FACTORS AFFECTING PERWORMANCE AT

WORKPLACE

REASEARCHER:

IVY JOY BANAGAN

CARL MICHAEL CALIXTON

OBJECTIVES :

1.To identify and analyze the factors that influence employees’ performance within an

organization.

2.To give more information about the topic and to give a real life like scenario.

3.To establish valid recommendations with the identification of impacts, both positive

and negative factors on employees’ work performance within an organization.

INTRODUCTION

According to the assumptions of human resource management (HRM),

improved performance is accomplished through the employees of the

organization. Employees are thus viewed as a valuable asset to every

firm to improve performance. Before the last decades of the 20th

century, the performance was viewed as the result of a mix of aptitude

and motivation when given adequate resources, and therefore

motivating people became an important aspect of most management.

Whenever human resource (HR) is used to its greatest capacity, a

business may attain limitless productivity, efficiency, and

performance. All employees may not work in the same way since they

have distinct working styles. Some personnel have the greatest

potential regardless of the reward, whereas others benefit from a

boost now and again. The employees' performances are determined by

their willingness and openness to complete their jobs. Furthermore, if

employees are willing and open to accomplish their jobs, it is possible

that their productivity will grow, which will contribute to improved

performance .

Employee performance can be negatively impacted by several aspects that will

decrease productivity and make it difficult to achieve goals. It is important to understand

that how the employee performance or employee’s job behavior of assisting

departments, management levels, and executive leaders impact the organizational

goals in either a positive or negative way.

Recently, most of organizations are fully aware of the importance of employee

performance, increasing employee performance or to find out the ways through which

high level of employee’s performance can be achieved is becoming one of the decisive

factors for any organization success.

Management’s mission is to get people together to accomplish corporate goals and

objectives by using available resources efficiently and effectively. Manpower

performance can be increased by putting efforts to factors that enhance the employees’

motivational level, creativity, job satisfaction and comfort workplace environment, etc...

The concept of human resources management and the theoretical of employee

performance will be first reviewed. Secondly, the researcher will mention some factors

affecting employee performance through some academic journals.

1.2 The Concept of Human Resource Management

Employees are resources in organizations, and as such they need to be trained and

developed properly in order to achieve an organization’s goals and expectations

(Brewster, 2007).

The initial development of the HRM concept is based on the effective utilization of

people, and to treat them as resources leading to the realization of business strategies

and organizational objectives (Zhu, Warner & Rowley, 2007). HRM contributes to create

high performance work systems by linking various employees in different departments

in the same organization (Brewster, 2007).

Organizations use the effectual HRM system to increase their competitiveness by

investing in employee development (Sutiyono, 2007).HRM can be defined as “The

process of analyzing and managing an organization’s human resource needs to ensure

satisfaction of its strategic objectives” (Hellriegel, Jackson, Slocum and Staude, 2008)

and “The policies and practices involved in carrying out the ‘people’or human resources

aspects of a management position, including recruitment, screening, training and

appraising” (Dessler, 2008).

HRM is a pattern of planned HR development and activities which affect the behavior of

individuals with the intention of enabling organizations to achieve their goals (Wood,

Holman & Stride, 2006). All HR activities are dependent upon the manager’s efforts to

formulate and implement the organization strategy (Wei & Lau, 2005). HRM refers to

the policies, practices, and systems in organizations for recruiting and developing their

employees, as well as influencing their behavior, attitudes, and performance to achieve

the organizations’goals (Stone, 2008). HRM competency contains an

organizations’ability to recruit, train and develop, maintain and utilize prospect-oriented

employees with their capacities in a way that they comply with their organizations’goals

(Zaugg & Thom, 2003).

1.3 The Concept of Employee Performance

Performance is associated with quantity of output, quality of output, timeliness of output,

presence/ attendance on the job, efficiency of the work completed [and] effectiveness of

work completed” (Mathis & Jackson 2009).

Employee Performance is the successful completion of tasks by a selected individual or

individuals, as set and measured by a supervisor or organization, to pre-defined

acceptable standards while efficiently and effectively utilizing available resource within a

changing environment.

Aguinis (2009) described that “the definition of performance does not include the results

of an employee’s behavior, but only the behaviors themselves.

Performance is about behavior or what employees do, not about what employees

produce or the outcomes of their work”. Perceived employee performance represents

the general belief of the employee about his behavior and contributions in the success

of organization. Employee performance may be taken in the perspective of three factors

which makes possible to perform better than others, determinants of performance may

be such as “declarative knowledge”, “procedural knowledge” and “motivation” (McCloy

et al., 1994). HR practices have positive impact on performance of individuals.

2.1 Factors Affecting Employee Performance

According to some researchers and practitioners, there are certain factors individually

and collectively effect on the performance of employees in a positive or negative way

including:

2.2 Leadership

Leadership is a process whereby an individual influences a group of individuals to

achieve common goals (Northouse, 2007). Leadership style is the combination of

attitude and behavior of a leader, which leads to certain patterns in dealing with the

followers (Dubrin, 2004). The leadership style within an organization has a bearing on

encouraging or inhibiting employee’s performance (Armstrong & Murlis 2004; Cronje et

al 2001).

2.2 Empowerment

Duvall (1999) defines success as achievement, accomplishment and attainment which

is consequence of empowerment as follows: (1) Individual success in form of

employee’s role performance, (2) Organizational success which is achieved as

members of the organization accomplish collective organizational goals and objectives,

and (3) As organizational members share a mutually beneficial and satisfying work

experience meeting both social and personal growth needs.

Further, empowerment had significant positive correlations with both performance and

satisfaction (Bartram and Casimir, 2007). And specifically empowerment performance of

followers than with satisfaction was more strongly correlated with the in-role with the

leader.
2.3 Participation

In Chen and Tjosvold research 2006, they revealed that participation management is

about involving employees in the decision making process where the employees feel

that they have the opportunity.

To discuss problems and can influence organizational decisions. The overall impact of

participation is increased employee job performance and low turn-over.

In addition, organizations can act to increase or decrease the levels of these mediator

variables within their personals and potentially strengthen the positive performance

effects of employee participation (Lam et al, 2002).

Employee will be motivated because management considers them as partners in

contributing to organizational success instead of being seen as mere subordinates and

therefore will avoid engaging into counterproductive behaviors hence improved

performance through timely achievement of organizational goals and objectives (Carrel,

Kuzmits & Elbert, 1989).

2.4 Organizational Culture

Organizational Culture is common value sand behaviors of the people that considered

as a tool leads to the successful achievement of organization goals (Schein, 1990).

Organizational culture is the mindset of people that distinguishes them from each other,

within theorganization of outside the organization. This includes values, beliefs, and

behaviors of the employee’s difference from the other organization (Hofstede, 1991).

2.5 Working Environment

The influence degree of working environment is the counterpart requirement of a

creative job. Higher job satisfaction and lower intentions to leave were found for those

individuals whose work environment accompanied the creative requirements of jobs.

Enhancing the creative performance of employees has been recommended as dire for

remaining competitive in a dynamic environment and for enhancing the overall

innovations of an organization (Janssen, O. and NW. Van Yperen, 2004).Working

environment plays an important role towards the employees ‘performance. Working

environment is argued to impact immensely on employees’ performance either towards

negative or the positive outcomes (Chandrasekar2001).In the world, there are

international organizations who debate the rights of employee. Most people spend fifty

percent of their lives within indoor environments, which greatly influence their mental

status, actions, abilities and performance (Dorgan, 1994). Better outcomes and

increased productivity is assumed to be the result of better workplace environment.

Better physical environment of office will boosts the employees and ultimately improve

their productivity.

Various literature pertain to the study of multiple offices and office buildings indicated

that the factors such as dissatisfaction, cluttered workplaces and the physical

environment are playing a major role in the loss of employees’ productivity (Carnevale

1992,Clements- Croome 1997).

2.6 Workplace Culture

Besides the work environment, an organization's culture and values can significantly

impact employee motivation and productivity. Nobody will feel good and motivated
working in a toxic work culture.The workplace should be a safe environment for your

employees since it’s where they can and should be able to express themselves and

perform to the best of their abilities.

2.7 Poor relation between co-workers

The company is a human environment too, because men who work there have to work

together and share projects that are necessary for society. But between colleagues,

misunderstanding is inevitable.

Discrimination and harassment are among the problems that may exist. Negative

workplace relationships may arise when employees become less considerate and

disrespectful to each other. Some team members may make their workmates uneasy

and stressed by using derogatory language or by forwarding excessive complaints

about colleagues to senior management. Employees who deploy an unhealthy

competitive attitude in nearly every professional undertaking can be confrontational,

intimidating and aggressive.

2.8 Poor relation between employees and managers

The relationship between employee and employer is sometimes fragile. The worker may

feel pressured to keep his job while harboring unfavorable opinions about his boss,

while the boss wonders if the employee is working to the best of his ability. Employers

are also concerned about the morale of workers, because low morale could lead to

expensive issues with turnover or low productivity.

2.9 Lack of productivity

Employees suffering from high stress levels have lower engagement, are less

productive and have higher absenteeism levels than those not working under excessive

pressure.

Stress affects your ability to remember things you already know, to process new

information you are learning and to apply both to analytical situations and physical tasks

that require concentration. When you are mentally exhausted from all of the worries,

anxieties and tension brought on by a stressful environment or lifestyle, you are more

easily distracted and prone to make costly, harmful or even fatal mistakes on the job.

2.10 Communication

One of the most important responsibilities that managers have is communicating

effectively, both with the employees who work under them and with other managers

throughout the company.

2.11 Workload Imbalance

Sustaining an imbalanced workload may feel glorious when you're doing it. But the day

after will be a dread fest you'd give anything to avoid. When workload is

unbalanced, frustrations,dissatisfaction and even team conflict may result. In some

cases, mental and physical stresses caused by an unbalanced workload can cause

illness or burnout. This intense pressure can also cause tension in your private life.

2.12 Coaching

Coaching has become an important technique to improve performance (Champathes,

2006). It is not a one way communication and proves to be a two way communications
where coaches identify what can be improved and how it can be improved. Further

coaching addresses the belief and behaviors that hinder performance (Toit, 2007).

It can be further seen that coaching is all about helping someone else to improve

performance (Starr, 2004).

2.13 Motivation

Motivation is a key determinant of job performance and a poorly motivated force will be

costly in terms of excessive staff turnover, higher expenses, negative morale and

increased use of managements’ time (Jobber, 1994). Therefore, management must

know what exactly stimulates their staff so resources are not allocated and

dissatisfaction develops among employees (Jobber, 1994). As Green (2000) has

described motivation to be proactive in the sense of; in dealing with employees who are

high performers, motivation is essential, otherwise their performance will decline or they

will simply leave the job.

While dealing with low performers, motivation is a prerequisite; otherwise these

employees will drag results down, lower productivity and certainlywould not leave the

organization, as they will have nowhere else to go.A motivated workforce is essential

because the complete participation of employees will certainly drive the profitability of

the organization (Carlsen, 2003).

2.14 Training

The developing process of employees’skill in order to improve the performance is called

training (Swanson, 1999). Training is a type of activity which is planned, systematic and

it results in enhanced level of skill, knowledge and competency that are necessary to
perform work effectively (Gordon, 1992). Existing literature presents evidence of an

existence of obvious effects of training and development on employee performance.

According to Wright & Geroy (2001) notes that employee competencies change through

effective training programs. Training has been proved to generate performance

2.15 Personal Factors

Stress, fatigue, burnout, and life events can affect employee productivity. For example,

employees under a lot of pressure, suffer from fatigue, or experience burnout may have

difficulty focusing on their work and achieving their goals. Additionally, life events such

as the death of a loved one or the birth of a child can disrupt your employee's ability to

stay productive.

Companies must be sensitive to these issues and provide employees with the

necessary resources to cope. This includes providing access to counseling services and

offering flexible working arrangements.

2.16 Training and Development

Employees who lack the skills or knowledge to perform their job effectively may need

help to be productive.

This is why it’s crucial for companies to provide training for their employees to grow and

produce better outputs, ultimately leading to the company's success.

2.17 Workload

Employees who feel overwhelmed by their workload may become stressed and less

productive. At the same time, employees may become bored and less productive if they
do not have enough to do.Give them the right amount of workload that will not only

make them productive but boost their skills at the same time.

2.18 Incentives and Rewards

The incentives or rewards determine whether the employees are motivated enough or, if

they are not motivated by the rewards given or think that the incentives given to them do

not reflect what they have contributed to the organization, then their performance will

decrease in the future.

Offering incentives or rewards for good performance can motivate employees to work

harder and be more productive. Incentives can be anything from financial rewards, such

as bonuses, to non-financial rewards, like extra days off or even recognition. Employees

who feel their employer appreciates their hard work will likely be more motivated.

When incentive programs are combined with other kinds of motivation, such as regular

employee feedback and performance reviews, they can further encourage employees to

strive for excellence and increase productivity.

2.19 Final Thoughts

Employee productivity is important for every company to achieve success. Lower

productivity rates lead to delays and even employee turnovers, leading to the

organization experiencing some major pitfalls.

2. 20 Leadership

Supportive and effective leadership can help employees feel motivated and engaged,

while poor leadership can cause demotivate and disengagement. This leads to a
decrease in productivity and an increase in employee turnover as employees look for

better working environments.

Poor leadership can also create an atmosphere of distrust, which can hamper

communication between managers and their teams. Ultimately, this lack of trust leads to

a breakdown in relationships, resulting in further disengagement from the workplace

Leaders have a profound impact on the employee experience. Good leaders

consistently communicate cultural norms in ways that create a positive work

environment where employees are engaged, have a high degree of loyalty, and feel a

sense of purpose in their work.

2.21 Technology and Tools

Providing employees with the right technology and tools can streamline processes and

enhance efficiency. Outdated or inadequate technology can hinder performance.

2.22 Work Environment

Factors such as lighting, temperature, noise level, and cleanliness affect employees'

ability to focus and be productive.It will be difficult for anyone to focus if they’re working

in a poorly lit environment with a lot of background noise.

The physical and behavioral aspects are the two facets of a healthy working climate.

The prior refers to the factors which are linked with the ability of employees to remain

physically associated to their workplaces. while the etiquette of office bearers are

influenced by the behavioral aspects of the environment, the workplace environment

plays an important role in shaping behaviors of employees individually. Consequently,

employees' motivation to work hard, their efficiency and performance are shaped by the

influence of the quality of the workplace.

Worker' levels of willingness to keep motivated, creative, engaged with colleagues, and

loyal to job are all influenced by the factors of workplace environment. According to

some researchers, this feature of relatedness with workplace environment have

beneficial and adverse impacts .

Figure 1. Employee’s Performance

Assess the workplace if it provides enough comfort for the employees to be motivated

and inspired to do their work.improvement related benefits for the employee as well as

for the organization by positively influencing employee performance through the

development of employee knowledge, skills, ability, competencies and behavior (Appiah

2010; Harrison 2000; Guest 1997).

Based on the critical review of the literature, it is clear that employee performance can

be influenced by several factors, including leadership style, organizational culture,

workplace environment, training, motivation, remuneration, etc...The researcher is self-

motivated and self-initiated to complete this research project in relation to academic,

organizational and personal perspective.

Discussion

Professional competence, motivation, work circumstances, management, personal life

and health. All of these factors, and many more, have an effect on employee’s

performance at work. These factors are dynamic and cause fluctuations in performance.

Performance varies from year to year, month to month, changing almost cyclically.

In other words, on a certain level, changes in work performance are completely normal.

Often employees themselves recognize these changes. We just can’t perform at our

optimal level every single day, throughout our entire careers.

It’s essential to understand that an organization can develop at a certain pace in one

direction, while an individual employee’s abilities and performance can evolve in their

own, very different, direction. For example, the requirements for a given role might

expand, but the employee in that role does not acquire the competence needed to meet
the new demands. When this happens, it negatively impacts work performance, as well

as the employee’s well-being.

Decreasing Work Performance Has Consequences

As an employer, you need to be aware of your employees’ abilities to perform well at

work. Major life events or workplace changes inevitably have an effect on motivation,

efficiency and quality. The impact on corporate productivity can be significant, not to

mention the potentially severe downturn in the employee’s well-being and happiness.

The main point is that work performance ebbs and flows, just like a professional athlete.

They don’t sustain peak performance all year, either. As an employer, it is crucial that

you show your employees that you understand natural performance cycle. It is equally

important to know when action is needed.When it comes to modern white-collar

workers, a decrease in one’s ability to perform well at work doesn’t necessarily lead to

sick leave or other absence. Instead, quite often employees continue to work, but with a

limited capacity, as fatigue, pain, illness or other symptoms drag down performance.

This can eventually have a major impact on productivity. Depression for example, can

decrease productivity be as much as 30%.

If as an employer you don’t react and take appropriate actions early enough, severe

decreases in work performance and the well-being of your employees generate serious

and far-reaching problems across your operations. At its worst, you may see burn outs
and extended absences. The unfortunate and often severe consequences, both for the

organization and the employees themselves, can take a very long time to correct.

Concrete Actions Are Key

So, how should decreases in work performance be handled? Let’s look at a couple of

fictional, yet realistic, cases:

Case 1. Mary is a specialist in the IT sector. She has just received more responsibility at

work, which she is very excited about. However, none of her existing tasks or

responsibilities have been transferred, so her total workload also increased.

Mary does her best to handle all her tasks, but she soon starts regularly working

overtime to get everything done. She begins to feel stressed and fatigued. Mary’s

efficiency and the quality of her work decrease. She notices this and her motivation

dwindles.

Case 2. Mike is an experienced worker in the health care industry. He does irregular

shifts, which has its challenges, but Mike has so far been able to handle it, keeping work

and family life in balance. However, the situation changes when Mike’s family welcomes

a new baby.

Between the irregular work shifts and caring for a newborn, Mike is unable to get

enough restorative sleep. He is exhausted and starts to think about changing careers.

So, what could the employers do for Mary and Mike? In Mary’s case, it would be

essential to have an open discussion about the situation. Maybe there is too much work,

and Mary needs to hand over some tasks to someone else. Perhaps prioritizing and
rescheduling tasks would bring balance to her workload. With this approach, Mary not

only gets much needed relief, but she can also gain a better sense of control over her

workload. This helps get Mary back on a path towards optimal, even improved (more

motived) work performance.

In Mike’s case, the employer could start off by moving him to regular shifts so that he

can rely on a certain work (and sleep) schedule. It might even be good to move Mike to

a specific day or night shift, depending on Mike’s needs at home.

If that is not possible, the employer could consider whether Mike’s expertise could be

utilized in some other role. This way the organization would get to keep a valuable

employee, despite the changes in his personal life.

Monitoring Lies at the Heart of Corporate Well-being

Since declines in employees’ work performance can have such severe consequences,

regular monitoring is needed to be proactive and avoid those consequences. Monitoring

is an essential cornerstone of effective corporate well-being management. To secure

success, you must ensure that employees can and do perform at an adequate level.

The aim is to not only maintain, but also enhance the performance and well-being of

your workforce. Taking timely actions if any abnormal decrease in performance or well-

being arise requires observation and accurate data.

Utilizing different types of assessments and measurement methods, organizations can

monitor their workforce and identify potential risks. For example, with Firstbeat Life
company reporting, you gain valuable insights about the current level of your

employees’ well-being and ability to perform at work.

Reliable and accurate data is also important for tuning and improving well-being

programs. For instance, you can check the actual amount of recovery during work and

compare that to self-reported work satisfaction.

With reliable data, you can identify the areas of employee well-being that need extra

attention – and react before performance drops to the point your overall productivity

suffers.

With the addition of individual measurements, you can also give high-risk employees

the personal support and attention they need early enough.Regular monitoring allows

you to track the effectiveness of your corporate well-being actions. This way you really

know if sport benefits, therapy services, organizational changes and so forth have

actually had a meaningful impact.

When you are able to reliably identify potential risks, take preventive actions and track

their effectiveness, you can accomplish significant positive results – both for your goals.

At this days employee’s face busy schedules, multitasking, blurring boundaries between

work and leisure… To mention a few of the issues many employees are nowadays

struggling with. In fact, the struggles of the employees are also the struggles of the

employers: an exhausted employee is neither effective nor creative – or they aren’t at

work at all. In the long run, exhaustion can even cause sick-leave absence and even

work disabilities.
Luckily these workplace challenges are recognized more often. Nowadays, employee

well-being is discussed a lot and a lot of effort is put into it. The pioneers have

understood that employee well-being is such an important factor that it needs to be

managed just like other business sectors – and that can’t be done without an effective

well-being strategy, effective goal setting and regular monitoring.

Set Concrete Goals for Employee Well-being

Strategy can be defined as a plan intended to achieve some predefined goals. This also

applies to an employee well-being strategy: you need to know what you are aiming for.

Needless to say, you can have different types of goals – and in most cases, it’s wise to

do so.Long-term well-being strategy aims usually to happier, healthier and more

productive employees. However, on a practical level you need to have more concrete

and specific goals, which you are able to monitor regularly.

Naturally, every organization sets its own goals, but here are few examples how you

can approach the theme:

●A moderate workload for everyone.

How to ensure that some employees are not overwhelmed by the number of tasks?

●A real possibility for rest and recovery.

Does both the schedules and the organization culture make it possible to take breaks

and detach from work during free time?

●Motivation generates productivity.

How can you stimulate and maintain employees’ internal motivation?

Why is it important to improve employee performance?

Maximizing your team's performance for efficiency can help your organization

accomplish its goals in a timely and cost-effective manner.

The success of any organization relies heavily upon its employees' performance—when

employees are productive, engaged and motivated, they can more easily meet the

targets you set for them as a manager.

Not only can improving employee performance help your organization achieve its vision,

but it can improve employee satisfaction and reduce staff turnover over time. While the

talent, experience and skills employees bring to a role are important, their prowess isn't

always enough to help them produce high-quality work—rather, how your employees

perform depends on a variety of factors.

Be purposeful when you communicate

Managers who communicate ineffectively can lead employees to experience heightened

confusion and disengagement from their roles. Therefore, to avoid such challenges,

you'll want to make it your duty to communicate efficiently, regardless of what you're

communicating.

Stay goal-oriented

If employees have clear expectations set out for them, they can more easily meet or

exceed those expectations. Because of this, you'll want to establish explicit goals that
help your employees better understand their roles and how their responsibilities fit into

the mission of your organization.

Offer Incentives

One of the best methods for improving employee performance is through encouraging

them to be more efficient by offering rewards and other benefits.

You can consider offering special incentives to recognize when your employees perform

highly and produce excellent work.

Build a culture of well-being and support

It's important to recognize that employees often perform better when they feel valued

and satisfied with their roles. Consequently, carefully crafting a strong culture that

demonstrates your respect for your employees is a key part of being a successful

organizational leader.You can build a culture of well-being and support for your

employees by offering competitive salaries, comprehensive benefits packages,

workplace perks, professional development opportunities and a healthy environment to

work in.

Conclusion

Employee performance is supposed to be one of the most important factor affecting the

overall organization performance and the success of the organization in the competitive

market nowadays.
The main purpose of this thesis is to analyze the factors affecting employee

performance at office work. Through the data analysis, the researcher figured out the

general conclusions:

Firstly, there are three different main factors affecting employee performance at the

case organization including: Leadership, Motivation and Training. The study proved that

leadership style affects employee performance.

Through leaders’ coach, empowerment or increasing the employees’ participation, the

employees definitely perform in a better way. Motivating employees for increasing their

performance is one of the most important factor.

Especially the case organization an organization where employees are much valued for

their high-education, knowledge, qualification, skills and experience, the best employee

can perform is the best they are motivated. Through this study, the researcher

emphasize the strong relationship between training and employee

performance. Practically, training for employee to approach new technology and

improve their competencies to be qualified for high-technical and international projects

become a very important determinant for enhancing the company’s competitive

advantage in the market and its sustainable development.

Secondly, based on the results analyzed , the three factors (leadership, motivation and

training) have mutual interactions. They not only affect the employee performance

themselves but also affect each other indirectly. For example, training is also supposed

to be a non-financial motivator to reward employee for their good performance.

Leaders’ coach and empowerment help to motivate their subordinates for better

performance. Being trained on the job by direct supervisors helps employee to perform

better and participate more in their works.

Professional competence, motivation, work circumstances, management, personal life

and health. All of these factors, and many more, have an effect on employee’s

performance at work. These factors are dynamic and cause fluctuations in performance.

Performance varies from year to year, month to month, changing almost cyclically.

In other words, on a certain level, changes in work performance are completely normal.

Often employees themselves recognize these changes. We just can’t perform at our

optimal level every single day, throughout our entire careers.It’s essential to understand

that an organization can develop at a certain pace in one direction, while an individual

employee’s abilities and performance can evolve in their own, very different, direction.

For example, the requirements for a given role might expand, but the employee in that

role does not acquire the competence needed to meet the new demands. When this

happens, it negatively impacts work performance, as well as the employee’s well-being.

Recommendations

According to the above findings of three main factors affecting employee performance

at specific case organization, improving employees’ performance through improving

factors affecting their performance should be considered and the company’s

management levels should consider the following recommendations:

● Strong commitment from top executives to have a creative leadership style by training

its leaders from each level to use power effectively, especially influence others by
empowering their subordinates to give them authority to complete their work as effective

as possible.When a leader builds a confident, motivated, enthusiastic team working

together to meet the vision of the organization, he/ she build a better team and greatly

enhance chance to success.

● Building empowerment through developing a clear mission complying with the

company strategy (sharing information, educate employee at all levels, foster creativity

andrisk taking...) to encourage the employee for their best performance in all situations

and complying with the company’s goals and objectives by their authorized power.

●Creating empowerment environment within the company through:

-Get employees involved in selecting their work assignments and the method fir

accomplishing tasks.

-Create the environment of cooperation, information sharing, discussion, and shared

ownership of goals.

-Encourage employees to take initiative, make decision, and use their knowledge.

-When problem arise, find out what employees think and let them help to design the

solutions.

-Stay out of the way; give employees the freedom to put the ideas and solutions into

practice.

-Maintain high moral and confidence by recognizing successes and encouraging high

performance.