Professional Documents
Culture Documents
Culture and
Interpersonal Self-Efficacy with Job Performance in Socso,
Ipoh.
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THESIS:
PREPARED BY:
1
The Study of Relationships Between Organizational
Culture and
Interpersonal Self-Efficacy with Job Performance in Socso,
Ipoh.
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1.0 INTRODUCTION
This study deals with workers in the non-profit sector. The growth of non-profit
organizations and the number of individual hired by the organizations have been clearly
obvious in the past two decades (Najam, 2000; Ruckle, 1981, 1993; Salamon, 1999,
2001, 2002). It is estimated that non-profit growth will continue due to the demand of the
As the non-profit sector has grown, so have research studies about the nature of
these organizations. The range of the topics studied has included volunteer
management, accountability, and financial issues (Stone, Hagger, & Griffin, 2001). The
topic of this current research falls in the category of human resource development, as it
below.
This study involved two variables that are dependent variable (job performance)
independent variable in this study are the elements that manager may add in their
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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department on 1 January 1971 to enforce the Employees’ Social Security Act, 1969. It
became a Statutory Authority effective 1 July 1985. SOCSO has been separated from
administers two social security schemes: the employment injury insurance scheme and
the invalidity pension scheme. These schemes provide protection for workers against
The objective of the social security schemes is to guarantee timely and adequate
benefit payments workers and their dependants in the event of a mishap. SOCSO
arranges for medical care, physical and vocational rehabilitation, besides promoting
occupational safety and health at the work place. Rehabilitation services are provided
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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The objective of SOCSO is to ensure and guarantee the timely and adequate
provision of benefits in a socially just manner to insured workers and their dependants
and to promote occupational health and safety. SOCSO was established in 1971 to
enforce, administer and implement Social Employee’s Security Act 1969 and Social
supply of artificial limp and rehabilitation. SOCSO has 45 offices nationwide reaching to
employees providing the best services, giving fast and accurate information and
SOCSO'S VISION
SOCSO'S MISSION
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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Corporate Goal
Corporate Objective
To ensure and guarantee the timely and adequate provision of benefits in a socially just
Socso strives to provide an excellent and fair service to all clients through the
SOCSO'S STRATEGIES:
1. Giving top priority to the interest of the nation and the organization.
2. Providing quality, fair, precise, speedy and economical services to the clients
3. Improving the skills and expertise of the personnel besides utilizing advanced
4. Maintaining and ensuring the viability of the Socso's fund in order to further
strengthen it.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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5. Fostering goodwill and noble values amongst Socso's personnel.
SOCSO commits to ensure it will be a healthy and highly secured organization based
The management and staff commit to create and maintain a safer and healthier work
place that will prevent work injuries and damages to property and life.
2. Instill the relevant social values necessary to control the action of an individual
that may jeopardize his personal health and safety including other people.
3. Constantly keep abreast to changes in safety standards, health care trends and
techniques.
5. Review plans for new location including the facilities for the office to guarantee
the designing, contraction; installation and operation are within the stipulated
government guidelines.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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6. Management commits to ensure every person in the organization understands
and accepts that he has role and responsibility towards his safety and health as well
CLIENT CHARTER
To provide social security protection and a just, accurate, timely and quality service
economically to all employees and their dependants as well as the employers. SOCSO
hereby pledges that upon receiving all the relevant information together with completed
within a month.
months.
days.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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7. Register new employers and employees and inform employer of their
month.
receiving feedback, catering for work needs and offering career guidance.
(Broadwell, 1985). Other than that, job performance also can be defined as the
quality – it is made up of both the amount of work completed and the value of the
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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work to the customer…the ability to deliver the right output in the right way, on
A worker’s performance on the job is highly related to both the skills of the
individual worker and the interpersonal supports available within the organization.
Motowidlo and Van Scotter (1994), for example, studied the association among
task, contextual, and overall performance in a military setting. They found that
overall performance.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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The need to possess good interpersonal skills is essential for the optimal
cited in Alvarez, Santos & Vasquez, 2001) stated that, while for-profit users pay
for the product or service, the non-profit users pay for only a part of the cost of
the service and the donors pay the rest. This implies that non-profit
contributors and not only clients. When surveying managers from public
more open and frequent communication that was directed more toward
ethnicity. Elvira and Town (2001), for example, reported race made a difference
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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being able to perform well. Non-profit human service workers have direct
personal related jobs which means that their main task is to assist their clients
defined as the perceived belief in the ability to interact, provide feedback and
provide support to other workers and clients, in other words to master their
interpersonal environment (Brouwers & Tomic, 2001; Poulin & Walter, 1993;
environment (Felfe & Schyns, 2002) and job involvement (Tudor, 1997), among
efficacy are strongly associated with high performance (Bandura, 1986), the
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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non-profit workers in Malaysia is investigated in this study, relationships not
values and assumptions that evolve and are shared by the members of the
how workers see themselves and affects their level of involvement and
Eisenberger, 2002).
efficacy within organizational cultures. For that reason, the current study
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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organization. Deal and Kennedy (1982) stated that people are a company’s
greatest resources, and the best way to manage them is through the subtle cues
of a culture. The added that a strong culture is a system of informal rules that
spelled out how individuals are to behave most of the time, and this culture
enabled individuals to feel better about what they did, so they were more likely to
work harder. Although for-profit organization may also use enabling and
supporting skills with customers, their focus is not to provide a human service like
found that these non-profit workers, especially human service workers have
different roles. Among these roles, the enabler role and the supporter role were
ranked as most needed. This research implies that the organizational culture of
a human service agency supports strongly and value enabler and supporter skills
more than other. Other skills needed refer to facilitation skills to create a
dialogue among the key stakeholder to come out and recognize performance
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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criteria, outcomes and other elements that may contribute to the effectiveness of
the organization (Herman & Renz, 1998). Thus, if workers are to help and to
assist other individuals, they need to show the necessary skills to assume the
With increase in number of human service agencies and therefore their services,
it becomes more important to learn more about these agencies. Human service workers
find themselves how to deal with clients and situations. But they must also deal with
other situations like how to get professional development while on the job (Lait &
Wallace, 2002).
1986; Hofsted, 2000; Schein, 1992). Unlike other studies examining task and contextual
performance (Motowidlo & Van Scotter, 1994), the focus of this study relied on workers
culture and job performance, especially on the non-profit human service sector, thus the
need on this study. Based on extensive search of the literature, little empirical research
has been conducted to explore the relationships and differences among organizational
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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within the non-profit sector. This research investigated the relationship among these
variables.
1.4 HYPOTHESES
associations established in the theoretical framework formulated for the research study.
that solutions can be found to correct the problem encountered (Sekaran, 2006).
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Relationships Among Demographic Variables,
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Interpersonal Self-Efficacy and Perceived Job Performance in
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The study’s framework and its relationship to the reported questions were used
as the basis for developing hypothesis that was examined during the research.
Hypotheses were made operational in terms of the criterion and its potential correlates
as defined by the instruments that were used to obtain data about the variables.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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performance.
and social / peer support) and its relationship with performance. In reference to social
of 654 employees was surveyed. Among the workplace contributors to readiness for
organizational change, but strongly associated with lower emotional exhaustion, implying
that if the worker felt supported, he or her level of stress and tiredness would be lower.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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performance.
Sheridan (1992) examined the retention rates of 904 college graduates employed
organizational culture differences among firms were examined. Finding suggested that
cultural values varied among companies and that these values will influence
This study shows that there is a relationship between fit and performance since strong
performer stayed longer that weaker performer in cultures highlighting work task values.
However, this study also reveals that strong and weak performer remained
longer in organizations that emphasize interpersonal relationships that in the work task
are more attractive to workers. Therefore, since one assumptions of this study is that
human service agencies need to foster positive relationships, this study examined the
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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The purpose of the study was to investigate the relationships and differences
agencies used in this study were formally constituted; non governmental; not-profit
number of human service agencies, more information is needed to learn how these
organization functions and how their workforce performs and perceives the organization.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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This research was exploratory in nature and was designed to provide information
to better understand the non-profit culture and workers in several ways. As the number
critical gap in the literature and may have helped employee and employers better
understand the predictors of positive job performance that may have been linked to
better quality community services (Ducker, 1989). The research findings may have also
had implications for policy formation, supplying empirical data on multiple topics to non-
profit decision makers, where voices of frontline workers have not been traditionally
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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And the last contribution of the study was that it would add to the literature of
worker’s perceived self-efficacy and organizational culture, and its relationships to their
job performance. This study addressed a gap in the research literature by examining the
effects of two known predictors of job performance. The findings could assists in the
design and delivery of appropriate opportunities to learn and develop necessary skills to
meet workers’ job demand (Desimone, Werner & Harris, 2002). The result of this study
surveyed.
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Interpersonal Self-Efficacy and Perceived Job Performance in
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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The scope of the study will concern on the employees in Social Security
Organization (Socso), which are contain female and male employees. The scope of the
study will only focus on the relationship among organizational culture and interpersonal
organization. All employees including officer, temporary staff, contract officer, contract
There are some limitations; which will give some impact on this study.
Time is very limited in completing this project paper. The researcher has to
complete the research proposal, the journal and the report writing as well. In addition,
the respondent’s time must also be considered, in which their time is very limited to be
divided between study, responsibilities, activities and others. So, the probability to get
The researcher has to sacrifice savings in order to cope with the cost incurred in
completing the research. The costs incurred are the transportation costs, the stationary
costs, preparing the research proposal and report, costs for photocopy and printing and
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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others. So, the higher cost, the bigger problem faced by researcher to complete the
research.
Below are presented the operational definitions that will be used in the current study.
Job Performance: Ability to perform effectively in the job requires that the
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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2.0 OVERVIEW
be observed, this chapter reviewed literature concerning the growth and relevance of
The first goal of this chapter was to review the literature related to growth of non-
profit organizations and its relevance. The second goal was to provide description of
research. The final goal was to briefly summarize the research that describes the
findings of the reviewed literature, and to provide evidence supporting the need of this
study.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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up an individual’s job (L. W. Rue, 1994). The productivity multiplied by quality, it is made
up of both the amount of work complete and the value of the work to the customer.
Performance means both behaviors and results. Behaviors emanate from the
performer transform performance from abstraction to action. Not just the instruments for
results, behaviors are also outcomes in their own right. The product of mental and
physical effort applied to tasks and can be judged a part from results (Brumbrach, 1988).
of work because they provide the strongest linkage to the strategic goals of the
individual’s ability and motivation (Derek, Laura and Taylor, 2002). Increasingly,
organizations recognize that planning and enabling performance have a critical effect on
appropriates resources, guidance and support from the individual’s manager all become
central.
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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Examining and improving performance has been a current topic of interest for
functions) functions (group of processes), processes and worker systems. The current
On the other hand, Motowidlo (2003) defined job performance “as the total
expected value to the organization of the discrete behavioral episodes that an individual
carries out over a standard period of time” (p.39). This definition has two important
considerations. First, is the idea that performance is a property of behavior that occurs
over a period. Second, is the idea that performance refers an expected value to the
organization. Motowidlo develop these two ideas by explaining that behavior refers to
what people do, therefore, performance is the expected organizational value of what
people do.
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Relationships Among Demographic Variables,
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Interpersonal Self-Efficacy and Perceived Job Performance in
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Through a study in military setting, Borman and Motowidlo (1993) identified two
types of performance: task performance and contextual performance. These types were
research (Borman, Motowidlo, Rose and Hanser, 1985 in Borman & Motowidlo, 1997)
aimed to identify performance models necessary to have an effective unit but are outside
characteristics (Borman & Motowidlo, 1993). The variation in task performance will
performance (Borman & Motowidlo, 1993). This theory states that individual difference
in personality and cognitive ability, together with learning experiences, cause variability
in characteristic adaptations that mediate effect of personality and cognitive ability on job
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Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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Frayne and Geringer (2000) have shown that by implementing mechanisms such
management is “an effort by an individual to exert control over certain aspects of his of
her decision making and behavior” (Frayne & Geringer, 2000, p. 361). Job performance
“has been measured in many ways” (Scullen, Goff & Mount, 2000, p. 956). Job
performance “refers to the effects of the actual performance of the rate on observed
performance ratings” (Scullen, Goff & Mount, 2000, p. 957). From the previous
research, (Frayne and Geringer, 2000) found that self-monitoring of goal progress
predicted performance. A practical implication of this study is that people who set goals
for themselves are more likely to perceive better performance (Frayne and Geringer,
2000).
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Interpersonal Self-Efficacy and Perceived Job Performance in
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Research related to the study of organizational culture has increased over the
past several decades (Sims, 2000). While there is no agreement on a precise definition
of organizational culture, this study will define terms to describe different types of
Organizational culture may be defined as a common set of value and beliefs that
are shared by members of an organization which influence how people perceive, think
and act (Schein, 1990). Culture becomes a basic set of assumptions that guides an
organization’s cultural assumptions and is often social relationships and are moderated
by ban unspoken socialization process, which is often taken for granted by vested
members. Organizational culture may be displayed at three levels; artifacts that guide
organization’s culture may be described as being its personality (Sims, 2000). Literature
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Interpersonal Self-Efficacy and Perceived Job Performance in
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members are those that leaders often attempt to influence. Sheridan (1992) examined
the retention rates of 904 college graduates employed in six public accounting firms.
Finding suggested that cultural values varied among companies and that these values
labor costs. Therefore, since one assumptions of this study is that human service
agencies need to foster positive relationships, this study examined the relationship
Culture is one of the most stable and influential forces in an organization and
performance has been directly linked to organizational culture (Berrio, 2003). However,
and how culture influences the performance of organizational members (Cooper &
Quinn, 1993).
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Interpersonal Self-Efficacy and Perceived Job Performance in
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organize and execute actions needed to produce given goals. When referring to the
relevance of self-efficacy, he stated that one’s motivational level and personal efficacy
belief could make an important contribution to acquiring the knowledge needed for
optimal skills. He added that personal efficacy beliefs also regulate motivation by
shaping aspirations and the outcomes expected for one’s efforts. In addition to personal
implications.
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Interpersonal Self-Efficacy and Perceived Job Performance in
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Level refers to the degree of task difficulty. The tasks can go from simple
measured against levels of task demands. What matters is not if the individual believes
he can perform the task, but the belief that he can do it on a regular basis (Bandura,
1998). For instance, an officer may think he cannot only manage one case, but he might
stronger effort to overcome challenging situations (Bandura, 1998). The stronger the
self-efficacy belief, the more challenging tasks individuals will choose to perform, and the
more likely they will be successful. For example, an athlete with strong self-efficacy will
not pay attention to discomforting events such as bad weather, bad shoes and traffic to
go training every day. On the contrary, he will choose to train despite these obstacles.
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Interpersonal Self-Efficacy and Perceived Job Performance in
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characteristics of situations and the characteristic of the individual toward whom the
behavior is directed (Bandura, 1998). For instance, individuals may judge themselves
efficacious only in certain tasks (talking to people, writing paper, using a computer), but
they might not feel as efficacious in other activities such as leading meetings or
providing feedback.
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Relationships Among Demographic Variables,
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Interpersonal Self-Efficacy and Perceived Job Performance in
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and elaborated network of interrelationships between variables which are relevant to the
problem situation and identified through analysis of journals as well internet sources.
The theoretical framework is designed in order to find the relationships between one
Researcher’s findings suggested that the area of study for this research purpose covers
three area of studies which namely are, the recruiting and selecting of manpower,
ORGANIZATIONAL CULTURE
(Schein, 1990),
(Schimmoeller, 2006),
(Lamond, 2003). JOB PERFORMANCE
INTERPERSONAL
SELF-EFFICACY
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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Bandura (1998),
(Dollard, Boyd and Winefield, 2003),
Tudor (1997).
Sheridan (1992) examined the retention rates of 904 college graduates employed
organizational culture differences among firms were examined. Finding suggested that
cultural values varied among companies and that these values will influence
This study shows that there is a relationship between fit and performance since strong
performer stayed longer that weaker performer in cultures highlighting work task values.
However, this study also reveals that strong and weak performer remained
longer in organizations that emphasize interpersonal relationships that in the work task
are more attractive to workers. Therefore, since one assumptions of this study is that
human service agencies need to foster positive relationships, this study examined the
37
Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
Socso, Ipoh.
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1986; Hofstede, 2000; Schein, 1992; Glaser, 1987; Zamanou, 1994). Little research has
been based on non-profit organizational culture and job performance, thus the need for
this study. Although organizational culture research methods were mainly qualitative in
earlier times, a new organizational culture approach allows quantitative research only if
relationship and examine if the proposal culture dimensions can fit a non-profit
performance, this study contributes to the literature by not only examining non-profit
organizational practices but also by adding to the knowledge base of the non-profit
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Interpersonal Self-Efficacy and Perceived Job Performance in
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has a high or low need for mastering his interpersonal environment by changing
the behavior or attitudes of other persons” (Snyder & Morris, 1978, p. 239), and
interact with supervisors, and manage their work (Brouwers & Tomic, 2001;
Poulin & Walter, 1993). The dimensions referring to the perceived belief to
successfully interact with coworkers, supervisors and manage their work, were
(1997) on perceived self-efficacy and its relationship to what people choose for
their work, to how individuals prepare themselves to perform their job and the
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Relationships Among Demographic Variables,
Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in
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level of success they achieve in their daily work. Bandura refers to this
working, as a family counselor will need to prepare himself/herself with the skills
readiness for organizational change, but strongly associated with lower emotional
exhaustion, implying that if the worker felt supported, he or her level of stress and
active approaches to job problem solving and higher job change self-efficacy.
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This study also implied that job-related interpersonal relationship did not
felt more confident with their ability to deal with job change reported to be more
the workplace: personal and environmental. The personal factors that impact
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Interpersonal Self-Efficacy and Perceived Job Performance in
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stressors of role conflict and work frustration, and the strains of work anger and
work anxiety. He found that self-efficacy buffered the relationship between the
His findings suggested that self-efficacy was among the self-beliefs that could
workers. Data were collected through a self-report survey. Data were analyzed
were the significant relationships between self-efficacy and the stressors of role
conflict and work frustration, and the stress of work anger and work anxiety.
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characteristics in the form of organizational culture and its relationship with more
link and potential impact between the organization and a specific individual’s self-
persuasion which helps affirming to the individual that they have the abilities to
Feedback source refers to where the feedback came from. The source could be
suggested that the individual had to trust the feedback source in order to
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consider the feedback and thereby could affect performance (Earley, 1990). On
the other hand, feedback specificity referred to the provision of specific feedback
rather than general feedback. He also found that feedback sign (positive or
negative) was found to indirectly effect performance through the meditating effect
facilitation was organizational goals (Van Scotter & Motowidlo, 1996). Wright
Among the gaps are the need to expand the performance domain to include
behaviors, values and belief outside job performance (Goodman, 1995, Mohammed,
Mathieu and Barlett, 2002); the need to investigate more the relationship between
culture and job performance. Climate characteristics had significant positive relationship
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organizational culture had an impact on the like hood of engaging in contextual
the relationship among self-efficacy, job performance, specifically in the non-profit sector
and organizational culture, a feature recognized by Bandura (1998) by saying that the
social environment plays an important role in the individual. Therefore, this study
examined interpersonal self-efficacy, which refers to the belief by a person that she or he
could successfully interact and provide feedback. Self-efficacy beliefs can be high or
low.
In this finding, this proposed research study examined the relationship among
workers because the research evidence suggests that self-efficacy might be positively
related to performance and that the organization itself may affect this efficacy belief.
The chapter has presented a literature review supporting the purpose of this
study. It presented the theoretical framework that this study is based on, and empirical
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self-efficacy, and job performance). The next chapter describes the methods that were
body of a research report of the research design, data collection methods, sampling
techniques, fieldwork procedures when executing the research and data analysis efforts
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demographical variable, self-efficacy and organizational culture perceived with job
For the purpose of this study, basic research will be used as it is meant to (Sekaran,
2003; p. 414) generate knowledge as well as having a wide scope of understanding that
would add to the existing area of knowledge by combining theoretical and the real world
aspects to support the study conducted. Researcher believes that by having this
research done, researcher will be able to relate as well as expanding the parameters of
study as well as testing the acceptability of a given theory in this research (Zikmund,
2003).
Summarily, this chapter discusses on the variables that are being used in this
research. It includes the measurement of each variables used in this research, the type
of questionnaires as well as the type of scales used in the questionnaire too will be
discussed in depth in this chapter. Included in this chapter are the population and the
sample of the population involved in this research. The determination of sample size and
3.1 VARIABLES
The study determined the degree of the relationships among the organizational
variables in this study were interpersonal self-efficacy and organizational culture while
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3.2 MEASUREMENT
an integral part of research and an important aspect of research design. Variables used
in this study is segregated into four different section of the questionnaire used in this
study.
answers, usually within rather closely delineated alternatives (Sekaran, 2003; p. 422). It
is found as the most efficient data collection methods as researchers know precisely
what they need and how to measure those variables of their interests. It can either be
media such as e-mail. For this study, the questionnaires are not derived from the
previous research but it adapts several questions from the General Self-Efficacy (GSE)
Survey Scale and Organizational Culture Survey (Glaser, Zamanou & Hacker, 1987).
3.3 SAMPLING
This section describes how sample was identified and chosen. There are two
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3.3.1 Population
investigate and study. For the purpose of this study, researcher will be
Perak Darul Ridzuan. Not only management team but also all staff and
For the purpose of this study, the researcher has selected 40 out of 60
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in a situation. The collection of data in this study was based on two types of data
The first primary data for this study was collected from research
into four part which are Part A (Job Performance), Part B (Organizational
Besides, the second source of primary data was obtained from informal
sources. For this study the information that obtained from secondary data
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As for the data analysis, researcher will be using the Statistical Package for
Social Science (SPSS) version 13.0 to code the data derived from the questionnaires
returned back from respondents. Data processing and analysis stage is defined as the
stage where researchers perform several interrelated procedures to convert the data into
a format that will answer managements’ questions (Zikmund, 2003; p. 718). The
Statistical Package for Social Science (SPSS) version 13.0 is software designed in
making data analyses for the research to be more accurate. As the data has been keyed
in the SPSS, there are a few analyses that will be conducted by researcher.
the different values of variables and the counting are thence interpreted in
percentage terms.
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test the reliability of the instrument used for this research. Sekaran (2003)
coefficient to 1.0 is the most reliable, where else, reliabilities which is less
than 0.60 is considered to be poorly reliable and on the other hand, those
good.
minimum, means, standard deviations and variance were obtained for the
set of data scores divided by the number of scores which stands as the
central data and on the other hand, median is the middle point of the
scores.
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ranges from +1.0 to -1.0. Provided that the value is +1.0, thus it is a
perfect positive linear relationship but on the other hand, if the value is
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3.6 SUMMARY
Holistically, this chapter discussed clearly and precisely what are going to be
studied in this research how variables will be measured as well as the questionnaire that
will be used to gain information from respondents. Sample sizes within population too
were clearly expressed as respondents were randomly selected for this research
Department, and Finance Department was chosen to be respondents for this research.
The primary data, questionnaire were used while conducting this research
meanwhile, secondary data ranging from various of articles, journals, books, magazines
were used in this research. Questionnaires were distributed to all chosen staff and
researcher has been monitoring the progress in gaining data throughout the process in
obtaining data.
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As for the data analysis, researcher will be using the Statistical Package for
Social Science (SPSS) version 13.0 to code the data derived from the
procedures to convert the data into a format that will answer managements’
questions (Zikmund, 2003; p. 718). The Statistical Package for Social Science
(SPSS) version 13.0 is software designed in making data analyses for the
research to be more accurate. As the data has been keyed in the SPSS, there
done in order to gain the number of responses pertaining to the different values
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From the Table 4.1, show the largest respondents are from the ‘Clerical
Officer’ and ‘Part Time Staff’ contributed 14.7% that show each category
category, show that 2 respondents and the percentage is 5.9% from the
Cumulative
Frequency Percent Valid Percent Percent
Valid Upper Management 4 11.8 11.8 11.8
Middle Management 6 17.6 17.6 29.4
Clerical Staff 12 35.3 35.3 64.7
Contract Officer 5 14.7 14.7 79.4
Part Time Staff 5 14.7 14.7 94.1
Others 2 5.9 5.9 100.0
Total 34 100.0 100.0
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From the Table 4.2, respondent who have job related experienced more
than 6 years are 21 and the percentage is 61.8%. For respondent who
have job related experienced for 3 to 4 years, they are 7 people and the
and respondent who work below 2 years are each 3 person and the
percentage for each categories are 8.8%. Table 4.2 show that the full
Cumulative
Frequency Percent Valid Percent Percent
Valid Below 2 years 3 8.8 8.8 8.8
3-4 years 7 20.6 20.6 29.4
5-6 years 3 8.8 8.8 38.2
More than 6
21 61.8 61.8 100.0
years
Total 34 100.0 100.0
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Most of the respondents are working in Socso, Ipoh for more than 6
years. There are 20 respondents are work more than 6 years and the
4 years and the percentage of this category are 17.8%. Five respondents
who work below 2 years are 14.7%. And for the respondents who work 5
to 6 years, only 3 people and the percentage is 8.8%. Table 4.3 shows
Cumulative
Frequency Percent Valid Percent Percent
Valid Below 2 years 5 14.7 14.7 14.7
3-4 years
6 17.6 17.6 32.4
5-6 years
3 8.8 8.8 41.2
More than 6
20 58.8 58.8 100.0
years
Total
34 100.0 100.0
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Referring Table 4.4 below, most of the respondents have more than 6
years working in the current position that are 17 respondents and the
years working in the current position that is each category are 7 people
8.8%.
Cumulative
Frequency Percent Valid Percent Percent
Valid Below 2 years 7 20.6 20.6 20.6
3-4 years 7 20.6 20.6 41.2
5-6 years 3 8.8 8.8 50.0
More than 6 years 17 50.0 50.0 100.0
Total 34 100.0 100.0
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In Table 4.3, it can determine that the largest percentages (41.2%) of the
respondents are 21 to 30 years old and 41 years old and above. These
respondent who are 31 to 40 years old are in 17.6% and show that there
Cumulative
Frequency Percent Valid Percent Percent
Valid 21-30 years 14 41.2 41.2 41.2
31-40 years 6 17.6 17.6 58.8
41 years and
14 41.2 41.2 100.0
above
Total 34 100.0 100.0
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From the figure 4.1, show the largest respondents are from the ‘Female’
on Table 4.5.
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 15 44.1 44.1 44.1
Female 19 55.9 55.9 100.0
Total 34 100.0 100.0
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In Table 4.7, it can determine that the largest percentage (92.1%) of the
Cumulative
Frequency Percent Valid Percent Percent
Valid Malay 32 94.1 94.1 94.1
Chinese 1 2.9 2.9 97.1
Indian 1 2.9 2.9 100.0
Total 34 100.0 100.0
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Table 4.8 shows the level of education obtained by staff at Socso, Ipoh.
Ipoh graduated with SPM Level and 20.6% have STPM Level.
Socso, Ipoh graduated with Bachelor Degree from their universities and
14.7% are others and it showing that staff graduated with Master Degree
Cumulative
Frequency Percent Valid Percent Percent
Valid SPM Level 8 23.5 23.5 23.5
STPM Level 7 20.6 20.6 44.1
Diploma Level 7 20.6 20.6 64.7
Bachelor Degree 7 20.6 20.6 85.3
Others 5 14.7 14.7 100.0
Total 34 100.0 100.0
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2003) mentioned that any figure that is below 0.60 is regarded as a poorly reliable
instrument, on the other hand, those within 0.70 range is acceptable range and over
Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.921 .924 10
According to Table 4.3.1, the dependent variable for this study, that is job
Coefficient analysis is therefore 0.921. Those lies below 0.6 is said to be a poorly
reliable variables meanwhile those within 0.80 is said to be good and 0.70 is said
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to be acceptable. For this case, the reliability for the job performance is said to be
Reliability Statistics
Cronbach's
Alpha N of Items
.843 10
According to Table 4.3.2, the independent variable for this study, that is
said to be good and 0.70 is said to be acceptable. For this case, the
very close to 1.
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Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.886 .887 10
According to Table 4.3.3, the independent variable for this study, that is
and 0.70 is said to be acceptable. For this case, the reliability for the job
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Descriptive Statistics
Table 4.1 shows the list of means and standard deviation conducted in this study.
The scale for the means is based on a 5 point scale points. The mean for the
1.5441. The mean for the Job Performance is at 1.5206. Based on this result, it
can be assumed that respondents agreed that Organizational Culture acts as the
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2003). It tells how would these variables are interrelated to each other. Zikmund
or association between variables and it ranges from +1.0 to -1.0. Provided that
the value is +1.0, thus it is a perfect positive linear relationship but on the other
variables.
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Correlations
Job Organizatio
Performance nalCulture SelfEfficacy
JobPerformance Pearson Correlation 1 .462** .673**
Sig. (2-tailed) .006 .000
N 34 34 34
OrganizationalCulture Pearson Correlation .462** 1 .440**
Sig. (2-tailed) .006 .009
N 34 34 34
SelfEfficacy Pearson Correlation .673** .440** 1
Sig. (2-tailed) .000 .009
N 34 34 34
**. Correlation is significant at the 0.01 level (2-tailed).
efficacy (r= 0.67, p<0.01), ethics (r= 0.664, p<0.01) and organizational
behavior (r= 0.673, p<0.01). This means that the self-efficacy have the
relationship with job performance in Socso, Ipoh. Thus the hypotheses for
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others.
Standardized
Model Coefficient Significant
Beta
(Constant) .843
Organizational Culture .205 .163
Self-Efficacy .583 .000
a. Dependent Variable: Job Performance
b. R Square: 0.487
Multiple regressions have been conducted on the variables in the study. The
beta and R square (R2), which provide evidence whether to support or not to
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Based on the result presented above, the two independent variables explained that
48.7% of the variance is in job performance. The relationship (R) between the
dependent variable and all independent variables is positive as it more than 0.5.
The model is acceptable because the whole model contributes the variance in
Culture (Beta = .205, p>.05) is not significant predictors of Job Performance. Thus,
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5.1 CONCLUSION
professional feel more competent and efficacious in their work, it is more likely
predictor of performance. This study found that to perform more effectively at the
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5.2 RECOMMENDATION
study, it might be still important, worker interactions, and performance within the
has shown that support at work was a very significant aspect of the psychological
this study is comparable to other research that showed that self-efficacy beliefs
correlate with performance scores (Robertson & Sadri, 1993). Although the
found.
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information of self-efficacy.
that individuals work in groups and teams and interact with others with a common
productive working relationship with not just coworkers, but also management.
This practice can foster a more positive work atmosphere through feedback and
practice of teamwork and groups can help to develop a sense of involvement and
tolerance.
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belief. Individuals may feel more confident and have the belief they can be more
respected in their work group and the rest of the organization, as well as have
the feeling they are involved in decisions affecting their work. This might result in
of communication for information relevant to individuals work that meet the needs
of the workers at different job level to strengthen and verbal sources of worker’s
self-efficacy. Workers need to know how to be efficient and productive, and why
changes are made. Offering clear and relevant pieces of information regarding
an individual’s job and their relationship and impact on other jobs will supply the
Last but not least, the recommendation of this study is to promote a work
teamwork and organizational support that could enhance worker’s efficacy belief.
Research has shown that a culture embedding supervisory support may enhance
the worker’s behavior to the benefit of the using and the organization.
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