Factors Affecting Employees’ Performance Against Expectations: Case Of Banking Sector Of Karachi

Authors

  • Faheem Akhter DHA Suffa University
  • Fatima Kiran DHA Suffa University
  • Saaida Khan DHA Suffa University

Keywords:

Banking, Organizational culture, Motivation, Employee performance

Abstract

Employees are an essential part and play a vital role in the organization. The main purpose of conducting this research paper is to check the impact of organization’s culture on employee performance and employee motivation in different banking sector of Karachi, Pakistan. The research design which is used to conduct this study is Quantitative research. In this study this approach is used to have real life reference and standpoint in relation to the impact of employee performance and employee motivation on organizational culture. The research is descriptive in nature and it is a cross sectional study where data was collected once across population via random sampling technique. The test showed a Pearson correlation value of employee performance is correlated with the value of organization’s culture in 0.441 and the probability value of .000 (approximately 0.01) between both variables. The test further shows a positive strong correlation value of employee motivation is correlated with the value of organization’s culture in 0.364 and the probability value of .000 (approximately 0.01) between both variables. This shows that there is a strong relationship between both the variables. According to employees due to increase in the motivational level of employees the efficiency of the organization also increases, and high motivational level means decrease in the turnover. It can be concluded that organizational culture has a direct and positive impact employee motivation and employee performance.

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Published

2021-09-07

How to Cite

Akhter, F., Kiran, F., & Khan, S. (2021). Factors Affecting Employees’ Performance Against Expectations: Case Of Banking Sector Of Karachi. Pakistan Journal of Applied Social Sciences, 12(2), 13–28. Retrieved from https://www.socialsciencejournals.pjgs-ws.com/index.php/PJASS/article/view/555

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