Employee Performance Literature Review

2. REVIEW OF RELATED LITERATURE

2.1 INTRODUCTION

This chapter focuses on discussing the significance of the study is the existing literature that is what other scholars have written in related to the topic under study; identify the determinants of employees’ performance in public sector. This chapter will be presented under sub-titles: overview of the determinants of employees’ performance; definitions of variables; the relationship between the determinants of employees’ performance; employees’ performance measurement and conceptual framework. 2.2. Overview of the determinants of employees’ performance

Employees are the most valuable resource in any organization. A successful and high productivity business can be achieved by engaging them

Performance as how good an organization performs on trying to achieve determine goals. Employee performance is defined as achievement or output in a yield of system in the form of service (Swanson, 1999). Even though there are a number of factors that may be affecting the employees’ performance. According to (Malik et.al, 2011), stated that the factors that may affect the employee effectiveness are; performance, motivation, training, work environment, communication, managerial experts, creative synergy etc.... according to observation and from position to theoretical framework and literature review this study will be consider to the four determinants that affect employees performance such determinants are training, motivation, work environment, and

Three specific theories were formulated during this time, which although heavily attacked and now questionable in terms of validity, are probably still the best know explanations for employee motivation. These are the hierarchy of needs theory, theories of x and y, and the motivation hygiene theory. Maslow’s hierarchy of needs: - Abraham Maslow suggests that a person is motivated by an inner program of needs rather than by external motives such as rewards or punishments. When one of these sets of needs is met we move onto the next. Maslow thought that once a need is met it can no longer be a motivator. Human beings have a characteristic of always desiring something so once one need is fulfilled us automatically move onto the next, and so on. The outline map of individual needs – which is useful for managers when considering individuals – can be drawn from Maslow’s hierarchy of needs (1954), but it must be borne in mind that his theory does not fully appreciate individual differences or that each person has a sole set of needs and values.

Maslow identified five motivating factors in his hierarchy of needs:

 Physiological needs (including hunger, thirst and sleep)

 Safety needs (security and protection from danger)

 Social needs (belonging, acceptance, social life, friendship and