Middle-East Journal of Scientific Research 17 (9): 1200-1208, 2013

ISSN 1990-9233
IDOSI Publications, 2013
DOI: 10.5829/idosi.mejsr.2013.17.09.12256

Factors Affecting the Performance of Employees at

Work Place in the Banking Sector of Pakistan
1

Rashid Saeed, 2Shireen Mussawar, 1Rab Nawaz Lodhi,

Anam Iqbal, 2Hafiza Hafsa Nayab and 2Somia Yaseen

Department of Management Sciences,

COMSATS Institute of Infrormation Technology, Sahiwal, Pakistan
2
COMSATS Institute of Infrormation Technology, Sahiwal, Pakistan

Abstract: There are many variables that affect the performance of employees at work place. These variables
include managers attitude, organizational culture, personal problems, job content and financial rewards. All of
these variables have positive impact on the performance of the employees except personal problems of the
employees that hinders the performance of the employees. This study is quantitative in nature and will see the
effect of these variables managers attitude, organizational culture, personal problems, job content and financial
rewards in the banking sector of Pakistan focusing Sahiwal banks as a sample based on 200 employees. The
study will be analyzed by applying multiple regression analysis using SPSS software because there are 5
independent variables and their affects have to be seen on the performance of the employees which is the sole
dependent variable.
Key words: Banking Sector Employees performance
Financial rewards
Organizational culture
problems and job content
and financial rewards on
INTRODUCTION
the
employees
performance
in
the
banking
Performance of employees is affected by numerous
sector
of
Pakistan.
It will
factors at work place. It is defined as the way to perform
also
highlight
how
these
the job tasks according to the prescribed job
variables
affect
the
description.Performance is the art to complete the task
within the defined boundaries. There are lots offactors performance either positive
that affect the performance of employees.The main theme or negative. Although the
positive affect has been
of the study revolves around those variables.
The problem statement is about factors affecting the seen through the literature
performance of employees at work place in the scenario review but this study will
of Pakistan. This study will focus on the banking sector determine it again.
The aim of the present
to know about their performance and factors affecting
study
is to find out the
them. The variables that are determined to affect the
relationship
among
performance at work place include managers attitude,
independent
variables
and
organizational culture, personal problems,and job content
dependent
variable.
The
and financial rewards. These variables are described in
variable
is
different studies that affect the performance of employees dependent
performance
of
employees
at work place. This study will find out the impact of
and independent variables
managers attitude, organizational culture, personal
are managers attitude,

ponding Author: Dr. Rashid Saeed, Department of Management

Sciences, COMSATS
Institute of

Managers attitude
organizational
culture,
personal problems and job
content
and
financial
rewards. This study is
quantitative in nature and
data will be collected by
questionnaire
by
200
employees from banking
sector of Pakistan. For
analysis, this study will use
SPSS software by the
application of multiple
regression analysis. This is
the
relational
study
andmultiple
regression
analysis
is
used
to
determine the relations in
such case. The results will
be drawn on the basis ofthe
data collected and finding
and conclusion will be
given.

Infrormation
Pakistan.
Technology, Sahiwal,

1200

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

Objectives
of Study:
To find
out the
relation
ships
between
manage
rs
attitude
and
employ
ees
perform
ance
To
figure
out the
effect of
the
Organiz
ations
culture
and
employ
ees
perform
ance in
the
Bankin
g sector
of
Pakista
n

the
Banking
sector of
Pakistan
To
analyze
the
relationsh
ip
between
the Job
contentan
d
employee
s
performa
nce in the
Banking
sector of
Pakistan
To figure
out the
relationsh
ip
between
financial
rewards
and
employee
s
performa
nce in the
Banking
sector of
Pakistan

To find
To
out the
provide
relation
recomme
ship
ndations
between
for
the
the
researche
Persona
l
rs
and
problem
practition
s
and
ers.
employ
ees
perform Literature
ance inReview: The

literature
begins
with
the vast area
of numerous
factors
that
may affect the
performance
of employees
in the working
area.
According to
some
researchers
and
practitioners,
the
factors
that
may
affect
the
performance
of employees
at work place
are
theexclusive
nature
and
function
of
job
satisfaction
change,
or
systematic
development
or weakening
in
job
satisfaction
over
spell.
The
researcher
sought to find
out the impact
of
job
satisfaction on
employee
turnover. This
effect
was
weakened by
organizational
tenure
and
mediating
variable was
futureoriented work.
The
researcher
used

questionnair relationship
e as methodamong them is
of
datafound out in
collection. this
Data
wasstudy.Indepen
analyzed bydent variables
the help ofare
Logistic
conscientious
regression ness, loyalty,
analyses andcustomer
multivariate satisfaction,
analyses ofemployee
variance
involvement,
(MANOVA) work
.This studyenvironment,
was
extraversion.
conducted inDependent
3 differentvariables
circumstanc include
es, Lahore,employee
Faisalabad work
and Multan.performance
It
wasand customer
concluded outcomes.
that turnover
Data
was
negatively
collected
affected by
through
job
questionnaire
satisfaction.
either direct or
Higher the
through
elevel
of
mail. Multiple
satisfaction;
regression
lower
the
analysis used
turnover rate
to determine
is [1].
the
There
relationship
are lots of
other factors
that
may
enhance or
lower
the
employees
performance
. There are
certain
factors that
individually
and
collectively
effect on the
performance
of
employees.
A

along
with
Independent
T-Test.
Sample
of
fifty
restaurants of
different cities
in
Pakistan
was used to
complete the
study.
Individual
factors
i.e.
conscientious
ness
and
extraversion
imposed
a
significant
impact
on
employees
performance,
while
contextual
factors
i.e.
work
environment
and employee
involvement
placed
a
moderate
impact on the
study.
The
results
showed that
the employees
performance
level
correlated
with customer
satisfaction
and
loyalty
but not with
the customer
evaluation of
overall service
quality
provided
to
the customers
[2].
The basic
purpose
of
this research
area is to
evaluate the

relationship service
between
organization
team
in
the
empowerme travelling
nt
andindustry that
virtual teamhad
virtual
performance teams. First,
with
our findings
moderating may
assist
effect
ofleaders
of
personal
virtual teams
interaction. in determining
The
the number of
independent team meetings
variable
that
is
includes
appropriate to
Team
the level of
Empowerme team
nt
andempowerment
dependent . Team learns
variables
more
when
include
they have less
virtual teamempowerment
performance and
more
-process
frequent
improvemen personal
t
andmeeting are
customer
held,
they
satisfaction. learn
more
The
and
more.
moderating Second, some
variable ismanagers may
personal
think that they
interaction. are unable to
It was a fieldconduct
study.
frequent
Descriptive meetings. In
statistics,
such situation,
correlation, virtual
hierarchical meetings are
regression playing a vital
and
role;
often,
moderated this has to be
regression done
when
analysis
employees are
were used toscattered
complete thegeographicall
statistical y and it is
data
costly to call
analysis.
them
under
This studyone umbrella
was tested inor due to
high
scarcity
of
technology resources then

they
may
empower the
employees or
call
virtual
meetings. The
organizations
involved
in
the
study
encourage the
leaders to get
most
advantage
from
their
members by
indulging
them
in
different
activities
whenever they
get
opportunity of
meeting face
to face for
building team
identity,
confidence in
team
capabilities
and collective
sense
of
purpose and
direction
of
goals. Virtual
teams
that
have
high
empowerment
,
they
generated
significant
process
improvement
and
higher
customer
satisfaction as
compared to
low
empowered
teams.
In
additions,
virtual team
members
meeting face
to face were
significantly

improve themembers meet

processes ofrarely.
the
Managers can
organization use
several
as comparedtactics
to
to
thoseimprove the
teams thatvirtual teams

performance.
First
option
that a manger
may use is the
period
personal
1201

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

interviews
interaction were used to
the
and meetingcollect
of the teamdata. Ordinary
members, least square
method and
which
increase theregression are
the statistical
process
which
improvemen tools
t. When theare used to
analyze
the
periodic
meetings aredata. Different
not suitablecompanies of
due to scarePakistan were
as
resources orselected
sample.
highly
Proximal job
scattered
geography characteristics
were
more
then
important
manager
because they
should
were closely
empower
associated
their
members towith
make urgentobjectivity
and perceptual
decisions
of
directly tomeasure
improve thecreative job;
distal
process [3]. than
organizational
The
purpose is tocharacteristics
evaluate the. Higher job
degree
ofsatisfaction
lower
influence ofand
intentions to
work
were
environment leave
for
which is thefound
counterpart those
requirement individuals
of a creativewhose work
job. Creativeenvironments
accompanied
work
creative
environment the
is
therequirements
jobs.
independent of
Enhancing the
variable;
satisfaction creative
and intentionperformance
to leave areof employees
been
dependent has
variables. recommended
Telephonic as dire for
structured remaining

competitive in
a
dynamic
environment
and
for
enhancing the
overall
innovations of
an
organization
[4].
Many
researchers
have tried to
find out the
relationship
among
employees
innovative
behavior
at
work and role
of
performance
and
image
outcome.
Dependent
variable
is
innovative
behavior
while
the
independent
variables are
performance
and
image
outcome
expectations.
Questionnaire
is used to
collect
the
data.
Statistical
analysis
is
done by using
mean,
standard
deviation and
correlation.
The study is
based on fulltime
employees
and
their
direct

supervisors reputation as
from
fourinnovative
Pakistani
and individual
company
dissatisfaction
several
with the status
industries quo. We found
(information that
the
technology expectations
service,
about
computer performance
system
and
image
development consequences
,
furnituresignificantly
design/manu affected
facturing, employee
chemical
innovativenes
instruments s
after
development controlling
). We foundindividual
noteworthy intrinsic
effects of allinterest
and
three
capabilities.
outcome
Particularly,
expectations
on
innovative
behavior.
These
outcome
expectations,
as
intermediate
psychologic
al processes,
were formed
by
contextual
and
individual
difference
factors,
including
perceived
organization
support for
innovation,
supervisor
relationship
quality and
job
requirement
for
innovativene
ss, employee

we
merged
two
major
theoretical
viewpoints
which
are
efficiencyoriented and
socio-political
perspectives
[5].
In
this
area
of
changing
environment,
there
are
certain
variables like
effects of goal
difficulty,
monetary
incentives and
efficacy
on
the strategic
risk, tactical
implementatio
n
and
performance
of employees.
Goal success
is dependent
variable and
strategic risk
is mediating
variable.
BOLO
a
computer
simulated
exercise was
done to collect
data.
Statistical
tools such as
descriptive
statistics,
correlations
and regression
analysis were
used
to
analyze
the
data. Results
showed that
goal difficulty
increased
strategic risk,
in
part

through
Employe
team
es
efficacy.
performance
Strategic
is affected by
risk
goal
moderately orientations of
mediated
employees,
goal
the quality of
difficulty's leadereffect
onmember
performance exchange and
. Incentivesthe outcomes
compact
of
Job
strategic riskperformance
for easy-goaland
Job
teams andsatisfaction.
improved There
are
tactical
number
of
implementat variables that
ion. Highestmay affect the
incentive
performance
was
of employees
achieved byat work. It
both difficultincludes
goals
andindependent
highest
variable
as
performance employees
.
Goalgoal
difficulty, orientations;
team
dependent
efficacy,
variables as
strategic riskoutcomes of
and tacticalJob
implementat performance
ion
haveand
Job
positive
satisfaction.
impact
onThe mediating
team
variable
is
performance also present in
of
this scenario
employees. which
is
We
leaderconcluded member
that
exchange. The
motivated data
was
teams oftencollected
choose
through
difficult
questionnaire.
goals
Data analysis
consistently is performed
with highlyby using EFA,
risky
Univariate
strategies Statistics,
[6].
Pearson
Correlations

and
Regression
analysis. This
study
is
conducted in
Dutch energy
saving firm.
Mediating
variable like
leadermember
proved to be a
mediating
variable
between the
relationship of
employees
performance
and
goal
orientation.
These
findings
suggest that
employees
effectiveness
in increased
on the job
when he gets
personal
attention and
strong
response by
the supervisor.
Managers
attitude
is
vital in this
regard.
Supervisors
and managers
role
is
important in
uplifting the
performance
of employees
at work [7].
The
monetary
factors
also
affect
the
performance
of employees
at work like
impact of payfor-

performance variables are

and fixed-pay-forsalary
performance
compensatio and
fixedn
onsalary
employees compensation.
performance Dependent
.
Thevariable
is
independent employees
1202

performance.
This study is
an
experimental
and based on
laboratory
experiment.
Results were
derived

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

performance.
by
usingMany
statistical researchers
tools such ashave claimed
the fact the
mean,
is
correlation, TQM
important to
standard
raise
the
deviation
employees
and
regression working
conditions.
analysis.
The findingsThe
of the studyperformance
proved thatis positively
monetary related with
factors arethe TQM. In
vital
inthis study, the
enhancing objective was
to find out the
the
performance effect of TQM
on
work
of
performance.
employees at
work.
ItThe
increases theindependent
is
productivity variable
TQM
and
of
employees. dependent
is
It shows thatvariable
work
financial
rewards areperformance.
helpful
inResults
raising theindicate that
has
bars
ofTQM
employees positive effect
the
performance on
. The resultsperformance
of the studyof employees
favored the[9].
fact
that
What are
financial
the
incentives relationships
are
between
important inemployee
employees attitudes,
performance customer
uplifting [8]. satisfaction
Total and
departmental
quality
management performance?
is
alsoPast research
found
significant inhas
the role ofpositive but
employees weak

relationships
between
employees
job-related
attitudes and
performance.
Recent
research has
included
customer
satisfaction as
a link with
employee
attitudes and
performance,
emphasizing
the
significance
of
quality
service
to
organizational
achievement.
Providing
quality service
boosts
employees
because
it
requires
building
an
organizational
culture
in
which people
are dared to
perform their
prospective
and
are
acknowledged
and rewarded
when they do.
In current era
of
competition,
organizational
effectiveness
depends
on
understanding
what
customers
value
and
shared
this
understanding
to employees
in the form of

employee- of employees
performance at work. The
goals
andmotivatedemp
expectations.loyees
Service
performance
quality andis
more
customer
apparent than
attitude,
demotivated
along withones. The goal
the attitudeis to find out
of
the effect of
employees goal difficulty,
are highly
goal
setting
interactive to
methods and
among other
expected
in
the
external
banking
evaluation on
sector.
intrinsic
Precisely,
motivation.
there is a
The
substantial
independent
positive
relationships variables are
exit betweengoal
employee
attitudes
about
the
organization
s
humanresource
practices and
customer
attitudes
about
the
service they
received.
This infers
that
the
same sort of
organization
al practices
which
impact
service
quality
to
customers
and
how
they
are
treated [10].
Motivat
ion
is
directly
linked to the
performance

difficulty, goal
setting
methods and
expected
external
evaluation.
Dependent
variable
is
intrinsic
motivation.
Data
was
collected
through
questionnaire;
and analyzed
by
using
statistical
tools such as
variance
analysis,
means
and
standard
deviation.
This is an
experimental
study
conducted in
Pakistan.
Difficult goals
and evaluative
contexts
improve
performance
and that the
method
of
setting goals
has
slight
effect
on
performance
when
goal
difficulty
is
held constant.
The method of
setting goals
has an effect
on individuals'
intrinsic
motivation to
perform
a
task.
Individuals
who
were
assigned goals
exhibited

significantly data. Data was

higher levelsanalyzed by
of intrinsicDescriptive
motivation statistics that
than thoseis a most
common
who
participated statistical tool.
study
in
settingThis
an
goals. Goalwas
experimental
difficulty
and expectedand conducted
at operational
external
of
evaluation division
had no effectlarge
on
thecompanies.
money
measure ofThe
intervention
intrinsic
motivation. based on the
O.B.
Mod,
External
outperformed
evaluation
pay
and
goalroutine
for
difficulty
had no effectperformance
on intrinsic(performance
=
motivation increase
37%
vs.
11%)
[11].
and also had
In thisstronger
on
study,
theeffects
researcher performance
social
aims to findthan
the effect ofrecognition
and
money (the(24%)
performance
most
feedback
common
(20%) [12].
incentive
Pay is an
motivator)
ultimate factor
on
performance that affects the
.
Theperformance
independent of employees.
variable isMany
incentives researchers
motivators have worked
and
in this regard
dependent that dispersion
variable isin pay can
work
have different
performance effect on the
.
performance
Observation of employees
al
methodat work. The
was used toindependent
collect thevariable is pay

dispersion.
Dependent
variable
is
performance
of
interdependen
t work. Data
was collected
from
the
National
Hockey
Teams
officials
by
using surveys.
Statistical
techniques
such as mean,
standard
deviation,
correlation
and regression
analysis were
used
to
evaluate the
results of the
study.
This
study
was
based on the
National
Hockey
League
(NHL) teams.
We contend,
however, that
these
arguments
often
misperceive
inequality
with inequity,
thereby
overrating
inequity
concerns. We
find that the
inequality is
positively
related
to
interdependen
t
team
performance,
the inequity
has no effect
or is negative

and
theliteratures
approach
contrasting
itself helpsresults. In this
to merge thestudy,
we
pay
theoretically
dispersion and
1203

empirically
distinguished
between
distribution in
the pay

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

data. Statistical
explained tools such as
mean, standard
by
productivit deviation,
y-relevant correlation and
inputs and regression
distribution analysis were
in the pay used for
left
analysis of
mysterious data. This
by
such study is
inputs. We conducted in
understood the
this
manufacturing
discrepanc facilities in
y in a Pakistan. This
sorting
study
explanatio examined the
n in which, creativity of
opposing
employees and
to
how does it
convention affect the
al wisdom, performance of
pay
employees.
distribution This study adds
when work to a growing
is
literature on
interdepen individual
dent
can creativity in
facilitate
organizations
team
and provides
performanc provision for
e [13].
an
Employ interactionism
ees
approach.
creativity on Upcoming
work
practice and
performance research need
is also
to advance
visible in
unravel the
many
complex
organization relations
al settings. among
The
personal
independent characteristics,
variable is contextual
employees' factors and a
creativity. variety of
Questionnair creative
e method
outcomes. As
was used to this unraveling
collect the occurs,

organizations
may be better
able to escalate
their
employees'
creative
potential and
to benefit from
the execution
of their
innovative and
valuable
contributions
[14].
There is
no place like
home?
The
contributions
of work and
non-work
creativity
support
to
employees
creative
performance.
The purpose is
to find out the
relationship
among work
and non-work
creativity
support
on
employees
creativity
performance.
The
independent
variables were
work and nonwork
creativity
support.
Dependent
variable was
employees
performance.
Data
was
collected by
questionnaire
method and
analyzed by

using
independent
statistical contributions
techniques to employees'
such
as creative
mean,
performance.
standard
The findings
deviation, the
findings
correlation are consistent
and
with
the
regression previous
analysis.
results.
Our
This study study showed
is based on that
support
three
from
organization individual's
s from the family,
his
Pakistani
members and
knitwear
friends
industry.
contributed to
Work and his or her
non-work creativity
at
support
work and the
made
support made
significantly out of the
autonomous organizational
influences members
is
to creative highly
performance motivator
.
Positive factor for
mood
mediated
these
relations
and
employees
prefer nonwork
support that
has
less
creative
personalitie
s. Our study
showed that
obviously
support for
creativity
from work
(supervisors
/coworkers)
and
nonwork
(family/frie
nds) others
made

individuals as
compared to
the
support
available in the
organization at
work
place
[15].
The aim
is to measure
the effect of
supplier
interaction and
job
content
from supplier
perspective.
The dependent
variable
is
supplier
perspective;
independent
variables are
supplier
interaction and
job
content.
Data
was
collected
by
questionnaire.
Data
was
analyzed
by
CFA
and
correlation.
This study is
based
on
frontline
production
employees at
one site of
glassmanufacturing
company
of
Pakistan who
completed an
attitude survey.
Our findings
argued
two
ways
to
augment
supplier
perspective
and
hence
contextual
performance.
Two
immediate

indicators ofhas a negative

perspective impact on the
job
taking havefirms
been widelycreation,
the
recognized: whereas
entrepreneurs
empathy
towards theleadership
target
andexperience has
a
positive
positive
impact.
ascriptions
as
about
theHowever,
the
sectortarget's
specific labor
behavior
requirements
[16].
of a business
The aimopportunity
is to find outincrease, both
breadth
of
the
individual knowledge and
leadership
and
opportunity experience
allow
factors
affecting joboriginators to
creation. Theactivate their
with
independent firms
variables arefewer
individual employees.
Our findings
and
the
opportunity support
that
factors andidea
dependent founders
variable ishuman capital
job creation.characteristics
job
Data
wasaffect
collected bycreation in new
Survey andfirms.
analyzed byHowever, our
findings also
EFA,
descriptive show that labor
statistics andintensive
correlation. industry is not
always better:
This
research isfounders
a
based
onhaving
greater
breadth
statistics and
of knowledge
research
create
fewer
institutes
and
and offices.jobs
Our findingsfounders
more
expose thathaving
prior
an
entrepreneur leadership
s breadth ofexperience
more
knowledge create
jobs [17].

The
research aimed
to identify the
level of the
factors
affecting the
effectiveness
of the job
performance
of
the
specialists
working in the
academic
institutions.
The
independent
variables are
organizational
climate,
the
effectiveness
of
job
performance,
the extent of
the
relationship
between
the
organizational
climate
axis
and
job
performance
effectiveness
level
and
obstacles that
hinder
the
effectiveness
of
job
performance).
The dependent
variable is job
performance.
Data
was
collected
by
questionnaire
and analyzed
by using mean,
standard
deviation and
correlation.
There is a
direct
statistical
significant
relation
between
the

job
and
the
performance organizational
effectiveness climate axis, as

well

1204

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

independent
aspects
of
fairness
in
as betweenvariables are
and
organizations.
the
totalinternal
The
degree
ofexternal foci
and dependent
independent
both
variable
is
performance variable is job
performance.
and climate
managerial
is
and there isData
control;
by
a
reversecollected
dependent
and
statistical survey
variable
is
significant measured by
fairness
descriptive
relation
judgment
between thestatistics,
while fairness
hindrances correlations
is
a
that hinderand regression
moderating.
analysis. This
the
Data
was
is
effectiveness study
collected by
of
jobconducted in
questionnaire
performance Pakistan. The
and analyzed
and both theresults of the
by
CFA,
organization study
descriptive
al
climatefoundinternal
statistics,
is
and
jobfocus
correlation
performance positively
and regression
to
effectiveness related
analysis. This
.
Theorganizational
study is based
organization performance.
in Pakistan.
al
climateExternal focus
We found that
effect levelis related to
perceived
on
theperformance of
managerial
specialist's employees as
controls direct
well. We find
job
subordinates
performance that
to engage in
effectiveness commitment to
types
of
was averageorganization is
fairness
indeed
a
[18].
monitoring
The aimcritical factor
which
is
sales
was
toof
particularly
differentially volume [19].
important for
relate
The aim
their success.
attitudinal
is to know
Most
commitment about
importantly,
to
internaldifferent types
the distinction
(organization of perceived
between
and
managerial
fairness
supervisor) controls that
judgments and
and externalconvey
fairness
(customer) performance
monitoring
foci
tostandards to
helps
to
objective
subordinates
elucidate how
measures ofto increase the
individuals
job
observed
use
fair
performance. relevance of
information in
The
particular

their sensecollected by
making
questionnaire
processes and analyzed
and
whyby
using
certain
mean,
fairness
standard
decisions aredeviation and
mostly
correlation.
important inThis
study
certain
took place in
organization Pakistan.
al contexts.Firms having
In this way,higher levels
we are ableof employee
to
linkparticipation,
managerial a comparable
controls withorganizational
subordinates structure that

fairnessmakes
concerns inorganizations
a frameworkless rigid, tend
that
to have higher
validates
levels
how these
two
managerial
objectives
may
counterpart
each other
[20].
The aim
is to know
the effect of
employees
participation
and
work
design
on
the
performance
of
employees.
The
independent
variables are
employees
participation
and
work
design. The
dependent
variable is
employees
performance
. Data was

of
flexible
work design.
It advocates
the
firms
employee
participation
is high, a
more flexible
organizational
structure and
flexible work
designs
outperform
firms
that
have
lower
level
of
flexible work
design
and
employee
participation.
Managers
who have not
adopted
programs such
as employee
participation
directed
at
expediting a
conversion
towards more
flexible
structures are
stimulated to
do so because
of
the
performance
improvement
they
are
seeing in these
programs
[21].
Theoretical
framework

Managers attitude

Organizations
culture
Employees performance

Personal problems

with
the
employees
then
the
Job content
employees are
willing
to
work
energetically.
Financial
The
rewards
performance
bar of the
Hypothesis employees is
raised
Relationshi positively if
ps Betweenthe managers
Managers control is fair
Attitude
in monitoring
and
them. If the
Employees control
and
Performanc attitude of the
e: This studymanager
is
is about theinteractive
managerial andpromoting,
control thatthen
the
affects theemployees
performance work in the
of
betterment of
employees atthe
work place.organization.
If
theIf the manager
managers is
unbiased
attitudes fair
1205

towards
employees,
these
organizations
progress more
than others. It
is necessary
that
the
manager
is
unbiased and
treats
every
employee
without
discrimination
[20].
This
discussion
hypothesizes
that:
H1: There is a
positive
relationship
between the
managers
attitude and
employees
performance
in the Banking
sector
of
Pakistan.

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

al culture is a
Relationshi reflection of
ps Betweenemployees
Organizatio performance.
ns CultureIt is directly
proportional
and
the
Employees to
Performanc employees
e: Accordingperformance
to this study,(18). On the
basis of these
the
organization discussions,
s
culturethe hypothesis
matter a lotis derived as
in upgradingfollow:
the
employees H1: There is a
performance positive
.
If
therelationship
environment between the
is easy andOrganizations
comfortable
cultureand
to
work,
employees
then
the
employees performance
in the Banking
are
encouraged sector
of
to
workPakistan
effectively
and
Relationships
efficiently. Between
The
goodPersonal
and
Problemsand
competitive Employees
organization Performance:
culture
Personal traits
enhances theof
the
performance employees
of the workaffect
the
force. Theperformance
members ofof
the
the
employees at
organization work.Personal
s
areproblems are a
encouraged major
to
workhindrance in
effectively ifthe
the cultureproductivity
of
theof
the
organization employees.An
is strong andemployee
motivating. with a dull
Organization mind
set

cannot work
with
attention.If the
employee will
be fresh and
free
from
tensions, he
will be able to
give positive
results
and
output
at
work.
The
intelligence of
the employees
is affected by
the personal
problems. Any
person
disturbed
from family
problems or
upset mentally
cannot work
will
full
capacity
at
work.
Personal
problems have
negative
impact on the
performance
of
the
employees
(14).
This
study
hypothesizes
that:
H1: There is a
negative
relationship
between

the

Personal
problems and
employees
performance
in the Banking
sector

of

Pakistan
Relationships
Between Job

Content
H1: There is a
and
positive
Employees
relationship
Performanc between the
e: Any jobJob
requires
creativity,
enthusiastic
environment
and
challenging
goals
to
accomplish.
If the job
content
is
challenging
and
innovative
then
the
employees
are willing
to
give
positive
output.If the
job tasks are
creative and
attainment
of goal is
necessary
then
the
employees
give more
output than
others. For
this
job
enrichment
and
job
rotation is
important.
Employees
get bore of
doing
the
same routine
task all the
time.
Innovation
and
creativeness
enhance the
employees
performance
(4).
This
discussion
hypothesizes
that:

contentand
employees
performance
inthe Banking
sector

of

Pakistan.
Relationships
Between
Financial
Rewards and
Employees
Performance:
There is a
strong
relationship
between
financial
rewards and
employees
performance.
If
the
performance
is backed by
financial
rewards, then
employees
work
more
energetically.
It
is
considered a
great
motivator for
the
employees.
Incentives
increase the
employees
commitment
which
ultimately
results in good
performance.
Assigning
financial
benefits result
in the positive
performance
of employees
at work (6).
This
study
hypothesizes
that.

H1: There isincluding

positiveconventional
Islamic
relationship and
banks. These
between
banks
have
financial
branches all
rewards andaround
the
employees Pakistan.
A
performance sample of 200
been
in
thehas
driven
out
of
Banking
sector
ofthat
population
Pakistan.
that represents
target
Mthe
population.
A
TThe targeted
Esector for this
Rresearch work
I
banking
Ais
sector
of
L
Pakistan,
S
having sample
Aof
200
Nemployees.
D
a

As this is
M
a
quantitative
E
Tresearch, so
Hsurvey
Omethod will
Dbe used to
S
collect data.
For
survey,
Data
closed ended
Collection:
questionnaire
Random
will be is
Sampling
designed
to
technique
collect data.
will be done
Questionnaire
by
taking
will
be
into account
constructed by
the banking
formulating
sector
of
closed ended
Pakistan so
so that there is
that
maximum
maximum
margin
to
results can
know about
be obtained.
the effect of
There
are
managers
almost
40
attitude,
banks
all
organizations
over
the
culture,
job
Pakistan

content,
financial
rewards and
personal
problems on
the
performance
of employees
in the banking
sector
of
Pakistan.
Data
Analysis:
SPSS
(statistical
package for
social
sciences) will
be used to
analyze
the
data. After the
data collection
an optimum
research
model will be
applied to the
results
obtained and
then
these
results will be
entered
in
SPSS
to
analyze
the
results.
Multiple
regression
analysis, will
be applied as
there are more
than
one
independent
variables
affecting
dependent
variable.
Data Analysis
and Findings
Reliability:
The
value of
Cronbach
Alphafor
1206

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

MA
JC
FR
culture
N=200, Adjusted

organizatio
nal
is

0.790R Square = 0.614,

which

48.474,

clearly

overall

model

indicates

significance

that
results

the

0.01 level

Cronbach's
Alpha for job
content is .
818
which
clearly
indicates that
the results are
reliable. The
reliability
indicator
shows that it
must be more
than .7 and
these results
are visible in
this study. The
value
of
Cronbach's
Alpha
for
financial
rewards is .
833
which
clearly
indicates that
the results are
reliable. The
reliability
indicator
shows that it
must be more
than .7 and
these results
are visible in
this study.

arethat it must be
reliable. Themore than .7
reliability and
these
results
are
indicator
visible
in
this
shows
study.
The
value
Table 1: Reliability
coefficients of
Cronbach's
Scale
Organizational Culture
Alpha
for
Personal Problems
personal
Managers Attitude
problems is .
Job Content
876
which
Financial Rewards
clearly
indicates that
the results are
Table 2:
reliable. The
Correlations
reliability
indicator
OC
Pearson Correlation
shows that it
must be more
Sig. (2-tailed)
than .7 and
PP n Pearson Correlation
these results
Sig. (2-tailed)
are visible in
MA Pearson Correlation
this study. The
value
of
Sig. (2-tailed)
Cronbach's
JC
Pearson Correlation
Alpha
for
Correlation:
managers
Sig. (2-tailed)
Correlation is
attitude is .
FR
Pearson Correlation
significant
864
which
when
the
Sig. (2-tailed)
clearly
value is less
indicates that
EP
Pearson Correlation
than 0.05. In
the results are
this study, the
Sig. (2-tailed)
reliable. The
organizational
**. Correlation is significant at the 0.01 level
(2-tailed).
reliability
culture
is
indicator
Table
3:
correlated
shows that it
Multiplewith
regression
ofmust be more
employees
than
independent
performance
variables
on.7 and these
at the value of
results are
employee
0.000.
The
visible in this
performance
results
are
study. The
Independent variable
value
of
significant.
In
OC
this
study,
PP

personal
Regressions:
problems areThe value of F
correlated must
be
with
greater than 5.
employees In this study,
performance the value of F
at the valueis
48.474
of
0.000.which
are
The resultsgreater than 5.
are
The level of
significant. significance is
In this study,0.000.
The
managers value
of
attitude
isadjusted
R2
correlated is0.614.
The
with
results
are
employees justified.By
performance keeping
the
at the valueother factors
of
0.000.constant,
if
The resultsthere is 1%
are
change in the
significant. value
of
The
organizational
significance culture, then
level of jobemployees
content withperformance
employees will
be
performance increased by
is 0.008. The28%.
results areLikewise, if
significant. other factors
Financialrew
remain
ards
are
constant and
significant at
there is 1%
the level of
change in the
0.002.
value
of
Employees
personal
performance
problems,
is correlated
managers
with
attitude, job
organization
content
and
al
culture,
financial
managers
rewards then
attitude, job
employees
content,
performance
financial
will
be
rewards and
increased by
personal
9%,
29%,
problems.
20% and 15%
respectively.
Multiple
1207

CON
CLUS
ION
The
results of this
study provide
an innovative
attempt
at
investigating
an obvious yet
neglected link
there is a
positive
relationship
between the
managers
attitude and
employees
performance
in the Banking
sector
of
Pakistan. The
firms
with
congenial
managers
attitudehave
more positive
impact
on
employees
performance.
The
results
also suggest
that there is a
positive
relationship
between the
Organizations
culture
and
employees
performance
in the Banking
sector
of
Pakistan. The
value
of
ChronBach
Alpha is 0.79
which shows
that
the
relationship is
significant.
There is a

Middle-East J. Sci. Res., 17 (9): 1200-1208, 2013

in the Banking
relationship sector of
between the Pakistan. Even
though the
Personal
results indicate
problems
that the
and
employees hypotheses
performance tested gave
significant
in the
result and it is
Banking
clear that the
sector of
Pakistanwhi entire
ch is further directional
2.
hypotheses are
tested by
true and gave
applying
regression positive
analysis. Theresults.
significant Furthermore,
result proves there is a
margin to
a
relationship check the
relationship
between
them. There among
is a positive independent
relationship variables like
between the job content,
organizational
Job
contentand culture,
employees personal
performance problems,
managers
in the
attitude and
Banking
financial
sector of
rewards of the
Pakistan
company.
which is
tested and
proved by
REF
statistical
ERE
analysis.
NCE
With the
S
help of
significant
1. Bang,
results of
H.S.,
regression it
3.
T.G.
was shown
Ross and
that there is
Jr, Reio,
a positive
2013.
relationship
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between
motivati
financial
on
to
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organizat
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