Review of Related Literature

The theories relating to the elements influencing employee performance in organizations are

covered in this section. Additionally, it provides a review of the empirical literature, a summary

of the research gap, the conceptual framework, and variable operationalization.

Vroom (1964), referenced by Parijat & Bagga (2014), placed emphasis on the mental process

that occurs in a person when facing change. This theory emphasizes the importance of self-

interest in relation to expected actions, rewards, and organizationally established goals. This

theory distinguishes effort and its result from generic performance. It interprets actions as the

consequence of a subconscious decision to maximize pleasure and torment pain. Expectancy is

described as increasing effort with the expectation that it will produce better results,

Instrumentality is described as estimating the likelihood that each employee will succeed in their

task and produce a variety of work outcomes, and Valence is defined as the intensity of an

employee's preference for a particular kind of reward (Ball). This approach focuses on crucial

management elements, such as performance, reward, effort, and ultimately personal objectives. It

offers a kind of quantitative method for calculating employee motivation (Parijat & Bagga,

2014). Managers should develop systems where reward and performance work together to

improve performances. Additionally, they wanted to be sure that the recipient of the reward

merited it. Managers should encourage employees to participate in training to enhance their skills

and their conviction that effort results in success (Ball). Therefore, it is pertinent to this

investigation.

Ibrahim and Brobbey (2015) conducted a study to determine whether employee performance in

Ghana's banking sector could be influenced by motivation. According to the study's findings,
giving employees leadership opportunities, recognizing them, exceeding their expectations, and

communicating with them truly motivated workers. The performance of employees was also

thought to be affected by elements like lack of incentives, comfort levels, inadequate

management, a decent work environment, technology advancements, employee evaluations,

managerial standards, and motivation. The results also showed that motivation improved

productivity in the workplace, helped workers achieve their own needs as well as the

organization's goals, and allowed them to develop positive relationships with one another

(Ibrahim & Brobbey, 2015). Waiyaki (2017) conducted a study at Pam Golding Properties to

examine the connection between employee motivation and performance. According to the study,

Pam Golding Properties' management employed motivating goal-setting to some extent to

motivate their staff. They included the workers in the goal-setting process and allowed for their

input, but despite their specificity, the employees did not find the goals tough or difficult at all.

The study also revealed that there was a dearth of consistent training and development for

employees to enhance their primary competencies, and this is an issue that needs to be addressed.

Additionally, there was no mentorship program for employees, which would have helped them

significantly during onboarding and in achieving their goals.

The study found that Pam Golding Properties employees were quite unhappy with the

compensation packages that the company provided. When compared to other businesses

operating in the same industry, the employees felt that these incentives were not competitive. The

investigation came to the conclusion that money was a powerful motivation and that the

company should genuinely look into rewarding its staff in accordance with it. It is clear from this

study that motivation and performance are positively correlated (Waiyaki, 2017). Nadeem,
Ahmad, Muhammad, and Hamad (2014) examined a number of businesses in Multan, Pakistan,

to see if employee motivation had an impact on how well they performed.

The study's investigation of several motivational factors, specifically in private firms, revealed

that the majority of them lacked motivation. The study's results showed that motivation is

important for any business since it influences employees' overall performance and helps them

reach their long-term objectives. A business that looks after its employees advances (Nadeem,

Ahmad, Muhammad, & Hamad, 2014). The findings mentioned above actually lead us to the

conclusion that employee performance is greatly influenced by motivation.

Zareen, Razzaq, and Mujtaba (2013) conducted a study to determine whether job design affected

workers' performance. To emphasize how employees behave toward a job design, the study

created a new measure called psychological perception. To demonstrate the connection between

job design, job enrichment, and job enlargement and employee performance, these three factors

were combined as variables in a conceptual framework. The results show that different

employees have various objectives to fulfill within an organizational context.

The study recommended that a school should strive to put to place an effective task identity,

feedback and autonomy in order to enhance the performance of the teachers, which would in turn

improve the overall performance at JD for school teachers(Aroosiya & Ali, 2013). Achieng,

Ochieng and Owuor, (2014)carried out a study that intended to find out whether job design

affects the performance of bankers in Kisumu City.According to this study, task significance,

task variety and task identity had an impact on the accomplishment of these bankers. However,

task autonomy was not seen as a factor for performance in this study.
Many strategies and regulations have been sought after, according to a 2013 ILO report, to

improve occupational health and safety (OHS) for SMEs, frequently emphasizing proactive

measures that are sensitive to particular characteristics and sectoral distinctions. These consist of

supply chain efforts, supply-chain consulting, customized industry programs, and streamlined

OSH system deployment (Quinlan, Croucher, Stambitz, & Vickers, 2013). Oswald (2012)

conducted a study in Tanzania with the aim of determining whether the working conditions of

health providers in the Tarime district have an impact on their performance, taking into account

the four performance indicators of competence, productivity, availability, and responsiveness

relevant to the study.

Many strategies and regulations have been sought after, according to a 2013 ILO report, to

improve occupational health and safety (OHS) for SMEs, frequently emphasizing proactive

measures that are sensitive to particular characteristics and sectoral distinctions. These consist of

supply chain efforts, supply-chain consulting, customized industry programs, and streamlined

OSH system deployment (Quinlan, Croucher, Stambitz, & Vickers, 2013). Oswald (2012)

conducted a study in Tanzania with the aim of determining whether the working conditions of

health providers in the Tarime district have an impact on their performance, taking into account

the four performance indicators of competence, productivity, availability, and responsiveness

relevant to the study.

Based on a study conducted by Quinlan, Croucher, Stambitz, and Vickers in 2013

A literature evaluation assessed the level of employee voice knowledge, the health and safety

circumstances in which they worked, as well as their capacity for growth and successful

outcomes in SMEs. The study's primary areas of attention were OHS practices, pay and salary
practices, and time-of-work techniques used by human resources. The study's findings showed

that there was some kind of correlation between these study areas and various kinds of successful

business outcomes. Low employee turnover, increased employee contribution to the

organization's general well-being, increased productivity, fantastic profitability, great sales, and

satisfied customers were all signs of successful outcomes (Quinlan, Croucher, Stambitz,&

Vickers, 2013).

From the empirical literature mentioned above, it is clear that performance and motivation have a

favorable relationship. According to these earlier research, aspects like employee recognition,

involvement, connecting with colleagues, employee growth, and the provision of leadership

chances are seen as driving factors. In organizations, motivation is regarded as a catalyst for

efficiency. The argument is that each person is motivated differently, and managers and

supervisors should be able to determine what drives each employee in order to increase their

level of satisfaction.

From the aforementioned literature, job design is also considered as a highly important influence

in employees' success. Only a few job design components, such as work identity, feedback, task

relevance, task diversity, and autonomy, can be improved to help people perform better.

Regarding job design, certain people do well in their positions under various conditions. There

are people who enjoy difficulties, those who are creative, and those who are simply at ease with

the status quo. The management should be able to see this as well and put each and every person

in a situation that works well for them. According to the literature mentioned above, working

environments have a significant impact on how well people perform.

This study is anchored to a previous study conducted by Thao and Hwang (2015) in their

study “Factors Affecting Employee Performance-Evidence from Petrovietnam Engineering

Consultancy J.S.C.” They determined 2 factors that had a significant impact on the employees in

their case company: Leadership and Motivation. The study found that leadership style had an

impact on staff performance. Employees clearly perform better when executives coach them,

empower them, or increase their participation. The study also found that motivation is one of the

most important factors affecting employee performance.

Leadership. Is a process whereby an individual influences a group of individuals to

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

behavior of a leader, which leads to certain patterns in dealing with the followers (Dubrin, 2004).

The leadership style within an organization has a bearing on encouraging or inhibiting

employee’s performance (Arsmstrong & Murlis 2004; Cronje et al 2001). Coaching. Coaching

has become an important technique to improve performance (Champathes, 2006). It is not a one-

way communication and proves to be a two way communications where coaches identify what

can be improved and how it can be improved. Further coaching addresses the belief and

behaviors that hinder performance (Toit, 2007). It can be further seen that coaching is all about

helping someone else to improve performance (Starr, 2004). Empowerment. Duvall (1999)

defines success as achievement, accomplishment and attainment which is consequence of

empowerment as follows: (1) Individual success in form of employee’s role performance, (2)

Organizational success which is achieved as members of the organization accomplish collective

organizational goals and objectives, and (3) As organizational members share a mutually

beneficial and satisfying work experience meeting both social and personal growth needs.
Further, empowerment had significant positive correlations with both performance and

satisfaction (Bartram and Casimir, 2007). And specifically empowerment was more strongly

correlated with the in-role performance of followers than with satisfaction with the leader.

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

is about involving employees in the decision making process where the employees feel that they

have the opportunity to discuss problems and can influence organizational decisions. The overall

impact of participation is increased employee job performance and low turn-over. In addition,

organizations can act to increase or decrease the levels of these mediator variables within their

personals and potentially strengthen the positive performance effects of employee participation

(Lam et al, 2002).

Employee will be motivated because management considers them as partners in

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

will avoid engaging into counterproductive behaviors hence improved performance through

timely achievement of organizational goals and objectives (Carrel, Kuzmits & Elbert, 1989).

Motivation. Is a key determinant of job performance and a poorly motivated force will

be costly in terms of excessive staff turn-over, higher expenses, negative morale and increased

use of managements time (Jobber, 1994). Therefore, management must know what exactly

stimulates their staff so resources are not misallocated and dissatisfaction develops among

employees (Jobber 1994). As green has described motivation to be proactive in the sense of; in

dealing with employees who are high performers, motivation is essential, otherwise their

performance will decline or they will simply leave the job. While dealing with low performers,

motivation is a prerequisite; otherwise these employees will drag results down, lower
productivity and certainly would not leave the organization, as they will have nowhere to go. A

motivated workforce is essential because the complete participation of employees will certainly

drive the profitability of the organization (Carlsen, 2003), Darmon (1974) believe motivation is

educating of employees to channel their efforts towards organizational activities and thus

increasing the performance of the said boundary spanning roles. According to Denton (1991), a

motivated workforce will lead to greater understanding, acceptance, commitment to

implementation, understanding of objectives and decision making between management and

employees. Job enrichment. Is a management concept that involves redesigning jobs so that

they are more challenging to employee and have less repetitive work. Job enrichment is a job

redesign technique that allows workers more control over how they perform their own tasks. This

approach allows employees to take on more responsibility. As an alternative to job specialization,

companies using job enrichment may experience positive outcomes, such as reduced turnover,

increased productivity, and reduced absences. This may be because employees who have the

authority and responsibility over their work can be more efficient, eliminate unnecessary tasks,

take shortcuts, and increase their overall performance (Denton 1991).

The study will look into the factors that affect the employee’s performance in the grocery

stores in Rizal, Zamboanga del Norte.

Specifically, the study seeks to answer the following questions:

1. What is the profile of the respondents in terms of:

1.1 age;

1.2 sex;

1.3 civil status;

1.4 educational attainment; and

1.5 length of service?

2 What factors do affects the employees’ performance in terms of:

2.1 Coaching

2.2 Empowerment

2.3 Participation; and

2.4 Job Enrichment

3. What is the performance of the employees ?

4. Is there a significant effect of the factors on the performance of the employees?

Hypothesis

Ho: The factors have no significant effect on the employee’s performance.

This study was aimed to determine the factors that affect the employee’s performance of

any merchandising business in Rizal, Zamboanga del Norte.

Specifically, the study seeks to answer the following questions:

2. What is the profile of the respondents in terms of :

2.5 age;

2.6 sex;

2.7 civil status;

2.8 educational attainment; and

2.9 length of service?

3 What are the factor that affects the employees’ performance in terms of :

3.1 Leadership

3.2 Motivation

3. What significant relationship does leadership and motivation have with employee’s

job performance of merchandising business?

4. Is there a significant relationship between the effect and the factor of performance of

the employees?

Hypothesis

Ho: There is no significant relationship between the factors and the performance of the

employees.
 Appendix A

Demographic Profile

Name (optional): _______________________________________________________

Part 1: Profile of the respondents. Direction: Put a check in the space provided for which

corresponds to your choice: Please respond to all items honestly by putting a (√) mark on

the appropriate answer.

1. Gender: ( ) Male ( ) Female

2. Age

( ) 19 – 25 years old ( ) 32 – 37 years old ( ) 44 – 49 years old

( ) 26 – 31 years old ( ) 38- 43 years old ( ) 50 years old and above

3. Civil Status

( ) Single ( ) Married ( ) Separated ( ) Widow/Widower

1. Educational Attainment

( ) Elementary Level/Graduate ( ) High School Level/Graduate

( ) Post Secondary Graduate ( ) College Level

5. Length of service

( ) Less than 1 year

( ) More than 1 year but less than 5 years

( ) More than 5 years but less than 10 years

Factors affect Employee’s Performance

Directions: Below are the statements of factors that affect the performance of the employees that
able to identify and examine coaching, empowerment, participation and job enrichment in
grocery stores.

Please put a check mark on the space provided and answer seriously and honestly.
Rest assured that the information gathered would be treated with strict confidentiality. Use the
following numerical rating provided below;

Numerical Rating Description

1 Strongly Disagree
2 Disagree
3 Don’t know
4 Agree
5 Strongly Agree

Statements 1 2 3 4 5
Coaching
1. The management highly encourages the employees to
improve their performances.
2. The management always communicates with the
employees.
3. The employer always assess the employees’
performance.
4. The management frequently addresses the way the
employees behave and work inside the workplace.
2. The management always gives direct feedback about
the employees’ performance.
Empowerment
1. The employer always suggest unity and harmony to
his/her employees.
2. The management makes sure that the employees are
involved in the decision-making processes that concerns
them.
3. The management always empowers the employees to
make a good job in the workplace.
4. The employer does not do biases or prejudice among
his/her constituents but rather choose impartiality.
5. The employer acknowledges good-performing
employees but does not ridicule those who are not yet at
their best performance.
Participation.
1. The employer always makes sure that there is active
participation in the workplace.
2. The management frequently creates activities that
develops productivity of his/her employees.
3. The management continuously boosts the employees’
influence in his/her working capacity.
4. The employer builds strong partnership with his/her
employees.
5. The management dwells upon the development and
well-being of the employees.
Job enrichment
1. The management challenges the employees in their
field of work to develop creativity and innovation.
2. The employer subjugates his/her employees in
redesigned roles to increase productivity.
 3. The management does produce less repetitive works
that will not lose work interest.
4. The management objectifies positive outcomes
through enriching the employees.
5. The management cooperates with the employees in
eliminating unnecessary tasks and makes work efficient
for everybody.

Republic of the Philippines

OCTOBER 2022
The Manager / Owner
_________________________
Sir / Madam:

Warmest greetings!

On behalf of our group, we would like to ask permission to conduct a survey regarding your
employees in your store. This is in view of or research entitled “Factors Affecting Employees
Performance in Grocery Stores”.

The survey would last only about 10-15 minutes and would be arranged at your convenient
schedule (e.g. lunch break). Participation in the study is entirely voluntary and there are no
known or anticipated risks to participate in this study. All information provided will be kept in
utmost confidentiality and would be used only for academic purposes and will not appear in any
publications resulting from this study unless agreed to.

If you agree, kindly sign below acknowledging your consent and permission for us to conduct
this study/survey.

Your approval to conduct this study will be highly appreciated. Thank you in advance for your
interest and assistance with this research.

Very truly yours,

MARCU GENESIS DAQUE

Noted by:

DR. AMEIL B. ANDIAS, DBA

Research Instruments

The researcher-made instruments will be utilized in the study. The survey instrument

used in this study was a checklist-type questionnaire. Said questionnaire shall have three (2)

parts. The first set of the questionnaire is the profiling of the employees focusing on the age, sex,

civil status, educational attainment and length of service. The second part of the questionnaire

focuses on the statements about the research variables which are coaching, empowerment,

participation and job enrichment to determine which variables among these has an effect on

employee’s performance.