1. A STUDY OF FACTORS AFFECTING
INDIVIDUAL PERFORMANCE
Presented by:
Akshatha Anand(13HM01)
G. Hemavati(13HM13)
Nithin Kumar(13HM21)
Pratik Pandey(13HM24)
Santosh Chaudhary(13HM29)

2. INTRODUCTION
• Evaluating achievements against set targets of an
individual is called as individual performance
• Job performance of an individual is the output in
terms of quality and quantity expected from
every employee in a particular job.

3. INTRODUCTON
• Individual performance is determined by
motivation and the will and ability to do the
job.
• Human resources play an important role in the
overall success of innovation in companies. HR
departments play one of the most important
functions in shaping one’s performance.

4. Research objectives
• To find out the effect of motivation on individual
performance.
• To determine the effect of culture on individual
performance.
• To find out the role of training programmes in increasing
performance.
• To find out the effect of personnel traits and
demographics in individuals performance.
• To find out the methods of performance evaluation

5. LITERATURE REVIEW
Author, Year Important findings
Michael
Armstrong(2006)
Performance means both behaviour and result.
Behaviour emanates from the performer and
transforms performance from abstraction into action.
Not just a means to an end, the behaviour is also an
outcome in itself, the product of mental and physical
effort applied to the task, which can be judged apart
from the result
Pankaj Tiwari (2012)
Effective HRM practices affects variables such as
competitive advantage, job satisfaction ,financial
performance, employee turnover, service quality etc.

6. Nickols and Fort&
Voltero (2004)
Knowledge of the organizational structure,
functional feedback system, sounds metal
models, sufficient motivation through self-
satisfaction and incentives has a positive
impact on employees performance.
Alam Sageer, Dr.
Sameena Rafat, & Ms.
Puja Agarwal
Employee attitudes typically reflect the moral of
the company and the organizational culture is
one of the main determinates of employee
attitude.
Mohammad Salim &
Nimalathasan
Balasundaram(2011)
The garment industries cannot ignore employees’
individual factors to achieve satisfactory
performance.

7. Variables Identified
Dependent Variable Independent Variable
Attitude & Moral Organization’s Culture
Individual performance
Motivation, Knowledge,
Training and Development.

8. Research Methodology
• This is an exploratory research based solely on
insights drawn from the analysis of the
existing literature of different studies and
reports related to the topic of study in order
to investigate the relationships between the
various factors which determine performance
and how an employee perform.

9. Reasoning:
• The study primarily concentrates on the
evidences gathered on the basis of secondary
data and interpretations are done based on
the data and findings of the secondary source.
The final conclusion is drawn using the
discussion carried out relating to the variables
that are found in the review of the literature,
which makes the study inductive.

10. LIMITATIONS
• 1. The study is done purely based on the
secondary data.
• 2. The study is not eligible to make a
generalization of anyone’s individual
performance.

11. Cultural Intelligence (CI)
Cross Cultural Adjustment (CCA)

12. ORGANISATIONAL CULTURE
• Counter Culture
• Weak Culture
• Strong Culture
• Sub Culture

13. Organisational Climate
• Big Five personality, self-monitoring, self-
efficacy, goal orientation, task and people
orientation, ethnocentrism, communicational
ability, stress tolerance, relational ability, and
international experience

14. Hofstede’s

15. Effect of Motivational Factors on
Performance
Employees are highly motivated with good working
conditions as they provide a feeling of safety, comfort and
motivation. Following these points come under good
working conditions:
• Feeling safe and comfort in working environment.
• Tools and equipment.
• Working methods.
• Security guards and parking facility.
• Well ventilated with good light fans and air-
conditioning.
• Neat and clean office place, rest area and washrooms.

16. • According to a research done by Kiruja, E.K.,
Mukuru. E., on “Effect of Motivation on
Employee Performance In Public Middle Level
Technical Training Institutions In Kenya”, which
was based on content theory i.e. Herzberg
theory that explain the specific factors that
motivate people.

17. The study was based on motivation factors, hygiene
factors given by Herzberg who gave few dimensions
which directly or indirectly motivates employee.
The motivation factors are:
• Achievement
• Recognition
• Work itself
• Advancement
• Possibility of Growth

18. The hygiene factors are:
• Personal or Working Relationships
• Working conditions
• Salary
• Personal Life
• Feeling a Job Security

19. • In this study they used Correlation analysis to
determine the effect of motivation on employee
performance. There was a weak positive correlation
between motivation and employee performance which
was statistically significant,
r(285)=.205, p<0.05.
• The positive coefficient means that there is a direct
relationship: when motivation increases, employee
performance increases and therefore motivation is an
important predictor of employee performance in public
middle level technical institutions in Kenya

20. TRAINING AND DEVELOPMENT
.

21. • Employee is a blood stream of any business
• They can make or break a company’s reputation and can
adversely affect profitability.
• Without proper training, employees both new and current do
not receive the information.
• Employees who undergo proper training tend to keep their jobs
longer than those who do not.
• Top management realized the importance of investing in
training and development for the sake of improving employee
performance.
• Improved capabilities, knowledge and skills of the talented
workforce proved to be a major source of competitive
advantage in a global market.

22. • Employee training refers to programs that provide workers
with information, new skills, or professional development
opportunities.
• Due to training programs - employee recognizes their
organization interest ,they in turn apply their best efforts to
achieve organizational goals, and show high performance on
job.
• Technological advancements have moulded the need of
capabilities and competencies required to perform a
particular tasks.

23. Importance of Training
• Training refers to bridging the gap between the current performance
and the standard desired performance.
• Different methods:
1. coaching and mentoring
2. peer’s cooperation
3. participation by the subordinates
• Sharpens their thinking ability and creativity in order to take
better decision in time and in more productive manner.
• Moreover it also enables employees to deal with the customer
in an effective manner and respond to their complaints in timely
manner.
• It is an efficient tool for improving ones job satisfaction, as
employee better performance leads to appreciation by the top
management, hence employee feel more adjusted with his job.

24. BENEFITS
• Superior return on investment
• Supreme levels of employee retention
• More the developed employees, more they are satisfied
with their job, hence increasing the firm productivity and
profitability.
• To make best use of their human resources in favour of
gaining competitive advantage.
• It is beneficial to both employers and employees of an
organization
• Increased job satisfaction and morale
• increased motivation
• increased capacity to adopt new technologies and methods
• increased innovation in strategies and products
• reduced employee turnover.

25. EMPLOYEE PERFORMANCE
• Hawthorne studies–
• 1. productivity –
• satisfied employees - higher job performance -
supreme job retention.
• unsatisfied employee - employee - demotivated to
show good performance.
• Can be achieved: if they feel themselves competent
to perform their job - better training programs.

26. • It helps low performers.
• reasons for poor performance of the employees
1. workers may not feel motivated anymore to use
their competencies
2. may be not confident enough on their capabilities,
3. they may be facing work- life conflict.
• Environmental factors :
1. corporate culture
2. organizational structure
3. performance appraisal systems
4. power and politics prevailing in the firm

27. Personality Assessment in Personnel Selection
Personality assessments can be a strong predictor of job
performance and are superior to job interviews.
75 percent of recently surveyed organizations are currently
using, or have considered using, personality assessments for
executive selection and development.
Identifying high-potential employees who will fit well within
a particular work environment.

28. Personality:
Those thoughts, feelings, desires, intentions, and action tendencies
that contribute to important aspects of individuality.
Personality comprises the psychological preferences,
temperaments, and predispositions that, in part, motivate and
govern people’s behaviour.
 Combination of internal, intangible characteristics and therefore
cannot be measured directly.
 Psychologists rely on self reports of a person’s thoughts, feelings,
preferences, and/or behaviours to assess personality.

29. Note: Accounting n = 168; Sales n = 386; Do = Dominance; Cs = Capacity for Status; Sy =
Sociability; Sp = Social Pressure;
Sa = Self-acceptance; In = Independence; Em = Empathy; Re = Responsibility; So = Social
Conformity; Sc = Self-control;

30. Advantages:
Personality assessments demonstrate little or no adverse
impact
No discrimination in the selection.
Will increase the likelihood of hiring a successful candidate.
Personality assessments can be a valuable part of a legally and
ethically sound selection process that can help determine
whether an applicant can perform the job and/or will enjoy the
job.

31. Conclusion
• From the study it is clear that performance is a function of
knowledge, skills, abilities, and motivation.
• Organization culture plays an important role in determining
ones performance.
• Quality of training is what matters with proper modules
with clear objectives is vital in providing training.
Motivation techniques used are wide and appropriate tools
and the motivating factors are important.
• Training and Development programs have an positive effect
on skill development of any employee.