Increased culture of late sitting in Pakistan
Problem statement: In the recent times, the culture of late sittings in Pakistan has drastically increased
resulting in deteriorating health, social life, and performance of employees.
McClellands theory of Motivation:
This consistent with theory of Mc. Clelland that known as Mc. Clelland's Achievement Motivation
Theory (Sihotang, 2007:251) that a person work is motivated by motives, expectancy, incentive.
McClelland's Human Motivation Theory states that every person has one of three main driving
motivators: the needs for achievement, affiliation, or power. These motivators are not inherent; we
develop them through our culture and life experiences. Achievers like to solve problems and
achieve goals. Therefore, motivation has positive and significant effect on performance. Similarly,
Rival (2004) showed that stronger motivation makes higher employee performance. This means that
employee motivation increase will provide a significant improvement to increase employee’s
performance in carrying out their work. Thus, motivation affect positively on performance. It
consistent with Mangkunagara (2005: 69) that performance is a function of motivation and ability to
complete a job someone with concern to education, skills, and experience in their respective field of
work.
Expectancy Theory:
Theories related to effect of motivation on performance is expectancy theory of Victor H.Vroom
(Luthans, 2006: 286) who explains that employee will be motivated to strive well believe that if the
good work will bring good judgment as well their performance, where it will be followed by an
award from organization, both materially as a bonus, raise, or promotion, or immaterially as praise
and recognition. Furthermore, this award will satisfy the individual goals of employees as expected.
Similarly, David (2002) says that one of key factors that affecting employee performance is work
motivation. Employees with high work motivation and transformational leadership style affect to
improve employee performance. Therefore, work motivation positively and significantly may
mediate the relationship between transformational leadership styles on employee performance.
Variables:
Employee performance: Among the main characteristics of sustainable HRM, the two core
characteristics—employee development and a combination of flexible working time and new types
of workspaces—are particularly important in terms of their impact on the two main outcomes of
sustainable HRM—job satisfaction and job performance.
Working time flexibility: Working time flexibility is an important subset of “workplace
flexibility”. The latter is typically considered to be “the ability of workers to make choices
influencing when, where, and for how long they engage in work-related tasks” (Hill et al., 2008).
There are various potential definitions of working time flexibility, emphasizing either the company
side (e.g. Askenazy, 2004; Chung, 2009) or employee-centered flexibility (FlexPaths, 2004;
Golden, 2009; Possenriede and Plantegna, 2011). The latter refers to the ability of workers to adjust
their daily or weekly working hours in a way that best fits their preferences and constraints. Such
flexibility may range from varying workday start and end times (e.g. flexitime) to complete
autonomy as to when work is performed (see Golden et al., 2011). It implies having both access to
and use without jeopardy of flexible scheduling practices.
Job Satisfaction: Job Satisfaction is an essential criterion that cannot be overestimated,
representing a combination of psychological, physiological, and environmental circumstances that
determine an employee’s satisfaction with their job, emotional stability, and conscientiousness.
Life satisfaction: Life satisfaction is a cognitive appraisal of the overall degree of satisfaction a
person has with his or her life (Hart, 1999). Life satisfaction has many positive benefits. A major
benefit is that people feel good about themselves and their lives, which has an impact on their
overall well-being. Satisfied people tend to be happier and treat others better. They are more likely
to deal with problems and issues of work life productively and effectively.
Motivation: The word motivation is derived from the Latin word “movere”, which means to
“transfer” or “push”. Robbins and Coulter (2014) describe motivation as a process by which a
person’s efforts are energized, directed and sustained toward attaining a goal. Sansone and
Harackiewicz (2000) define motivation as an internal mechanism that guides behavior. This can be
referred to the catalyzer for individual employees to enhance their working performance to achieve
organizational performance (Sekhar et al., 2013). Steer (1994) also argues that the goal of
motivation is to enable employees to improve productivity, increase efficiency and improve overall
organizational performance. It is important for organizations to find the factors to motivate
employees to perform to their maximum ability.
Work over-load: Rehman et al. (2010) High level of stressors like heavy workload and uncertainty
about supervisor’s expectations are associated with physical symptoms. Stress also gets caused
when an employee does not fulfill the demand of job and supervisor (Schnall, 2011) Excessive
workload and conflicting expectations are the good examples of working conditions. 40 percent of
workers reported that their job is extremely stressful. In the U.S., 80 percent of American workers
feel stress on their job.
Stress: job stress is an unpleasant emotional situation that an individual experience when
requirements of a job are not counter balanced with his ability to cope with the situation. It is a
well-known phenomenon that expresses itself differently in various work situations and affects the
workers differently.
Role Conflict: role conflict refers to incompatible requirements and expectations that the
employees receive from their supervisor or coworker. Nwadiani, whom an individual must interact
hold conflicting expectations about that individual’s behavior. Luthans (2002) differentiates three
major types of role conflict. One type is the conflict between the person and the role. For example, a
production worker and a member of a union are appointed to head up a new production team. This
new team leader may not really believe in keeping close control over the workers and it would go
against this individual’s personality to be hardnosed but that is what the head of production would
expect. The second type of interpersonal role conflict creates contradictory expectations about how
a given role should be played. Finally, inter-role conflict results from differing requirements of two
or more roles that must be played at the same time. For example, work roles and non-work roles are
often in such conflict.
Questionnaire:
1. Do you think late working hours have a negative impact on employee’s performance?
2. What type of incentives motivates you more: financial incentives, non financial incentives
3. Do you enjoy your compnay’s culture?
4. Do you feel recognized for your hard-work at work?
5. Does your manager over-burden you with additional tasks?
6. Do you feel stressed at work?
7. If yes, please mention symptoms you experience due to stress.
8. is the amount of work required from you:
Satisfactory, non satisfactory
Source:
https://www.researchgate.net/publication/309618876_Impact_of_Working_Hours_on_the_Health_Social_Li
fe_Performance_on_Centralized_Operation_Division_COD_Employees_of_Dubai_Islamic_Bank_Pakistan
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