This is a study on employees’ perception of justice towards performance-based pay and
the effect of these perceptions on their turnover intention. This study aims to examine
the mediating role played by distributive and procedural justice in linking pay distribution
and pay procedure of performance-based pay to employees’ turnover intention. A
review of past literature in this particular area has prompted the researchers to narrow
the gaps in previous studies. Towards that, this study utilized questionnaires which
were administered among 50 non-managerial employees currently working in a private
company located in Kuching, Sarawak, East Malaysia. Data analysis was done using
Statistical Package for Social Sciences (SPSS), Version 20.0. Pearson Correlation and
Stepwise Regression were used to examine the relationship between the variables. The
outcomes of Stepwise Regression revealed that distributive justice fully mediated the
relationship between pay distribution and employees’ turnover intention in contrast to
procedural justice which did not have a significant impact in the relationship. The findings
of this study are useful references for organisation management of the pay system
to improve employees’ performance.
This study aims to identify employee perceptions of perceived fairness in performance appraisal system and work performance as the performance appraisal system is crucial to evaluate employees’ performance in every organization; public or private. A private Oil & Gas company in Miri, Sarawak was chosen for this study. Quantitative research method was employed in this study, and closed-ended questionnaires were used to collect data from respondents. Statistical analysis using One Way ANOVA, Pearson correlation, and Independent sample t-test were used to test the hypotheses. The findings showed that there were no significance differences between the selected demographic factors (age, gender, duration of service, highest educational level, and rank) in performance appraisal system and the work performance. Also, there was a significant relationship between the rating accuracy in the performance appraisal system and work performance. Besides that, there was a significant relationship between employee perceptions of leadership styles in decision making in the performance appraisal system and work performance. The findings also showed that employees are concerned with the evaluation and rating given by their supervisor because the outcomes of the performance appraisal will influence their career development in the organization. Thus, performance appraisal system is crucial in increasing the work performance of employees and organization. Organizations should emphasize the role of the performance appraisal system practiced in their organizations and recognize that it is important in improving employees’ performance. Future researchers are encouraged to explore further on the performance appraisal elements that have not been investigated in this study, and conduct the research with a bigger population and sample size.
The objective of this study is to identify the relationship between employee attitude towards training (accessibility of training, social support for training and benefits of training) and employee retention in the telecommunication industry in Kuching. Eighty employees responded to the self-administered questionnaire. Simple random sampling was used to carry out the study. Data was analysed using Pearson Correlation Coefficient and Multiple Regression. Only social support for training had a significant and positive relationship to retention. Thus, it is recommended that managers and supervisors support employees in attending training as well as provide opportunities for employees to apply what they had learned in training as it will influence retention in the organization.
Work-related accidents is a controversial topic in Malaysia as evidenced by the increased number of occupational accidents throughout the years. The purpose of this research is to examine the relationship between management practices and safety performance in an or-ganization. The four management practices investigated are (a) training, (b) management commitment, (c) communication and feedback, and (d) employee involvement. The most effective safety practice is also identified. The data was collected at a manufacturing com-pany located in Shah Alam, Malaysia using closed-ended questionnaire. 95 respondents from the production line were involved in this study. The result found that training had a very weak relationship to the safety performance while the management commitment, as well as the communication and feedback, revealed to have a weak impact on safety perfor-mance. On the other hand, the analysis showed that employee involvement is the most ef-fective safety practice to the safety performance, as it had a moderate impact on safety per-formance.
This study aims to determine the relationship between non-financial compensation factors and employees retention in a selected hotel industry. A survey methodology was used in this study. A total of 120 questionnaires were administered to employees who are currently working in the hotel industry. Using the Pearson’s Correlation analysis test, this study analysed the relationship between employees retention and financial compensation factors which include opportunities for training and promotion, job challenges, recognition and the working environment. Multiple Linear Regression was used to determine the dominant factor that contributes to retention of employees. The results revealed that there was a significant relationship between the factors and employees retention. The results indicated that the working environment is the most dominant factor that contributes to employees retention.