tends to behigher.
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2. Shore and Wayne (1993)
- There was a negative relationship between executivesand subordinates behaviour (Shore and Wayne, 1993).
Example : Some conflict between the executives and
the subordinates. Some of the subordinates dare not tospeak out as they scared will offend the executives.
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40%
60%
Type of SupervisorAcademic Head of Department Administrative Head
Figure 1 : 60% of the executives are from theacademic head of department whereas 40% are from
administrative head.
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0
0.5
1
1.5
2
2.5
3
3.5
4
1 to 5 6 to 10 11 to 15 16 Above
Total year supervised
Total year supervised
Figure 2 : 4 of the executives have more than 5 yearsexperience in supervising.
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Strongly
Agree
Agree Not Sure Disagree Strongly Disagree
Communication 40% 30% 20% 10% 0%
Creativity and
Resourcefulness
30% 40% 10% 20% 0%
Cooperation
with Others
40% 20% 10% 10% 20%
Flexibility 40% 20% 20% 10% 10%
Figure 3: Skill Assessment
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Strongly Agree Agree Not Sure Disagree Strongly
Disagree
Employee creates their identity
though Interpersonal
Communication in the work place.
60% 20% 10% 10% 0%
Interpersonal communication
helps me shape my perception of
my subordinate.
70% 10% 10% 10% 0%
My perception of subordinates
Interpersonal Communication
skills my rating of their job
performance.
60% 20% 10% 10% 0%
Figure 4: Perception
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Strongly
Agree
Agree Not Sure Disagree Strongly
Disagree
Effect of past
record
40% 40% 10% 10% 0%
Compatibility40% 30% 20% 10% 0%
Single Good
Trait
40% 40% 10% 10% 0%
Figure 5: Effect of past record, compatibility and singlegood trait towards employee
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Figure 1 : 70% of the employees are administrativewhereas 30% are academic (lecturers, clerks)
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Figure 2 : Most of the subordinates have beenemployed for 6-10 years.
0
0.5
1
1.5
2
2.5
3
3.5
4
1 to 5 6 to 10 11 to 15 16
Above
Total year been employed
Total year been employed
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Part 2: Perception about supervisor and appraisal process
Strongly Agree Agree Not Sure Disagree Strongly Disagree
My supervisor
understands my work.
70% 20% 0% 10% 0%
My supervisor clearly
explains to me the
requirement of my
work.
60% 20% 10% 10% 0%
My supervisor explain
how I can improve my
performance
70% 20% 0% 10% 0%
As a result of
performance appraisal I
understand better my
supervisors
expectation of my
performance
40% 30% 10% 20% 0%
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My supervisor gives me
clear and real example to
justify his/her of rating of
my work.
60% 10% 20% 10% 0%
My performance appraisal
is based on quality and
quantity of my work and
not my personality or
position.
80% 10% 10% 0% 0%
My supervisor allows me
to question him/her about
my job performance.
60% 20% 10% 10% 0%
My supervisor treat me
dignity.
30% 40% 20% 10% 0%
My interpersonal
communication style will
affect my performance
appraisal positively.
60% 30% 10% 0% 0%
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Based on Figure 1, academic head of department hasmore job experience than administrative head.
In Figure 2, working experience of an executive playsimportant role in helping subordinates to solve problem.The more experienced an executive is, the more effectivein solving problem of their subordinates.
Good communication skill helps to maintain a goodrelationship among executives and subordinates.
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Creativity and resourcefulness help both executives andsubordinates produce more creative and informativeideas.
Cooperation and flexibility helps executives andsubordinates to achieve the best job performance.
As a conclusion from mini survey designed forexecutives, perception on interpersonal communicationskill affect their job performance is most rated by the
respondent.
Past record and single good trait is definitely willinfluences the job performance appraisal.
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Supervisor is responsible towards their subordinates inproviding them relevant comments or advice about their
job performance.
Subordinates understanding about their work helps to
indirectly increase their job performance. A two-waycommunication between supervisor and subordinates
also created to improve their relationship.
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Dignity can affect subordinates job performance
indirectly through affecting their emotion.
Interpersonal communication style will affect theirperformance appraisal positively.
Good impression of a supervisor towards thesubordinates, supervisor may rate their job performancepositively
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Enhances understanding
Strengthens relationship
Avoids unnecessary conflict
Helps to achieve mutual goal / vision
Important in implementing any policies- Example: Management level
Increases the quality of job performance
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A good or bad relationship between an executive andsubordinate can influence their job performance.
There is limitation in this research There is a negativerelationship between executives and subordinates.
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For example, there are some subordinates who do notdare to speak out to their executives about their
unhappiness and dissatisfaction, and hence, it leads tomisunderstanding and conflicts.
Therefore, it is a must for executives and subordinates tocommunicate well with each other in order to remain a
good relationship as well as to obtain a good jobperformance.
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1. Chen, L. Y. (2004). Examining the Effect ofOrganisational Culture and Leadership Behaviours on
Organisational Commitment, Job Satisfaction, and JobPerformance at Small and Middle Sized Firms ofTaiwan.
Retrieved from The Journal of American Academy of
Business,5, 432-438. Rashidah(2010).
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2. The Relationships between employees organizational
commitment, organisational citizenship behavior andperceived job performance among executives: A casestudy of SEGI University College.
Retrieved from June 10, 2010 fromhttp://www.segi.edu.my/onlinereview/chapters/vol3_sr1
_art6.pdf
3. Thanswor Gautam, Rolf van Dick, Ulrich Wagner,Narottam Upadhyay and Ann J. Davis,(2004),Organisational Citizenship Behaviour andOrganisational Commitment
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Thank You