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Impact of Attitude on Employees Performance: A Study of Textile Industry in

Punjab, Pakistan

Article  in  World Applied Sciences Journal · March 2014

DOI: 10.5829/idosi.wasj.2014.30.icmrp.25

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World Applied Sciences Journal 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014
ISSN 1818-4952
© IDOSI Publications, 2014
DOI: 10.5829/idosi.wasj.2014.30.icmrp.25

Impact of Attitude on Employees Performance:

A Study of Textile Industry in Punjab, Pakistan
1
Imran Khan, 2Han Dongping and 3Tauqir Ahmad Ghauri

1
School of Economics and Management, Harbin Institute of Technology, China
2
Weihai School of Economics and Management, Harbin Institute of Technology, China
3
Department of Management Sciences,
The Islamia University of Bahawalpur, Bahawalnagar Campus, Pakistan

Submitted: Jan 5, 2014; Accepted: Feb 24, 2014; Published: Mar 12, 2014
Abstract: Enhancement in employee performance is the major dilemma of organizations in current environment.
Reason behind this improvement is pecuniary profit and competitive advantage. Employees are the basic source
of profit and competitive advantage. So organizational activities involve in enhancing their employee
performance is actually has the motive of organizational performance enhancement. Different psychological and
environmental factors affect the employee performance. Current study is based on the effect of attitude on
employee performance. This study include the attitude related factors (behaviors of employees and leaders, job
satisfaction, job commitment, motivation and training) to investigate their impact on employee performance.
A self administered questionnaire was used to collect the data from textile sector of Punjab, Pakistan with
response rate of 83%. Result shows that all attitude related factors positively effect the employee performance.
Motivation and job commitment has highly significant impact of performance of employees. As a result
organizations should value their experienced personnel and devise effective retention policy by giving
competitive salary, experienced base pay and experienced based promotion. That will increase the overall
performance of the organization.

Key words: Employee Performance Job Satisfaction Commitment Motivation Textile Industry

INTRODUCTION Literature Review: The employee performance is closely

associated with people cognition, feelings and their
It is important to identify the variables perception about their jobs [2]. Job performance of the
associated with the employee and organizational employees influences their work efforts and output [3].
performance [1]. Many psychological and Employees are the life blood of the organization and the
environmental factors are their impact on employee most significant resource, their behavior and attitude in
performance. Employees expect that it is the the subject of HRM recognize in an important position [4].
responsibility of organizations to enhance their Job performance can be defined as the evaluation of
performance through proper training programs. work that generate exciting and happy situation for
Their expectations play a vital role in attitude employees [5]. In organizational research, job performance
development. Attitude has direct impact on is investigated as feelings and characteristics concerned
performance. In our research we unhide the effect of with their work [6]. According to Spector [2] that job
attitude on employee performance. we conduct this study performance is liking and disliking of people about their
on Textile industry in Punjab, Pakistan. Objective of this job. Many definitions of job performance are there in
study is to probe the association among employee consideration of job characteristics and shows the
performance and their attitude. In this context current combined effect in offering same type of job performance
study analyze that how factors related with attitude [7]. Budhwar and Khatri [8] and Patnaik and Biswas [9]
(behaviors of employees and leaders, job satisfaction, job established job performance as something that an
commitment, motivation and training) impact on employee important feature for employee maintenance while being
performance. on the job.

Corresponding Author: Imran Khan, School of Economics and Management, Harbin Institute of Technology, China.
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 World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014
Attitude of Employees and Leaders: Employee satisfaction
and yield is affected by employee performance [6].
Managers and owners think that capable workers are
essential for successful business [10]. Direct relationship
is found among employee performance and employee
attitude. Haider and Riaz [11] and Malik, et al. [12] say
that we can predict the performance of employees by
giving the behavioral importance to employee when they
are at work. Many studies are there on the topic of
organizational behavior in HRM conducted in western
environment [13]. Every organization set expectations
from employees and formulates their attitude, behavior
and trust [14]. Leader’s behavior and attitude can also
affect the behavior of employee, belief and attitude to
enhance their level of performance [15, 16]. Employee
attitude is most influencing factor form personality traits
especially at workplace [17]. According to Densten [18]
transactional leader proffer many performance base
rewards. The directional leaders dispense work duties to
his subordinates and checks out the performance
level. Motivation has direct relation with the employee
performance [19]. The attitude of leaders plays a vital
role in developing the behavior, beliefs and attitude
of employees [20]. Leader can exercise their official
or unofficial power to shape employee jobs [19, 21].
To attain the trust of employees, leaders should give
confidence to their employee [22]. Leader can influence
the attitude of subordinate, psychologically influence
them to erect high level of performance and enhance the
satisfaction of employees [23]. The researches regarding
to attitudes of workers have attention on computing of
individual attitude about their leaders and co-workers and
related attitude to job satisfaction and job performance
[24, 25].
Job Satisfaction: McNeese-Smith [26] and [27] Kangas
et al., (1999) elucidate job satisfaction that it is anxious
with employee brisk feelings about their jobs in
consideration of salary, management, moral and chance
of improvement. Employees are primary resource for
effective organization advancement. Coomber and Louise
Barriball [28] say that we have to evaluate all phases of
job measure the job performance of employees. Job
performance characteristics contain numerous aspects of
the job like salary, coworkers, superiors and working
ambiance. Four features are necessary in measuring the
job performance like salary, uniqueness of job, working
environment and management political affairs [29].
192
Veriety of uniqueness in the job is there in employee
performance [30]. Kreitner and Kinicki [31] elucidate that
highly satisfied employees can demonstrate high level of
performance. A large number of conclusion were made on
job performance and attitude [32], as well as the attitude
of managers and leaders and non-managers [33].
Job Commitment: Organizational environment and
behavior also affect the employee performance [34].
Numerous impediments are there in mounting employee
commitment in the organizations. Attainment of career
objectives has positive impact on employee commitment.
Employee attitude, thinking, behavior and trust towards
organization and work setting, increase job performance
and commitment [35]. The notion of employee commitment
comprises of constructive behaviors and attitude en route
for organization. In earlier researches employee
commitment was considered as behavior forecaster
[36, 37]. Mowday, et al. [38] says that there is positive
relationship amid job commitment and employee
performance. Absenteeism is another factor that affects
performance [37, 39]. Committed employees generate high
level of performance [40, 41].
Training: Organizations have positive prospects from
employee training programs and formulate their
attitude, behavior and trust through diverse nature of
training and performance tools [14]. Performance appraisal
can be improved by the human resource managers like
other HR tools. Proper training and pecuniary inducement
escort the augmentation of organizational productivity
[42].
Motivation: Many researches significantly identifies that
job attitude and working morale are the key sources to
enhance performance of employees [43-45]. Leader
influence the attitude and affect psychologically on their
subordinate in building higher organizational performance
and augment employee satisfaction all the way through
motivation [23]. The researches encircles the worker
attitudes have paid attention on measurement of an
individual attitude about their co-workers and leaders and
correlate attitude to the job satisfaction and job
performance [24, 25]. The performance of employees
depends on their motivational level [19]. Organizations
who motivate their employees has higher level of
performance then the less motivating motivating
organizations [46].
 World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014

Theoretical framework
Attitude of employees
Job satisfaction and leaders

Job Employee Organizational

Commitment Performance Performance

Training Motivation

Methodology: Table 1: Descriptive Statistics

Questionnaire: Questionnaire is extracted form the study N Mean Std. Deviation

of He, et al. [47]. Four elements are used for each to Attitude of Employees and Leaders 88 4.0312 .65193
Job Satisfaction 88 4.0795 .52734
measure attitudes of employees and leaders, job
Job Commitment 88 4.2330 .49247
satisfaction, job commitment, training and motivation. Training 88 4.0142 .71152
Five elements are used to measure the employee Motivation 88 4.2358 .55626
performance. All questions are measured with five point Performance 88 4.3659 .47583
likert scale (1= strongly Disagree and 5= Strongly Agree).
Cronbach’s alpha is 0.81 which is reliable [48]. answer is (4.07). Job commitment, Training and
motivation also shows the positive impact on
Sampling: The study was conducted on textile industry Performance as their results shows (4.23, 4.01, 4.25)
in Punjab, Pakistan. The data was collected from 106 full respectively.
time working employees of eighteen textile companies Table-2 shows the values of correlation. Employee
who were randomly selected. Eighty eight questionnaires performance has strong positive correlation (0.634) with
were useable with response rate of 83 percent which is motivation. If organizations increase the motivation level
suitable for analysis [48]. The questionnaires were filled among employees that will increase their performance.
with personal administration. Performance of employees has moderate positive
correlation with job commitment (0.562), attitude of
RESULT AND DISCUSSION employees and leader (0.509), job satisfaction (0.492) and
training (0.331). All correlations are significant at the 0.01
For data analysis, descriptive statistics, Analysis of level.
variance, correlation and regression techniques are used. Regression is used to draw the regression equation.
Multicollenrity is a statistical phenomena use to measure
This process is carried out in statistical package for social
the collenearity among two or more predictor variables.
sciences 18.0 version for windows. Pearson correlations
In this situation the coefficient estimates may change
of variable i.e. attitude of employee and leaders, Job
erratically in response to small change in the model or
satisfaction, Job commitment, Training, Motivation and
data. For testing of multicollenearity, Tolerence, VIF
performance were used to measure the relationship among
(Varience inflation factor) and Condition index is used.
variables. It is mostly used method for investigating
A lower value of tolerance and high VIF value (greater
relationship among variables [49]. For the missing then 10) are the sign of multicollenearity Hair, et al. [50].
response average method is used. Condition index value between 5 to 10 represent weak
Table-1 shows the angriness from mean results. dependency and value between 30 to 100 show moderate
It means that attitude, job satisfaction, job commitment, dependency, according to Belsley, et al. [51]. For the
training and motivation will increase the performance of detection of autocorrelation Durbin–Watson statistic is
the employees. It is clear from the results of descriptive used. Durbin–Watson is equal to 2 indicates no
statistics table that attitude increases the performance of autocorrelation. Our result in Table-3 & 4 shows that no
the employees as the answer shows (4.2). Job Satisfaction multicollenearity and autocorrelation prevails in our data
also increases the performance of the employees as the so the regression results are reliable.

193
 World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014

Table 2: Correlations
Performance Attitude Job satisfaction Commitment Training Motivation
Performance Pearson Correlation 1
Sig. (2-tailed)
Attitude of Employees and Leaders Pearson Correlation .509** 1
Sig. (2-tailed) .000
Job Satisfaction Pearson Correlation .492** .716** 1
Sig. (2-tailed) .000 .000
Job Commitment Pearson Correlation .562** .510** .456** 1
Sig. (2-tailed) .000 .000 .000
Training Pearson Correlation .331** .522** .409** .464** 1
Sig. (2-tailed) .002 .000 .000 .000
Motivation Pearson Correlation .634** .550** .540** .573** .465** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
**. Correlation is significant at the 0.01 level (2-tailed).

Table 3:
Unstandardized Coefficients Collinearity Statistics
----------------------------------- ------------------------------
Model B Std. Error Sig. Condition Index Tolerance VIF
1 (Constant) 1.334 .373 .001 1.000
Attitude of Employees and Leaders .095 .091 .299 18.366 .402 2.489
Job Satisfaction .089 .106 .404 20.695 .455 2.196
Job Commitment .251 .099 .013 27.199 .593 1.687
Training -.056 .065 .391 30.799 .657 1.522
Motivation .342 .092 .000 35.260 .542 1.845
a. Dependent Variable: Performance

Table 4: Model Summaryb

Model R R Square Adjusted R Square Std. Error of the Estimate Durbin-Watson
1 .698a .487 .455 .35121 2.075
a. Predictors: (Constant), Motivation, Training, job satisfaction, Job Commitment, Attitude of employees and leaders
b. Dependent Variable: Performance

Table 5: Group Statistics

GENDER Mean t-test value Sig. (2-tailed)
Attitude of Employees and Leaders Female 3.8750 -0..709 .48
Male 4.0469
Job Satisfaction Female 4.0938 0.079 .937
Male 4.0781
Job Commitment Female 4.2500 0.102 .919
Male 4.2312
Training Female 4.1562 0.590 .557
Male 4.0000
Motivation Female 4.1562 -0.422 .647
Male 4.2438
Performance Female 4.3250 -0.254 .80
Male 4.3700

Regression results shows the impact of independent
variables on dependent variable. Beta coefficients are
determining the percentage impact of independent
variable on dependent variable. Beta coefficients of job
commitment and motivation are significant but all other
beta are insignificant.
Coefficient of determination R2 is used to predict
the future outcome on the bases of current model. It
is the proportion of variability in a data set that
is accounted by the statistical model. Out model R2
value is (0.487) and adjusted R-Square is (0.455) shown in
Table-4.

194
 World Appl. Sci. J., 30 (Innovation Challenges in Multidiciplinary Research & Practice): 191-197, 2014
Table 6: ANOVA experience
Sum of Squares
Attitude of Employees and Leaders 7.106
job satisfaction 2.728
Job Commitment 2.323
Training 3.826
Motivation 2.213
Performance .886
Independent sample t-test is used to measure the
impact of gender on all variables. All results (Table-5) are
insignificant which means that there is no impact of
gender on any of the variable. All respondents
irrespective of gender showing the same type of response
regarding to all variables.
Experience is divided into five categories (less then
one year, one to three years, four to seven years, eight to
ten years and more then ten years). Analysis of variance
(One way ANOVA) is used to measure the impact of
experience on different variables. Experience does impact
on attitude of employees and leaders, Job satisfaction and
job commitment as their results are significant shows in
table-6. But training, motivation and performance of
employees do not affected by length of experience as their
results are insignificant.
CONCLUSION
Employees’ good performance is very essential for
the effectiveness of the organization. As discussed
above there are many factors that effect the performance
of the employees and as well as of the organization.
The descriptive statistics result proved that all the
variables (attitude, job satisfaction, job commitment,
training and motivation) are positively affecting the
performance of the employees. While looking at the
results drawn form the correlation we find that motivation,
job commitment and attitude of employees and leaders are
highly correlated with the performance and organizations
need to create cooperative and employee oriented culture
to achieve higher level of performance through these
variables.
Regression analysis show that job commitment and
motivation are highly significant and thus managers need
to link the pay with performance, provide timely training
and set an appropriate job design to improve the
performance level. Results proved that all the factors
have equal effect on the performance level of different
gender and as the level of experience increases the
attitude of the employees and leaders, job satisfaction
and job commitment show more strong effects on the
195
df Mean Square F Sig.
4 1.777 4.936 .001
4 .682 2.637 .040
4 .581 2.567 .044
4 .956 1.974 .106
4 .553 1.858 .126
4 .221 .977 .425
performance. For this purpose organizations should value
their experienced personnel and devise effective retention
policy by giving competitive salary, experienced base pay,
experienced based promotion etc.
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