Contributing factors affecting job performance amongst Royal Malaysian Navy personnel

Job performance is an important factor and should be priority for Royal Malaysian Navy (RMN) personnel. However, job performance is one aspect that is very relative and subjective amongst Royal Malaysian Navy (RMN) personnel. Usually employees who are able to perform better will have higher priority...

Full description

Saved in:

Bibliographic Details
Main Author:	Siti Salina, Johari
Format:	Thesis
Language:	eng eng
Published:	2017
Subjects:	HF5549-5549.5 Personnel Management Employment
Online Access:	https://etd.uum.edu.my/7236/1/s810982_01.pdf https://etd.uum.edu.my/7236/2/s810982_02.pdf
Tags:	Add Tag No Tags, Be the first to tag this record!

id	my-uum-etd.7236
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Mohd Yunus, Jasmani
topic	HF5549-5549.5 Personnel Management Employment
spellingShingle	HF5549-5549.5 Personnel Management Employment Siti Salina, Johari Contributing factors affecting job performance amongst Royal Malaysian Navy personnel
description	Job performance is an important factor and should be priority for Royal Malaysian Navy (RMN) personnel. However, job performance is one aspect that is very relative and subjective amongst Royal Malaysian Navy (RMN) personnel. Usually employees who are able to perform better will have higher priority compared to those low performers. Thus, these feelings arise when someone to do the job and it varies between Navy personnel. The aim of this study is to investigate contributing factors affecting job performance amongst Royal Malaysian Navy (RMN) personnel. This study was conducted to determine whether the factor such as leadership, motivation, attitude, skills and knowledge have the influence on the job performance. A total 450 questionnaires were distributed. The development of human capital has become the fundamental aspects in order to achieve the best performance for any organization in military particularly. This study focused on the factors that influenced job performance amongst Royal Malaysia Navy (RMN) personnel. The factors are leadership, motivation, attitude, skills and knowledge. All the independent variables are significantly related (r=.711, r2=.506, p = .000). The research finding also indicates that 50.6% of leadership, motivation, attitude, skills and knowledge influenced job performance. The highest influence variable is knowledge (β = 0.295) and the lowest is attitude (β = 0.109). Based on the findings, job performance is an important field that could enhance organizational effectiveness in achieving their mission and vision.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Siti Salina, Johari
author_facet	Siti Salina, Johari
author_sort	Siti Salina, Johari
title	Contributing factors affecting job performance amongst Royal Malaysian Navy personnel
title_short	Contributing factors affecting job performance amongst Royal Malaysian Navy personnel
title_full	Contributing factors affecting job performance amongst Royal Malaysian Navy personnel
title_fullStr	Contributing factors affecting job performance amongst Royal Malaysian Navy personnel
title_full_unstemmed	Contributing factors affecting job performance amongst Royal Malaysian Navy personnel
title_sort	contributing factors affecting job performance amongst royal malaysian navy personnel
granting_institution	Universiti Utara Malaysia
granting_department	Othman Yeop Abdullah Graduate School of Business
publishDate	2017
url	https://etd.uum.edu.my/7236/1/s810982_01.pdf https://etd.uum.edu.my/7236/2/s810982_02.pdf
_version_	1747828179516522496
spelling	my-uum-etd.72362021-08-18T07:36:02Z Contributing factors affecting job performance amongst Royal Malaysian Navy personnel 2017 Siti Salina, Johari Mohd Yunus, Jasmani Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5549-5549.5 Personnel Management. Employment Job performance is an important factor and should be priority for Royal Malaysian Navy (RMN) personnel. However, job performance is one aspect that is very relative and subjective amongst Royal Malaysian Navy (RMN) personnel. Usually employees who are able to perform better will have higher priority compared to those low performers. Thus, these feelings arise when someone to do the job and it varies between Navy personnel. The aim of this study is to investigate contributing factors affecting job performance amongst Royal Malaysian Navy (RMN) personnel. This study was conducted to determine whether the factor such as leadership, motivation, attitude, skills and knowledge have the influence on the job performance. A total 450 questionnaires were distributed. The development of human capital has become the fundamental aspects in order to achieve the best performance for any organization in military particularly. This study focused on the factors that influenced job performance amongst Royal Malaysia Navy (RMN) personnel. The factors are leadership, motivation, attitude, skills and knowledge. All the independent variables are significantly related (r=.711, r2=.506, p = .000). The research finding also indicates that 50.6% of leadership, motivation, attitude, skills and knowledge influenced job performance. The highest influence variable is knowledge (β = 0.295) and the lowest is attitude (β = 0.109). Based on the findings, job performance is an important field that could enhance organizational effectiveness in achieving their mission and vision. 2017 Thesis https://etd.uum.edu.my/7236/ https://etd.uum.edu.my/7236/1/s810982_01.pdf text eng public https://etd.uum.edu.my/7236/2/s810982_02.pdf text eng public masters masters Universiti Utara Malaysia Abdul, R. H., Mohamad N. G., Azlina K., Jamaluddin R., & Mahani, M. (2007). Gaya pembelajaran, kemahiran generik dan motivasi pelajar merentasi bidang sains tulen, kejuruteraan dan sains sosial di UTM. Persidangan Pengajaran dan Pembelajaran di Peringkat Pengajian Tinggi 2007 (pp. 39-51). AbuAlRub, R. F. (2004). Job Stress, Job Performance and Social Support Among Hospital Nurses. Journal of Nursing Scholarship, 73 – 78. Adair, J. (2002). Effective strategic leadership. Macmillan Publishers Limited, London. Affandi, H. e. (2012). Soft skills implementation in construction management program: A survey of Malayisan public universities. Human, Science and Engineering Research (SHUSER), 2012 IEEE Symposium, 1553 – 1538. Ajzen. (2011). Job Satisfaction, Effort and Performance: A Reasoned Action Perspective Contemporary Economics. Volume 5, 32 – 43. Ali, A. Abrar, M., & Haider J. (2012). Impact of Motivation on the working performance of employees- A case study of Pakistan: Global Advanced Research Journal of Management and Business Studies Vol. 1(4), pp. 126-133. Almeida, P., Dokko, G., & Rosenkopf, L. (2003). Startup size and the mechanisms of external learning: Increasing opportunity and decreasing ability? Res. Policy 32(2) 301-315. Arnold, R. a. (2007). Breaking New Ground: Cultivating 21st Century Skills in Secondary Schools. Phd Thesis, 74 – 75. Avalos, A. (2007). ‘Recognition: A critical component of the total rewards mix’, viewed 6 September 2014, from http://www.worldatwork.org/waw/adimLink?id= 27000. Prof .Dr.Abdul Ghafoor Awan (2015). Journal of Marketing and Consumer Research: An International Peer-reviewed Journal,Vol.7. ISSN 2422-8451. Azami Zaharim, Y.M. (2009). Perceptions and Expection Towards Engineering Graduates by Seas Transactions on Advances in Engineering Education, 296 – 305. Azar, M., & Shafighi, A. (2013). The Effect of Work Motivation on Employees’ Job Performance: International Journal of Academic Research in Business and Social Sciences, Vol. 3, No. 9 ISSN: 2222-6990. Baldoni, J. (2005). Motivation Secrets. Great Motivation Secrets of Great Leaders [WWW page]. URL http://govleaders.org/motivation_secrets. htm. Bartel, A., Freeman, R., Ichniowski, C., & Kleiner, M. (2003). Can a Work Organization Have an Attitude Problem? The Impact of Workplaces on Employee Attitudes and Economic Outcomes. NBER Working Paper No.9987. Beaudry, P., Green, D. A. & Sand, B. M. (2013). "The Great Reversal in the Demand for Skills and Cognitive Tasks." National Bureau of Economic Research Working Paper Series No. 18901 (published as Paul Beaudry, David, A., Green, Ben, Sand. (2015). "The Great Reversal in the Demand for Skills and Cognitive Tasks," in Alexandre Mas and David Card, organizers, "The Labor Market in the Aftermath of the Great Recession" Journal of Labor Economics. Becker, K., Antuar, N., & Everett, C. (2011). Implementing an Employee Performance Management System in a Nonprofits Organization. Nonprofits Management and Leadership. 21(3), 255-271. Blasko, M. B. R. (2009). Dynamical Model of Human Potential Motivation. Human Resources Management & Ergonomics, 1 – 16. Boxall, P., & Purcell, J. (2011). Strategy and Human Resource Management. New York, Palgrave Macmillan. Cardy, R.L. & Selvarajan T.T. (2004). Assessing ethical behavior. Development of behaviorally anchored rating scale, Proceeding of Southern Academy Management Meeting. Carter, M. (2008). Overview of Leadership in Organization. Chanin, Y. (2011). The Relationship of Employee Knowledge, Employee Creativity and Employee Performance: An Empirical Investigation of Hotel Industry in Thailand, pp. 278-288. Chintalloo, S., & Mahadeo, J. (2013). Effect of Motivation on Employees’ Work Performance at Ireland Blyth Limited: Proceedings of 8th Annual London Business Research Conference Imperial College, 298. Christen, M., Iyer, G. & Soberman, D. (2006), ‘Job Satisfaction, Job Performance and Effort: A Reexamination Using Agency Theory,’ Journal of Marketing, 70 (1), 137-150. Chughtai, A., & Zafar, S. (2006). Antecedents and Consequences of Organizational Commitment Among Pakistani University Teachers, Applied H.R.M. Research, 11(1), 39-64. Dees M. R. (2009) Whole Soldier Performance: A Value – Focused Model of Soldier Quality. 77th MORS Symposium, 1 – 35. Diefendorft, J.M., Brown, D.J., Kamin, A.M., & Lord, R. G. (2002), “Examining the roles of Job Involvement and Work Centrality in predicting Organizational Citizenship Behaviour and Job Performance,” Journal of Organizational Behaviour, 23(1), pp. 93-108. Dixit, K. C. (2010). Sub-Conventional Warfare Requirements, Impacts and Way Ahead. Jurnal of Deefense Studies, 120 – 134. Dokko, G. W., Steffanie, L., & Rothbard, N. P. (2008). How Career History Affects Job Performance. Organization Science, Articles in Advance, pp 1-18. Duckett, H., & Macfarlane , E. (2003). Emotional Intelligence and Transformational Leadership in Retaling Leadership & Organization Development Journal, Vol. 24, pp.309-317. Ekerman, G. (2006). Job Enrichment and Staff Motivation. Human Resource Management (pp. 183-191). Cape Town: Maskew Miller Longman (Pvt) Ltd. Eric. (2012). Country Survey: An Economic Analysis of Military Expenditures in the Netherlands, 1990 – 2009. Defense and Peace Economics, Volume 4, 365–387. Gadot, E. (2006). Leadership style, organizational politics, and employees’ performance An empirical examination of two competing models, Leadership style, 36(5), 661-683 Gerald, R., & Ferris, S. L. (2005). Political Skills at Work. Impact on Work Effectiveness. 164. Gibbs, M., Levenson, A., & Zoghi, C. (2010). "Why are jobs designed the way they are?" In Polachek, S. W. and Tatsiramos, K. Jobs, Training, and Worker Well-being. London, Emerald Group. Greenberg, J., & Baron, R. A. (2003). Behavior in Organizations: Understanding and Managing the Human Side of Work. Englewood Cliffs, NJ: Prentice. Heckman, J. J. (2000). "Policies to foster human capital." Research in Economics 54(1): 3-56. Hedge, J.W., Borman, W.C., & Lammelien, S.E. (2006). The aging workforce: Realities, myths and implications for organizations, American Psychological Association, Washington. http://dx.doi.org/10.1037/11325-000. Hughes, R.L., Ginnett, R.C., & Curphy, G.J. (2006). Leadership: Enhancing the lessons of experience. 5th Edition. Singapore: McGraw-Hill Iqbal, J., Yusaf, A., Munawar, R., & Naheed, S. (2012). Employee Motivation in Modern Organization: Interdisciplinary Journal of Contemporary Research in Business, Vol.4, No.3. Iqbal, N., Anwar, S., & Haider, N. (2015) Effect of Leadership Style on Employee Performance. Arabian J Bus Manag Review 5: 146. Jasvinder, S., Naranjan, S., Mohd Anwar, M. Y., & Ruslan, M. A. (2001). Menilai Keberkesanan Latihan dan Pembangunan Kepimpinan Dalam Tentera Darat. Tesis Sarjana Pengurusan, Universiti Malaya, Kuala Lumpur. Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction – job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 376–407. Judge, T. B. (2004). High performance workplace practices and job satisfaction. Psychological Bulletin, 376 – 407. Kamery, R. H. (2004). Motivational Techniques for Positive Reinforcement: A Review. Allied Academies International Conference. 8 (2), 91-96. Karlan, Dean, Martín, V. (2011). “Teaching Entrepreneurship: Impact of Business Training on Microfinance Clients and Institutions”. Review of Economics and Statistics (forthcoming). Kearns, P. (2001). Generic skills for the new economy. Australia, National review of research. 23 – 27. Korpi, T., & Tåhlin, M. (2009). A tale of two distinctions: The significance of job requirements and informal workplace training for the training gap, Stockholm University. Krausz, M., Sagie, A., & Bidermann, Y. (2000). “Actual and Preferred Work Schedules and Scheduling Control as Determinants of Job-Related Attitudes”, in Journal of Vocational Behavior, Vol. 56 (part 1), pp. 1-11. Leong, T. W., & Rashad, Y. (2014). The impact of Positive Reinforcement on Employees’ Performance in Organizations. Journal of Industrial and Business Management, 4, 9-12. Lonnie, G. (2011). The effects of working time on productivity and firm performance: a research synthesis paper, No. 33, 2. Malaysian Army Command. (2007). CLM. Doctrin. Book, 12 – 15. Malhotra, N. K. (2005), “Attitude and affect: new frontiers of research in the 21st century”, Journal of Business Research, Vol. 58, No. 4, pp. 477-482. McNamara, C. (2005). Human Resource Management and Talent Management. Authenticity Consulting LLC, 40. Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly, 17(3), 232-245. Michel, Armstrong. (2001). “A Handbook of Human Resource Management Practice”, Kogan Page, 8th Editon. Michael Armstrong, A. B. (2005). Managing Performance: Performance Management in Action. Managing Performance (Book), 1 – 2. Michael, R., & Stowers, J. L. (2011). “Personality as a Predictor of Military Suitability”. Journal of Organizational Psychology, 24 – 34. Millet. (2010). Why staff morale is important. Iternational Journal of Business and Social Science, 49 – 67. Minbaeva, D. B. (2005). HRM practices and MNC knowledge transfer – process of developing skills. Personnel Review, 125 – 144. Mohammad R. B., Daisy & Mui H. K. (2014). Quality of Work Life Employee Performance: Antecedent and Outcome of Job Satisfaction in Partial Least Square (PLS). 31 (4): 456 – 467. Mohammad, S. A., (2013). Relationship between Motivational Factors and Job Performance of Employees in Malaysian Service Industry, Article in Asian Social Science; Vol. 9, No. 9. Motowidlo, S.J., 2003. Job Performance. In: Borman, W.C., D.R. Ilgen and R.J. Klimoski (Eds.), Handbook of Psychology: Industrial and Organizational Psychology. John Wiley, New York, pp: 39-53. Motowidloa, S. J., & Beiera, M.E. (2010). Differentiating Specific Job Knowledge from Implicit Trait Policies in Procedural Knowledge Measured by a Situational Judgment Test. Journal of Applied Psychology, 95(2), 321-333. Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): Developing and Validating Comprehensive Measure for Assessing Job Design and the Nature of Work. Journal of Applied Psychology, 91(6), 1321-1339. Muhammad Asri, A. (2014). Determinants of Job Performance: “A Study of 7th Royal Ranger Mechanised Infantry Battalion”. Muhammad Nazri, A. (2014). The Relationship Factor Among Skills, Knowledge, Attitude & Motivation Affected Job Performance. An empirical Study of Operator Communication Information System in Army Institute for Communication and Electronic. Noorriati, D., & Shireen, H. (2012). Knowledge Sharing as a Culture among Malaysian Online Social Networking Users, Social and Behavioral Sciences 50 (2012) 1043 – 1050. Northouse, P. G. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage. Nyameh, J. (2013). Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance, Volume 2(3), 39. Ogbonna, E., & Harris, L. C. (2000). Leadership style, organizational culture and performance: Empirical evidence from UK companies. International Journal of Human Resource Management, 11(4), 766-788. Ojo, O. (2009). Impact assessment of corporate culture on employee job: Journal of Business intelligence, 2(2), 389-37. Ololube, N.P. (2006). Teachers job satisfaction and motivation for school effectiveness. An assessment. Retrieved from: http://www.usca.edu/essays/vol182006/ololubepdf on 12th December 2007. Onzima, A. D. (2011). Behavior, Corporate Culture and Going Public: The Case of Uganda, Master Thesis, Department of Accounting and Finance, Makarene University, Uganda. Pamela, A. O. (2015). Effect of motivation on employee performance of commercial banks in Kenya: A case study of Kenya Commercial Bank in Migori County, Vol. 5, No. 2, pp. 102. Parker, S. K., Wall, T. D., & Cordery, J. L. (2001). Future Work Design Research and Practice: Towards an Elaborated Model of Work Design. Journal of Occupational and Organizational Psychology, 74, 413-440. Pawar, A. A., & Rathod, J. (2007). Occupational Stress in Naval Personnel. Military Journal of Armed Forces India, 63(2), 154-156. Penny, W.Y.K., & Joanne, C.S.H. (2013). ‘Casino employees’ perceptions of their quality of work life’, International Journal of Hospitality Management 34, 348–358. Pflanz, S. E., & Ogle, A. D. (2006). Job Stress, Depression, Work Performance and Perceptions of Supervisors in Military Personnel. Military Medicine, 171(9), 861-865. Pflanz, S. & Sonnek, S. (2002) Work Stress in The Military: Prevalence, Causes and Relationship to Emotional Health. Military Medicine;167, 877-882. Purcell. J., Kinnie. N., Hutchinson, S., Rayton, B., & Swart, J. (2003). Understanding the People and Performance Link: Unlocking the Black Box, CIPD. Pushpakumari, M. (2008). The Impact of Job Satisfaction on Job Performance : An Empirical Analysis. 89-105. Rashid Saeed, Shireen Mussawar, Rab Nawaz Lodhi, Anam Iqbal, Hafiza Hafsa Nayab & Somia Yaseen. (2013). Factors Affecting the Performance of Employees at Work Place in the Banking Sector of Pakistan. Reinhardt, R., Bornemann, M., Pawlowsky, P. & Schneider, U. (2001). Intellectual capital and knowledge management: perspectives on measuring knowledge, in Dierkes, M, Berthoin Antal, A., Child, J. and Nonaka, I. (Eds.), Handbook of Organizational Learning and Knowledge, Oxford University Press, Oxford, pp. 794-820. Roa, H. D. (2002). Overcoming Resources constraints by recruiting talent from rivals: A study of recruitment and product innovation in the mutual fund industry. Academy of Management Journal, 45 (3). Robbins. (2001). Organizational citizenship behavior: a case study of culture, leadership and trust. Journal of Management History. pp. 13–40. Robbins, P., & Judge, A. (2009). Organizational Behavior. New Jersey: Pearson Education, Inc. Robbins, S. (2001). Organizational Behavior. (9th ed.). New Jersey: Prentice Hall Inc. Roman, S., Salvador, R., & Jose, L. M. (2005). "The Influence of the Compensation System and Personal Variables on a Salesperson's Effective Listening Behavior," Journal of Marketing Management, 21 (1-2), 205-230. Rukmani, K., Ramesh, M., & Jayakrishnan, J. (2010). "Effect of leadership styles on organizational effectiveness", European Journal of Social Sciences, Vol. 15, No. 3, pp. 365-370. Sanchez, R. P., Bray, R. M., Vincus, A. A., & Bann, C. M. (2004). Predictor of Job Satisfaction among Active Duty and Reserve/Guard Personnel in the U.S Military. Military Psychology, 16(1), 19-35. Schack, T. (2004). “Knowledge and performance in action”. Journal of Knowledge, 38 – 53. Schein, E. H. (1984). A new awareness of organizational culture, Leadership and Organizational Studies. 103, 280- 285. Sekaran, U. (2000). Research method for business: A skills building approach, John Wiley and Sons, Inc. Sonnentag, S., & Frese, M. (2002). 'Performance concepts and performance theory', in S. Sonnentag (ed.), Psychological Management of Individual Performance. Chichester: Wiley, pp. 3-25. Shirzad, K., Bahara, Zanganeh, & Fatemeh. (2011). The relationship between senior managers leadership style of school districts of Tehran and spirit of the administrators in girls state school. Journal of Management Research and Training. Sulaiman, M. (2012). Organizational Learning, Innovation and Performance: International Journal of Business and Management, 118 – 125. Sultana, A., Irum, S., Ahmed, K., & Mehmood, N. (2012). Impact of Training on Employee Performance: a Study of Telecommunication Sector in Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 4(6), 646-661. VanScotter, J., Motowidlo, S. J., & Cross, T. C. (2000). Effects of task performance and contextual performance on systemic rewards. Journal of Applied Psychology, 85, 526–535. Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Se-lection and Assessment, 8(4), 216-226. Walumbwa, F.O., & Hartnell, C. A. (2011). Understanding transformational leadership-employee performance links: The role of relational identification and self-efficacy. Journal of Occupational and Organizational Psychology, 84(1), 153–172. Wheelerb, J. R. (2008). The relative roles of engagement and embedded in predicting job performance and intention to leave. Work & Stress: An international Journal of Work, Health & Organizations, 242 – 256. Yang, C.L., & Wei, S.T. (2010). Modeling the performance of CoP in knowledge management, Total Quality Management, Vol. 21, No. 10, pp. 1033-1045. Yang, S., & Lu, Z. (2011). “The paradox of de-coupling: A study of flexible work program and workers' productivity”, in Social Science Research, Vol. 40, No. 1, pp. 299-311.

Contributing factors affecting job performance amongst Royal Malaysian Navy personnel

Similar Items