Value Performance Efficiency Productivity Self Confidence Commerce Essay

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Value is about how one feel about things or what one thinks is important. It doesnt influence ones ability to do something but where one feel comfortable doing it. Values are always a consequence of people underlying belief and Job performance is the way employees perform their work. An employee's performance is determined during job performance reviews, with an employer taking into account factors such as leadership skills, time management, organizational skills and productivity to analyse each employee on an individual basis. The main objective of the research is to examine the relationship exists between the work value and work performance of the employee and examine the relationship exists between the experience and the value of the employee. This research paper gives a comprehensive coverage of the facts and figures related to work value and work performance ensuring that the working environment is friendly with the help of research analysis using hypothesis test and applications gives the clear status of hospitals in Bangalore.

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INTRODUCTION:

VALUE-- Value is about how one feel about things or what one thinks is important. It doesn't influence one's ability to do something but where one feel comfortable doing it. It may say something about the type of work one will find rewarding. Some work values of an individual may be such as strong work ethic, adaptability, dependability, responsibility, possessing a positive attitude, strong self-confidence. Values are concepts. They are 'ideas' of what gives a sense of meaning or worth. People consider values to be the preferences and priorities that create meaning and motivation in one's life. Values are often confused with such things as morals, ethics, emotions, and principles. They are also confused with beliefs and whilst values and beliefs are different, they are inextricably linked and their relationship to each other is worth looking at.

Values are always a consequence of people underlying beliefs. A value can be considered to be a cluster of beliefs about a specific concept. These beliefs have a variety of sources. Many are picked up from or indoctrinated into human beings during their developing years by parents, teachers, religious leaders, siblings, friends, coaches, bosses, the media, movies, books and personal experience. As these beliefs are repeatedly experienced and reinforced over the years it is evaluated for their relevancy in their own lives. If the beliefs and the values they come to represent prove to consistently reassure or provide meaning amidst an increasingly complex world, then these values are adapted as own. These adopted values and beliefs become part of life and working preferences and will ultimately determine what is most important to people and why.

PERFORMANCE-- Job performance is the way employees perform their work. An employee's performance is determined during job performance reviews, with an employer taking into account factors such as leadership skills, time management, organizational skills and productivity to analyse each employee on an individual basis. Job performance reviews are often done yearly and can determine raise eligibility, whether an employee is right for promotion or even if an employee should be fired.

It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance comes from the work of John P. Campbell and colleagues. Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.

Review of Literature:

Despite the emphasis on defining and predicting job performance, it is not a single unified construct. There are vastly many jobs each with different performance standards. Therefore, job performance is conceptualized as a multidimensional construct consisting of more than one kind of behaviour. Campbell (1990) proposed an eight factor model of performance based on factor analytic research that attempts to capture dimensions of job performance existent (to a greater or lesser extent) across all jobs.

Literatures and researches promises evidently there exists a relationship between 'age' and 'value'. St. Mark philanthropist explained in his research, primarily increasing in age contributes to the successive development and escalation in values. Another set of organizational researchers are of opinion that performance of individual has a greater roots in values, which individual himself imbibes as a factor of exposure to the varied environment and culture, hence proves age influences the value and instead value nurtures performance.

Another study done by the Anil Chadrakumara and Nelson Perera of University of Wollongong in 2010 titled as "Impact of work values and ethics on citizenship and task performance in local and foreign invested firms: A test in a developing country context" shows the following conclusion- "The findings of the study revealed that both demographic factors and work values influence Organization culture behaviour (OCB) and task performance. This study also provides some evidence to support Organ and Lee's (2008) and Paine and Organ's (2000) assertion that the unique human resource values and capabilities that are reflected in work and value orientations could be considered as sources that create competitive advantages. Finally, in the theoretical analysis of this study, they explored and argued that work values and ethics have strong motivational, psychological, and enduring characteristics, and thereby they could develop a theoretical foundation on which work values could be linked to OCB, which will be useful for future researchers as well."

DESIGN OF THE STUDY:

TITLE OF THE STUDY:

Research report on "A STUDY ON VALUE AS A PERFORMANCE DRIVEN STRATEGY IN PRIVATE HOSPITALS, BANGALORE".

STATEMENT OF THE PROBLEM:

The research has been undertaken with the aim to study entilled "Value as a Performance driven strategy in private hospitals, Bangalore" for research work. The purpose of the research is to examine the relationship exists between the work value and work performance of the employees of the private hospitals, Bangalore.

OBJECTIVES OF THE STUDY:

The main objective of the research is to examine the relationship exists between the work value and work performance of the employee.

To examine the relationship exists between the experience and the value of the employee.

To assess the demographic details of the selected employees at private hospitals.

To evaluate the structure and performance of the organization.

To study about the needs and requirements of the company.

SCOPE OF THE STUDY:

Corporates set their values with the expectation that their leaders will model the values and their employees binds into the value system and use the values as a vehicle to travel towards the company's mission and vision. In doing so, they must ensure that the values they pick are truly the values that will be modeled in every circumstance. Any deviation from these values by the leadership in the company can have serious short term and long term implications on their performance towards the company.

The scope of the study is to see the relationship that exists between the work vaue and the performance of the employees.

RESEARCH DESIGN:

A Research design is concerned with turning a research question into a testing research. The best design depends on the research questions. Every design has its positive and negative sides. The research design has been considered a "blueprint" for research, dealing with at least four problems: what questions to study, what data are relevant, what data to collect, and how to analyze the results. A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.

LIMITATIONS OF THE STUDY:

The research has been restricted to private hospitals which is located in Bangalore.

Information were collected depends on the mindsets of the employees.

Respondents were very busy in their schedule. So it was very time taking process.

Only nursing and paramedical staffs are included, administrative staffs are excluded.

METHODOLOGY OF DATA COLLECTION:

SOURCE OF DATA COLLECTION:

Study was done based on the collection of primary data and secondary data.

PRIMARY DATA:

Primary data were collected with the use of structured questionnaires.

There were two sets of questionnaires; one of work value and another of work performance for the nurses as well as for the paramedical staffs.

SECONDARY DATA:

Data is gathered from the books, annual report, and internet and company websites.

Referring several books and previous research reports.

Referring company Brochures and Journals.

RELIABILITY ANALYSIS

Reliability is one of the most important characteristics of good psychological measures. To compute the standard measures of internal consistency, coefficient alpha reliability analysis is mainly done to check the reliability of the data collected. For the data to be reliable the alpha value should be > 0.5

The procedure for doing this is click analyze > scale > reliability analysis. Then variables that make up the scale to be analyzed should be transferred to the dialog box and click ok for the output.

Reliability Test for the Collected Data

Reliability analysis of work performance questionnaire - scale (alpha)

Cronbach's Alpha

No of cases

No of items

0.8495

120

16

Reliability analysis of work value questionnaire - scale (alpha)

Cronbach's Alpha

No of cases

No of items

0.674

120

30

Inference - Reliability Test

Reliability test is used to test the goodness of the data. Cornbach's Alpha is a reliability co-efficient that indicates how well the items in a set are positively correlated to one another. The alpha value (>0.5) indicates that the internal consistency reliability used in the study is very good. So the data is reliable as the alpha values of both the questionnaires are 0.8495 and 0.674.

SAMPLING PLAN:

Sampling technique

The sampling technique used in this study is simple random sampling. A simple random sample is meant to be an unbiased representation of a group.

Sampling size

The sampling size is limited to 120 respondents; out of which 60 are nursing staffs add 60 are paramedical staffs from private hospitals.

FIELD WORK:

The structured questionnaires are administered to the employees using simple random sampling. Nursing staff and Paramedical staff of different shift were covered. To give the questionnaire to the respondents and collect the data back the researcher had to get permission from the head of Nursing and Paramedical departments.

TOOLS AND TECHNIQUES OF THE DATA COLLECTION:

TOOLS OF DATA COLLECTION

Interview: This method is a two way systematic conversation between the Researcher and Respondents. Observation: It is a systematic viewing of a specific phenomenon in its getting for the specific purpose of gathering data for a particular study this method includes both seeing and listening. Questionnaire: It is described as a document that contains a set of questions the answers to which are to be provided personally by the respondents.

TOOL USED FOR ANALYSIS

TOOL USED: SPSS 20.0

TECHNIQUES USED:

Exploratory data Analysis - Descriptive Statistics

Correlation - Relational Statistic

HYPOTHESIS:

NULL HYPOTHESIS (H0): There exists a relationship between the value and performance of the employee.

ALTERNATIVE HYPOTHESIS (H1): There exists no relationship between the value and the performance of the employee

CORRELATION CHART

TABLE NO. 1: PEARSON CORRELATION BETWEEN THE FACTORS OF WORK PERFORMANCE

PEARSON CORRELATIONS (2-TAILED) SAMPLE SIZE: 120

Factors

WPF1

WPF2

WPF3

WPF4

WPF5

WPF1

1

0.683**

0.554**

0.525**

0.559**

WPF2

0.683**

1

0.757**

0.728**

0.628**

WPF3

0.554**

0.757**

1

0.816**

0.591**

WPF4

0.525**

0.728**

0.816**

1

0.738**

WPF5

0.559**

0.628**

0.591**

0.738**

1

Correlation is significant at *0.05 Level , ** 0.01 Level ( 2-tailed)

Source: Data compiled from questionnaire and calculated with the help of SPSS.

The researcher had designed the following factors of work performance of the employees.

SOME SCATTER DIAGRAMS SHOWING THE CORRELATION BETWEEN THE FACTORS

GRAPH NO 1

GRAPH NO. 2

GRAPH NO. 3

GRAPH NO. 4

GRAPH NO. 5

GRAPH NO. 6

GRAPH NO. 7

GRAPH NO. 8

GRAPH NO. 9

GRAPH NO. 10

ANALYSIS

The above table shows the correlation between the five factors of work performance.

The five factors are communication, productivity, self-management, skills and interpersonal relation. The coefficients of correlation (r) between each factors of the work performance are depicted in the above table; for example the coefficient of correlation between F1 and F2 is 0.683 and the correlation is significant at 0.01 levels.

Coefficients of correlation range from -1 to +1. If the bivariate coefficient of correlation is -1, the relationship between the two variables is perfectly negative, and if the bivariate coefficient of correlation is +1, the relationship between the two variables is perfectly positive. The closer the coefficient of correlation is to -1 or +1, the stronger the relationship. The closer the coefficient of correlation is to 0, the weaker the relationship.

INTERPRETATION

The sign of the coefficients of correlation indicates us the nature of the relationship, as in one variable decreasing as one variable is increasing, or both variables increasing or decreasing together. From the above table it is inferred that there exists a positive correlation between the five factors of work performance. It also infers that there exists a moderate to merely strong relationship as all the coefficients of correlation between the factors that is depicted in the above table ranges from 0.5 to 0.8.

TABLE NO.2: PEARSON CORRELATION BETWEEN THE FACTORS OF VALUE

PEARSON CORRELATIONS (2-tailed)

SAMPLE SIZE -120

FACTORS

WVF1

WVF2

WVF3

WVF4

WVF5

WVF1

1

.476**

.447**

.466**

.489**

WVF2

.476**

1

.432**

.425**

.478**

WVF3

.447**

.432**

1

.421**

.486**

WVF4

.466**

.425**

.421**

1

.498**

WVF5

.489**

.478**

.486**

.498**

1

Correlation is significant at *0.05 Level , ** 0.01 Level ( 2-tailed)

Source: Data compiled from questionnaire and calculated with the help of SPSS

The researcher had designed the following factors of value of the employees.

SOME SCATTER DIAGRAMS SHOWING THE CORRELATION BETWEEN THE

FACTORS

GRAPH NO. 11

GRAPH NO. 12

GRAPH NO. 13

GRAPH NO. 14

GRAPH NO. 15

GRAPH NO. 16

GRAPH NO. 17

GRAPH NO. 18

GRAPH NO. 19

GRAPH NO.20

ANALYSIS

The above table shows the correlation between the five factors of value.

The five factors are work environment, socio-economic factor, status, autonomy and creativity.

The coefficients of correlation between each factors of the value are depicted in the above table; for example the correlation coefficient between F1 and F2 is 0.476 and the correlation is significant at 0.01 levels.

Coefficients of correlation range from -1 to +1. If the bivariate coefficient of correlation is -1, the relationship between the two variables is perfectly negative, and if the bivariate coefficient of correlation is +1, the relationship between the two variables is perfectly positive. The closer the coefficient of correlation is to -1 or +1, the stronger the relationship. The closer the coefficient of correlation is to 0, the weaker the relationship.

INTERPRETATION

The sign of the coefficients of correlation tells us the nature of the relationship, as in one variable decreasing as one variable is increasing, or both variables increasing or decreasing together. From the above table it is inferred that there exists a positive correlation between the five factors of value. It also infers that there exists a moderate relationship as all the correlation coefficient between the factors that is depicted in the above table ranges from 0.4 to 0.5.

TABLE NO. 7

PEARSON CORRELATION BETWEEN VALUE AND WORK PERFORMANCE

PEARSON CORRELATION (2-TAILED)

SAMPLE SIZE - 120

 

 

WP

WV

WP

Pearson Correlation

1

.218*

Sig. (2-tailed)

 

.017

WV

Pearson Correlation

.218*

1

Sig. (2-tailed)

.017

 

Correlation is significant at *0.05 Level , ** 0.01 Level ( 2-tailed)

Source: Data compiled from questionnaire and calculated with the help of SPSS

WP is work performance.

WV is value.

SCATTER DIAGRAM SHOWING THE CORRELATION BETWEEN VALUE AND WORK PERFORMANCE

GRAPH NO. 21

ANALYSIS

The above table shows the correlation between value and work performance.

The coefficients of correlation between value and work performance is depicted in the above table; the coefficients of correlation between value and work performance is 0.218 and the correlation is significant at 0.05 levels.

Coefficients of correlation range from -1 to +1. If the bivariate coefficient of correlation is -1, the relationship between the two variables is perfectly negative, and if the bivariate coefficient of correlation is +1, the relationship between the two variables is perfectly positive. The closer the coefficients of correlation are to -1 or +1, the stronger the relationship. The closer the coefficients of correlation are to 0, the weaker the relationship.

INTERPRETATION

The sign of the coefficients of correlation tells us the nature of the relationship, as in one variable decreasing as one variable is increasing, or both variables increasing or decreasing together. From the above table it is inferred that there exists a positive correlation between the value and work performance of the employees.

From the above table it is found that the correlation between value and work performance is 0.218 which means across these organization constituting the sample, 21.8 per cent of their variance on the two variables is in common. It also means 21.8 per cent change in value will lead to 100 per cent change in the work performance of the employees.

Value and work performance are related to each other by 21.8 per cent.

TABLE NO. 8

PEARSON CORRELATION BETWEEN EXPERIENCE AND VALUE OF THE EMPLOYEES

PEARSON CORRELATION (2-TAILED) SAMPLE SIZE - 120

EXP

WV

Pearson Correlation

.185*

Sig. (2-tailed)

0.043

Correlation is significant at *0.05 Level , ** 0.01 Level ( 2-tailed)

Source: Data compiled from questionnaire and calculated with the help of SPSS

WV is work value

EXP is experience

SCATTER DIAGRAM SHOWING THE CORRELATION BETWEEN EXPERIENCE AND VALUE OF THE EMPLOYEES

GRAPH NO. 22

ANALYSIS

The above table shows the correlation between experience and value of the employees.

The coefficient of correlation between experience and value is depicted in the above table; the coefficients of correlation between value and work performance is 0.185 and the correlation is significant at 0.05 levels.

Coefficients of correlation range from -1 to +1. If the bivariate coefficient of correlation is -1, the relationship between the two variables is perfectly negative, and if the bivariate coefficient of correlation is +1, the relationship between the two variables is perfectly positive. The closer the coefficient of correlation is to -1 or +1, the stronger the relationship. The closer the coefficient of correlation is to 0, the weaker the relationship.

INTERPRETATION

The sign of the coefficient of correlation tells us the nature of the relationship, as in one variable decreasing as one variable is increasing, or both variables increasing or decreasing together. From the above table it is inferred that there exists a positive correlation between the value and work performance of the employees.

From the above table it is found that the correlation between experience and value is 0.185 which means across this organization constituting the sample, 18.5 per cent of their variance on the two variables is in common.

It also means 18.5 per cent increase in experience will lead to 100 per cent change in the work value of the employees.

Experience and value are related to each other by 18.5 per cent.

SUMMARY OF FINDINGS OF THE STUDY:

Correlation between the factors of work performance

There exists a positive correlation between the five factors of work performance as all are of positive sign. It also infers that there exists a moderate to merely strong relationship as all the coefficients of correlation between the factors that are ranges from 0.5 to 0.8.

Correlation between the factors of work value.

There exists a positive correlation between the five factors of value as all are of positive sign. It also infers that there exists a moderate relationship as all the coefficients of correlation between the factors ranges from 0.4 to 0.5.

Correlation between work performance and work value.

There exists a positive correlation between the value and work performance of the employees as all are of positive sign. The correlation between value and work performance is 0.218 which means across these organization constituting the sample, 21.8 per cent of their variance on the two variables is in common. It also means 21.8 per cent change in value will lead to 100 percent change in the work performance of the employees. Value and work performance are related to each other by 21.8 per cent.

Correlation between experience and work value.

There exists a positive correlation between the value and work performance of the employees as all are of positive sign. The correlation between experience and value is 0.185 which means across this organization constituting the sample, 18.5 per cent of their variance on the two variables is in common. It also means 18.5 per cent increase in experience will lead to 100 percent change in the work value of the employees. Experience and value are related to each other by 18.5 per cent.

SUGGESTIONS:

The researcher has reviewed and assessed the entire research report and highlighted some of the suggestions to improve the employees' values, culture which in turn will lead to higher level of productivity and profitability.

Ensuring that the workload is in accordance with the employees' capabilities and resources and Jobs should be designed to provide meaning, motivation and opportunities for employees to utilize their skills.

Employees' roles and responsibilities should be clearly defined and Give employees' opportunities to participate in decisions and actions affecting their jobs and Provide the employees with proper compensation for their work.

CONCLUSIONS:

In the research the study exhibits correlation between the value and performance of the nursing and paramedical staffs of private hospitals, Bangalore, it was found out that there exists a positive correlation of 21.8 per cent between the value and performance of the employees, which also indicates that 21.8 per cent increase in values of the employees leads to 100 per cent change in the performance of the employees.

In the study it is also found out that 18.5 per cent increase in work experience also influence a change in the work value of the employees. So it can be concluded that in private hospitals, Bangalore there exists a positive relationship between the value and performance of the employees of nursing and paramedical department.

The values and the work performance of the employees can be further increased by ensuring that the working environment is friendly and full of improving vibes, ensuring that the workload is in accordance with the employees' capabilities and resources, designing jobs to provide meaning, motivation and opportunities for employees to utilize their skills, defining employees' roles and responsibilities, providing the employees with proper compensation for their work, allowing employees to show their creativity by encouraging their work.

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