role of precept ion of individual performence

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[ABUBAKAR 03003146034][THE ROLE OF PRECEPTION ABOUT TASK OF INDIVIDUAL

PERFORMANCE]

ROLE OF PRECEPTION ABOUT

TASK OF INDIVIDUAL

PERFORMANCE

[AIMS GROUP [IUB RAHIM YAR KHAN] Page 1


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LETTER OF TRANSMITAL

The Islamia University Bahawalpur

Sub campus Rahim Yar Khan

June 20, 2010

Mr. Salman Zia

Head of research method

IUB Jinnah Campus RYK

SUBJECT: THE ROLE OF PERCEPTION ABOUT TASK OF INDIVIDUAL PERFORMENCE

Dear Sir,

This is a report on role of perception about task of individual performance.

The report is prepared according to your authority letter April 15, 2010.

In answer of your letter, the research suggestions as per your deem demand

is enclose and foraging you our understanding of informative the problem inyour tent. This report describes the insight of the situation in depth and an

overview of the problem according tour perception.

In past, research was not being done extra ordinary by the researchers in

Pakistan. But in this area of modernism every thing has been changed and

reaches to its park, due to mental accumulation of people deep thinking and

style has been inducted in.

Any query would be regarded as an extra favor for the research work and

would be highly appreciated.

YOURS TRULY,

AIMS GROUP

M.com 2nd Semester

Department of commerce,



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Acknowledgement

There is a saying:

ALLAH gives and forgives; Man gets and forgets.

ACKNOWLEDGEMENTS! Are they really important? How many people read

the acknowledgements? Not so many, but they are not so much important for

the reader. They are important for the writer. Its a fact that man always

forgets the name of his helper. He doesnt want to acknowledge the efforts

made by someone else in his success. He forgets the name of that person

due to which he really exists.

But it is important for us to mention the names, for the peace our mind and

self satisfaction. All praises are for ALLAH, who to do our job successfully.

Although this project has a title of our name but the efforts of many people

enabled us to accomplish this task.

We are grateful to the honorable teacher MR. SALMAN ZIA who provided a

best platform for learning and knowledge implementation.

For the completed this project about the topic role of perception about task

of individual performance group name AIMS semester 2nd M.Com IUB

Rahim Yar Khan has worked hard to collect the requiring information and has

taken special care to make the subject as comprehensive and simple as

possible. While completing this project logical arguments, clear pictures and

diagrams perfect and straight forward written style and right explanation have

been used to make our project self explanatory.

Finally, we must thanks to each other for their cooperation and help in the

best possible manner as they can.

AIMS

AIMS GROUP

M.com 2nd Semester



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Table of contents

SR.

#

Main Heading Sub Heading Page. #

1 Research proposal 10

Abstract 11

Literature Review 11

Objective of study 18

Research Methodology 18

Conclusion 20

References 20

2 Abstract 21

3 Introduction 23

4 Literature review 26

5 Research methodology 36

6 Theoretical framework 39

labeling of variables 40

Schematic diagram 41

Relationship of variables 42

Hypothesis 44

7 Research design 46

Purpose of study 48

Research type 49

Extent of research 49



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involvement

Study setting 50

Unit of analysis 51

Sampling design 51

Time horizon 53

8 Frequency or hypothesis

testing

54

9 Findings 108

10 Recommendation 111

11 Conclusion 113

12 Reference 115

13 Questionnaire 117

List of illustration



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SR. # Heading Page. #

1 Figure 1 12

2 Figure 2 14

3 Figure 3 41

4 Figure 4 47

5 Figure 5 50


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Executive summery

This report is conducted by aims group of m.com 2nd department of

commerce, The Islamia University Bahawalpur sub campus Rahim Yar

khan, on the request ofSIR SALMAN ZIA. The topic of the research was on

the role of perception about task of individual performance. We are

assigning to find the key barriers or problems of individual performance in the

organization. Also we find ways to overcome those factors which influence

developing the individual performance in the organization.

For this purpose firstly the pilot survey was done so that those factors couldbe traced out which are affecting the individual performance in the

organization. Further some helping data was also obtained from secondary

sources like book and internet websites.

The collected primary and secondary data was analyzed by applying following

techniques of;

Chi-square method



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Coefficient of contingency

Frequency distribution

Data labeled by SPSS

After conducting the research we come to know that few barriers rust in

educational institutes, banks and organizations ofRahim Yar khan, where as

most important barrier of employee dissertation is proclaiming particularly in

educational sectors.

From the result of the data, we conclude that barriers found are general and

very from organization in Rahim Yar khan services sector should take care ofthem and try to overcome them some of the barriers are like the training of

employees, their misperception of employee dissatisfaction in (pay, or

working condition) extra benefits to customers, quality of product lack of

resources etc.

To over come the problem management should try to properly train its

employees, improve their working condition, teach them how to do work,

increase their pay, give them fringe benefits, extra services and benefits

should be provided to customer. Arrange a huge amount of resources to

satisfy ever increasing needs of customers.



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RESEARCH

PROPOSAL

Abstract:-

Perception is an influential phenomenon as people usually act as per their

perceptions. Perception eventually transforms into reality. The absence of a

distinctly defined role of employees and perception of their roles and

responsibilities in the organization may have effect on the employees' morale

and self-esteem. Role of Perception of an individual is the most critical

components in the workplaces today. It also plays a key role in an individual's

performance. A misty perception of the role may also lead to

underperformance and underutilization of the potential of the individual.

Consequently, the organization may lose not only some vital man-hours but



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also some of the most competent employees, in the long run. It is, therefore,

in the organization's interest to provide a clearly-defined role to every

employee as a step towards combating the ever-increasing competition in the

global.

Literature review:-

Perceptions vary from person to person. Different people perceive differently

in same situation and single person perceive differently in different situation

depending upon they way he or she integrated what he or she has observed.

But more than that, we assign different meanings to what we perceive. And

the meanings might change for a certain person. One might change one's

perspective or simply make things mean something else.

Perception is the process through which people receive, organize, and

interpret information from their environment.

We can also define perception as:-

Perception is not the same as reality, yet perception is the basis of feelings

and actions; the quality and accuracy of a persons perception influence

responses to a specific situation. Differences in perception of same thing can

create difficulties E.g., evidence that what is discussed and how well things

are discussed in performance appraisals is perceived differently by managers

and subordinates.

We can define individual performance as:-

Basic convictions about what are important to the individual and they contain

a judgmental element of what is right, good, or desirable.

Factor that related perception and individual performance:-

Factors in the

perceiver

o Attitudes



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o Motives

o Interests

o Experience

o Expectations

Factors in the situation

o Time

o

Work setting Perception performanceo Social setting

Factors in the target

o Motion

o Sounds

o Size

o Background

o Proximity

o Similarity

Explanation:-

These entire factors like (perceiver, situation and target) are related to

perception. After that perception relate person performance. When an

individual looks at a target and attempts to interpret what he sees, that

interpretation is heavily influenced by the personal characteristics of the

individual perceiver. Personal characteristics that affect perception include a



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persons attitudes, personality, motives, interest, past-experience and

expectation.

Characteristics of the target we observe can affect what we perceive. Loud

people are more likely to be noticed in a group than quite ones. So, too, are

extremely attractive or unattractive individuals. Because we dont look at

targets in isolation, the relationship of a target to its background also influence

perception, as does our tendency to group close things and similar things

together.

The argument around the Indian cricket teams tour of Australia illustrates

how perception leads to decision making. During the tour, Indian cricketerHarbhajan Sing evidently used the word monkey for Andrew Symonds, an

Australian cricketer, in response to a irritating remark from Symonds. Singhs

remark was seen by the Australian side as a racist term. This perception,

believed by many to be a perceptual error, worsened the already strained

relations between the players and fans of the two countries.

Attribution Theory: Judging Others:-

Our perception and judgment of others is significantly influenced by our

assumptions of the other persons internal state.

Attribution theory tries explaining the way in which we judge the different

people, depending on the meaning we attribute to a given behavior. It

suggests that when we observe an individuals behavior, we attempt to

determine whether it was internally or externally caused. Internal causes are

under that persons control. External causes are not person forced to act in

that way

Causation judged through:-

That determine, however, depends upon largely three factors:

Distinctiveness:-

Shows different behaviors in different situations.

Consensus:-



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Response is the same as others to same situation.

Consistency:-

Responds in the same way over time.

Elements of Attribution Theory:-

Explanation:-

In that exhibit summarizes the key elements in attribution theory. It tells us,

for instance, that if an employee, Kim Randolph, generally perform at about

the same level on other related task as he does on his current task (low

distinctiveness), if other employees frequently perform differently- better or

worse- than Kim does on that current task (low consensus), and if Kims



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performance on this current task is consistent over time (high consistency),

you or anyone else judging Kims work will be likely hold his preliminary

responsible for his task performance (internal attribution).

Errors and Biases in Attributions:-

Fundamental Attribution Error:-

o The tendency to underestimate the influence of external factors

and overestimate the influence of internal factors when making

judgments about the behavior of others.

o We blame people first, not the situation.

Self-Serving Bias:-

o The tendency for individuals to attribute their own successes to

internal factors while putting the blame for failures on external

factors.

o It is our success but their failure.

Frequently Used Shortcuts in Judging Others:-

Selective Perception:- People selectively interpret what they see on the basis of their

interests, background, experience, and attitudes.

Halo Effect:-

Drawing a general impression about an individual on the basis

of a single characteristic.

Contrast Effects:-

Evaluation of a persons characteristics that are affected by

comparisons with other people recently encountered who rank

higher or lower on the same characteristics.

Specific Shortcut Applications in Organizations



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Employment Interview:-

Perceptual biases of raters affect the accuracy of interviewers

judgments of applicants.

Formed in a single glance 1/10 of a second!

Performance Expectations:-

Self-fulfilling prophecy (Pygmalion effect): The lower or higher

performance of employees reflects preconceived leader

expectations about employee capabilities.

Performance Evaluations:-

Appraisals are often the subjective (judgmental) perceptions of

appraisers of another employees job performance.

Critical impact on employees.

Perceptions and Individual Decision Making

Problem:-

A perceived discrepancy between the current state of affairs and a

desired state.

Decisions:-

Choices made from among alternatives developed from data.

Perception Linkage:-

All elements of problem identification and the decision making

process are influenced by perception.

Problems must be recognized.

Data must be selected and evaluated.



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Common Biases and Errors in Decision-Making

Overconfidence Bias:-

Believing too much in our own ability to make good decisions

especially when outside of own expertise.

Anchoring Bias:-

Using early, first received information as the basis for making

subsequent judgments.

Confirmation Bias:-

Selecting and using only facts that support our decision.

Availability Bias:-

Emphasizing information that is most readily at hand.

Recent

Vivid

Escalation of Commitment:-

Increasing commitment to a decision in spite of evidence that it is

wrong especially if responsible for the decision!

Randomness Error:-

Creating meaning out of random events superstitions.

Winners Curse:-

Highest bidder pays too much due to value overestimation.

Likelihood increases with the number of people in auction.

Hindsight Bias:-

After an outcome is already known, believing it could have been

accurately predicted beforehand.

Summary:-



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In perception People act based on how they view their world or what exists is

not as important as what is believed and managers must also manage

perception.

In individual Decision Making or performance most use bounded rationality

they satisfied. Combine traditional methods with intuition and creativity for

better decisions or analyze the situation and adjust to culture and

organizational reward criteria be aware of, and minimize, biases.

Objective of Study:-

Our objective of study how perception about task effect on individual

performance. Perception means perceiving reality. Our objective of study is to

create comprehensive knowledge about the topic perception of individual

performance. If we compare the levelof perception from individual to group

then we find the different result.

PROBLEM STATEMENT:-

The problem is that mostly the persons perceive information negatively.

Research methodology:-

This research report is anticipated to inspect the perception of individual

performance. This report will include definition of perception of individual

performance, factor that effected perception and individual performance, or

attribution theory, in attribution theory include, causation judging, elements of

attribution theory, error and biases in attribution, common error and biases in

decision making and summary of perception and individual performance.

Data collection:-

Primary sources:-



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A formal questionnaire will be used for the data collection. The questionnaire

will be designed in such a way that this will make respondents respond

correctly and completely.

Secondary sources:-

Secondary data will be obtained from the internet and libraries.

Sampling process:-

Cluster sampling and multi-phase sampling will be used to get sample.Simple random sample of peoples from randomly selected families will be

selected. We shall determine the people, from whom we shall collect the

primary databy the following process,

Population:

Population element. All the observations, all organization

employees.

Sample unit. Observedsome organization employees or people.

Extent Pakistan.

Time May 01, 2010 to May 15, 2010

Conclusion:-

To conclude this proposal I reach that point the individual base their behavior

not on the way their external environment. Actually is but rather on what they



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see or believe it to be. Whether a manager successfully plans and organizes

the work of employees and actually helps them to structure their work more

efficiently and effectively is for less important than how employees perceived

the managers efforts. Absenteeism, turnover and job satisfaction are also

reactions to an individual perception. Dissatisfaction with working conditions

and belief that an organization lacks promotion opportunities are judgments

based on attempts to create meaning out of the jobs.

References:-

Data related to literature review taken from Chapter Five Book

Perception and Individual Decision Making page # 156 to 160

written by Concordia University Wisconsin.

Some data related to research methodology is taken from the proposal

ofJirga System and the proposal ofMaar Nahi Pyar.



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ABSTRACT

ABSTRACT:-



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This study examined the role of perception about task and work of individual

performance. Most of our perceptions are influenced by the social context, in

particular, by the presence of others and the actions perceived by others.

Previous studies have shown that perceiving others action can affect

individual performance. Our study Based on Weiners attribution theory, this

study aimed at investigating: (a) the role of ability self-perception,

performance expectations, perceived task-difficulty, (b) the role of ability self-

perception and perceived task-difficulty in the impact of Performance

expectations and importance of good performance. The result of 105 persons

(Government employees, student and private employees) completed. The

results from discriminate analyses, followed by aims group, revealed thatability self-perception, compared to other variables, was the most powerful

factor in discriminating the successful individual performance. A series of

independent variable showed that perceived task-difficulty and, mainly, ability

self-perception influenced the generation of the impact of performance

expectations and importance of good performance on individual performance.

The result shows that the positive perception leads to higher individual

performance, and misty perception leads to the underperformance andunderutilization of a potential of individual.

We will discuss a possibility that other's Attitudes, Interests, Motives,

Experience, Expectations, perception and other's action, and the sight of

other affect the individual performance. Our result indicates that the positive

perception of a person indicates the high individual performance.

Consequently, the organization may be lost not only some vital man-hours butalso some of the most competent employees, in the long run. It is, therefore,

in the organizations interests to provide a clearly defined role to every

employee as a step toward combating the ever increasing competition in the

global.



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Introduction

Introduction:-



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We refer to work in our project not in an existential sense but as a key source

of a individual performance in a competitive environment, we refer to dead

lines as the role of perception about task or work of individual performance.

Finally we focus on understanding how perception affects the individual

performance. Because a complete investigation of an I.e. (motion, age,

background).of these perception is beyond the scope of the project. We

concentrate on attitudes, motives, interest, experience and expectation that

have direct an important influence the individual performance. More then

other variables, critical influences on how perception affects and responds on

individual performance.

To focus on the presentation first briefly focus on the individual performance.

Recent researches indicate that the attitude can affect the perception as well

as the individual performance. Individual perception suggests that how much

individual performance affects from perception.

In some, many manager in the organization, specially those facing turbulent

environment, place individual in team and ask to team members to

collaboratively perform task or work to meet the high performance.

Sometimes, the individual can not achieve the high level of performance

under this condition but often they do not.

We indicates in our discussion we find that perception vary from person to

person .different people perceive differently in same situation and single

person perceive differently in different situation depending upon the way he or

she integrated what he or she was observed, but more than that, was assign

different meaning what perceived. And the meaning might change for a

certain person. One might change ones perspective or simply make things

mean something else.

For example employ motivation level, age group, family back ground,

although many factors or variable can affect individual success. To address



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these issues we first explore the existing variable to check the role of

presentation to improve the individual performance.

Focus on the literature review, we focus on attitude motive, interest, and

experience expectation and how these variables influence the individual

performance.



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Literature Review

Perception:-

What is Perception?



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The tendency for individuals to attribute their own successes to internal

factors while putting the blame for failures on external factors.

Attribution Theory - Frequently Used Shortcuts in Judging Others

Selective Perception:-

People selectively interpret what they see on the basis of their interest,

background, experience, and attitudes.

Halo Effect:-

Drawing a general impression about an individual on the basis of a single

characteristic.

Contrast Effects:-

Evaluations of a persons characteristics that are affected by comparisons

with other people recently encountered who rank higher or lower on the same

characteristics.

Projection:-

Attributing ones own characteristics to other people

Stereotyping:-

Judging someone on the basis of ones perception of the group to which that

person belongs.

Specific Applications in Organizations



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Employment interview

Early impressions are very important! Perceptual judgments are often

inaccurate! (Another reason we should use structured interviews!)

Performance Expectations

People attempt to validate their perceptions of reality even when they are

faulty! Self-fulfilling prophecy (Pygmalion Effect) is based on the notion that

expectations can determine behavior this is a very powerful managerial

technique!

Performance Evaluations

Many subjective components (perceptions) are used in the evaluation of

employees.

Employee Effort

How is effort perceived? It is often a reason for terminations.

The Link between Perception and Individual performance

Decisions = Choosing between 2 or more alternatives

Problems = A discrepancy between some current state of affairs and some

desired state

How should we make decisions in organizations?

To maximize a particular outcome, try the rational decision making model

Steps in the Rational Decision-Making Model



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Define the problem.

Identify the decision criteria.

Allocate weights to the criteria.

Develop the alternatives.

Evaluate the alternatives.

Select the best alternative.

Assumptions of the Rational Decision-Making Model

Problem Clarity-

The problem is clear and unambiguous.

Known Options-

The decision-maker can identify all relevant criteria and viable alternatives.

Clear Preferences-

Rationality assumes that the criteria and alternatives can be ranked and

weighted

Constant Preferences-

Specific decision criteria are constant and that the weights assigned to them

are stable over time.

No Time or Cost Constraints-



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Full information is available because there is no time or cost constraints.

Maximum Payoff-

The choice alternative will yield the highest perceived value.

How can we improve creativity in decision making?

You can produce novel and useful ideas by emphasizing the three component

model of creativity: 1) expertise, 2) creative-thinking skills, and 3) intrinsic task

motivation

Bounded Rationality

Individuals make decisions by constructing simplified models that extract

the essential features from problems without capturing all their complexity.

Intuitive Decision Making

Intuition an unconscious process created out of distilled experience. Intuition

is often used when there is a high level of uncertainty, there is little precedent

to go on, when the variable in question are less predictable, when facts are

limited, these facts dont lead you in one particular direction, data is of little

use, when there are several plausible choices, and there is time pressure

Problem Identification

Problems that are visible tend to have a higher probability of being selectedthan ones that are important. Why?

It is easier to recognize visible problems.

Decision-Makers want to appear competent and on-top of problems.

Decision-Makers self-interest affects problem selection because it is usually

in the Decision-Makers best interest to address problems of high visibility



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and high payoff. This demonstrates an ability to perceive and attack

problems.

Alternative Development

Decision makers rarely seek optimum solutions but satisfying or good

enough ones.

Efforts made are simple and confined to the familiar.

Efforts are incremental rather than comprehensive.

Many successive limited comparisons rather than calculating value for each

alternative.

This approach makes it unnecessary for the decision maker to thoroughly

examine an alternative and its consequences.

Thus the decision makers steps are small and limited to comparisons of the

current or familiar options.

We tend to take shortcuts in decision making and this allows error and bias

to enter our decisions. Common biases and errors include:

Overconfidence Bias: - We tend to be overly optimistic (especially when our

intellect and interpersonal abilities are low)

Anchoring Bias: - Tendency to focus on initial information as a starting point.

Confirmation Bias: - We tend to seek out info that reaffirms our past choices

and we discount info that contradicts our past judgments.

Availability Bias: - The tendency of people to base their judgments on

information readily available to them.



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Representative Bias: - The tendency to assess the likelihood of an

occurrence by drawing analogies and seeing identical situations in which they

dont exist.

Escalation of Commitment:- An increased commitment to a previous

decision in spite of negative information (all too often creeps into decision

making)

Randomness Error: - We tend to create meaning out of random events (and

superstitions).

Hindsight Bias: - We tend to believe falsely that wed have accurately

predicted the outcome of an event, after that outcome is actually known.

Intuitive Decision Making: - An unconscious process created out of distilled

experience.

Individual Differences in Decision-Making Styles

Research on decision styles has identified four different individual approaches

to making decisions.

Directive Style: - people using this style have a low tolerance for ambiguity

and seek rationality.

Analytic Style: - people using this style have a much greater tolerance for

ambiguity than do directive decision makers.

Conceptual Style: - people tend to be very broad in their outlook and

consider many alternatives

Behavioral Style: - people who tend to work well with others.

These are based on our tolerance for ambiguity and way of thinking.



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Gender: Women tend to analyze decisions more than men. Women tend to

analyze a decision prior to and after the fact. This rumination (reflecting at

length) difference is largest in the earlier stages of life and adulthood.

Organizational Constraints

Performance Evaluations

Reward Systems

Formal Regulations

System-Imposed Time Constraints

Historical Precedents

Cultural Differences

The rational model does NOT acknowledge cultural differences

There are differences in what problems to focus on, the depth of analysis,

importance of logic and rationality, and preference for individual vs. group

decision making

What about Ethics in Decision Making?

An individual can use three different criteria in framing or making ethical

choices. Each has advantages and disadvantages

Utilitarian criterion -- Decisions are made solely on the basis of their

outcomes or consequences. The greatest good for the greatest number.

Rights criterion -- Decisions consistent with fundamental liberties and

privileges as set forth in documents like the Bill of Rights.

Justice criterion -- Decisions that impose and enforce rules fairly and

impartially so there is an equitable distribution of benefits and costs.



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Ethics & National Culture

There are NO global ethical standards

Most issues are not black and white (i.e., easy to say as being right

or wrong)

Summary and Implications for Managers

Perception

Individuals behave based not on the way their external environment actually

is but, rather, on what they see or believe it to be.

Evidence suggests that what individualsperceive from their work situation

will influence their productivity more than will the situation itself.

Absenteeism, turnover, and job satisfaction are also reactions to the

individuals perceptions.

Individual Decision Making

Individuals think and reason before they act.

Under some decision situations, people follow the rational decision-

making model. However, this doesnt happen very often

So, what can managers do to improve their decision making?

Analyze the situation.

Be aware of biases.

Combine rational analysis with intuition.

Dont assume that your specific decision style is appropriate for

every job.



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Try to enhance your creativity

Research methodology



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Research methodology:-

This research report is anticipated to inspect the perception of individual

performance. This report will include definition of perception of individual

performance, factor that effected perception and individual performance, or

attribution theory, in attribution theory include, causation judging, elements of

attribution theory, error and biases in attribution, common error and biases in

decision making and summary of perception and individual performance.

Data collection:-

Primary sources:-

A formal questionnaire will be used for the data collection. The questionnaire

will be designed in such a way that this will make respondents respond

correctly and completely.

Secondary sources:-

Secondary data will be obtained from the internet and libraries.

Data collection method:-

Questionnaire:-

Our questionnaire consist of 18 questions (all are close ended)

Simple

Relevant



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1. Structure formats

Questions are prepared by using following level of measurement.

Dichotomous scale

Likert scale

Fixed or constant sum rating scale

2. Unstructured formats

Open ended question is asked at the end of the questionnaire.

Sampling design

In sampling design we have taken the sample of 105 students, the sampling

technique used here is simple random sampling i.e. (probability sampling) .

Simple random sample of peoples from randomly selected families will be

selected. We shall determine the people, from whom we shall collect the

primary data by the following process,

Population:

Population element. All the observations, all organization

employees.

Sample unit. Observedsome organization employees or

people.

Extent Pakistan.

Time May 01, 2010 to June 22, 2010



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THEORETICAL

FRAMEWORK



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1-labeling of variables:-

Variables:-

A variable is anything that can take on differing or varying values.

Dependent variables:-

It is a main variable that lends itself for investigation as a variables

factor.

o Performance

Independent variables:-

Independent variables are one that influences the dependent variables

in either a positive or negative way.

o Perception

o Age

o Education

o Back ground



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Moderating variables:-

A Variable which has strong contingent impact on dependent-

independent variable relation is called as moderating variable.

Actually, the relationship between Dependent variable and

Independent variable depends upon the moderating variable.

o Motivation

o Attitude

o Interest

o Past experience

2-Schematic diagram:-



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3-Relationship of variables:-

There are relationship of veriables are as follows:-

1. Perception and Performance:-

It is a direct relationship between the perception and andividual

perfomence. The perception are vary from performance if perceived

something differently. Perception means feelings, if perform some work

in positive manner than perception is differ as compared to perform

work in a negitive manner. If perception is positive than performance is

aproximately good.

2. Age and Performance:-

Age affectd by the performance of persons time to time. In age of 18

to 40 years the performance of persons is very good, and the age 40 to

60 years performance is decreses as compared to above age group,



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after the age of 60 the performance usually decreases. So there is

direct relationship between age performance.

3. Education and Performance:-

Education is also affect the performance. Performance are show a

irregularity(vary) from education levels, if a person is qualified or skilled

then the performance of that person is outstanding and superb as

compared to that person who is illitrate or matric level. So it is also a

direct relation of education and performance.

4. Family Background and Performance:-

Performance can change due to a family background of a person. If a

person are lived in rural areas, the performane of that person is differ

from the person who are lived in urban areas, or the persons who are

lived in Pakistan the performance are differ as compared the person

are lived in Eurapian countries. Background and performance are

directly related to each other.

5. Perception and Education:-

There is direct relationship between perception and education. If a person

is educated, the perception of that person, is positive as compared to the

person who is illitrate. The performance of that person whose perception

is positive is very well as compared to that who negitively percevied.



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6. Perception and Age:-

Perception are vary from age to age. The perception of that person

whose age is below 18 is different to the age group of 18 to 25, and theage group 25 to 35 are differ. Above three group are differently loyal about

his work. The below 18 are less loyal for his work and the age group 18 to

25 are more loyal as compared to the age group of 18. So there is direct

relation between age and perception.

7. Age and Education:-

Both are independent veriables. Education has direct related to the age.

When age increases the education level of a person increases. According

to age rise the mental level of a person are broad.

8.Education and Family Background:-

The education and family background are directly related to each other

and both are independent veriables. Education are strongly related to the

family background. If background of a person is poor, so he cannot meet

his goals as compared to that person who the family background is strong.



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HYPOTHESIS

Hypothesis:-

1- Ho: - There is no relationship between perception and performance.

H1: - There is a relationship between perception and performance.



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2- Ho: - There is no relationship between age and performance.

H1: - There is a relationship between age and performance.

3-Ho: - There is no relationship between education and performance.

H1: - There is a relationship between education and performance.

4- Ho: - There is no relationship between background and performance.

H1: - There is a relationship between background and performance.

5-Ho: - There is no relationship between perception and education.

H1: - There is a relationship between perception and education.

6-Ho: - There is no relationship between perception and age.

H1: - There is a relationship between perception and age.

7-Ho: - There is no relationship betweenage and education.

H1: - There is a relationship between age and education.

8-Ho: - There is no relationship between education and family

background.

H1: - There is a relationship between education and family background.



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RESEARCH DESIGN

Design strategyA. Detail of study



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Category Description

Purpose of study Testing of hypothesis

Research type Co-relational study

Extent of researchinvolvement

Minimal or nominal

Study setting Non-contrived

Unit of analysis individual

Sampling design stratified random

sample(probability)

Time horizon Cross sectional

Explanation of research design

1. Purpose of study:-



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There are many types of study like

Exploratory study:-When you may be exploring a new topic or

issue in order to learn about it. If the issue was new or the researcher has

little on it.

Descriptive study:-Descriptive study presents a picture of a

specific detail of a situation, social setting, or relationship. And to describe

the characteristics of a population or phenomenon.

Hypothesis testing:-A hypothesis may be defined as a logically

conjectured relationship two or more variable, expressed in the form of a

testable statement.

Case study:-Case study involves in-depth, contextual, analyses of

matter relating to similar situation in other organizations.

Our study purpose is to testing the hypothesis. Our purpose is to determine

the factors which influence individual performance in team work. For

example:

Independent variable Dependentvariable

In general sense, while we test the hypothesis (explain the relationship of

independent or dependent variables). In which we manipulate the

independent variables to check the effect of dependent variable.

2. Type of Investigation:-

The research can be categorized in to two types on the basis of type of

investigation, used to investigate or researched the issue under study.


PERCEPTION

PERFORMENCE


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Causal study: - the study in which researcher wants to delineate

the cause of one or more problem.

Co-relation study: -

When the researcher is interested in

delineating the important variables associated with the problems is called

co- relation study.

Our study type is co-relational study. Are perception is associated with

individual performance. Perception is contributed as most important

independent variable and the variance individual performance is dependent

variable. If so which independent variable is mostly contributed and the

variance is dependent variable?

3. Extent of esearch involvement:-

Extent of research involvement depend upon

Minimal or nominal: -If no independent variable is manipulated to

check the effect on dependent variable in natural environment naturally.

Moderate: - In which control the independent variable in natural

environment to measure the dependent variable.

Extensive or excessive: - If control the independent variable in

artificial environment to check the dependent variable.

4. Study setting:

There are two types of study setting.



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Contravied:-Organizational research can be done in the artificial

environment.

Non contravied:-Organizational research can be done in the

natural environment where work proceeds narmally.

Our study is related to non-contrived study. Non-contrived study is

conducted in natural environment (field study) in any organization. Co-relational studies done in the organization is called field study.

5. Unit of analysis:-



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Individual:-We will be lookingat data gathered from each individual

and treating each employees response as an individual data source.

Dyads:-If the reasearcher is interested in studying two-persons

interactions , then several two person groups.

Group:-If the problem statement is realeted to the group

effectiveness, then the unit of analysis would be group.

Organization or Industry or Economy:-if we compare different

department in the organization, then the data will be done at organizational

level.

The unit of analysis refers to the level of aggregation of the data collected

during a subsequent data analysis stage. It is our stage of analysis is

individual because we have to study the individual performance. We have to

find out the factors that affect the individual performance in team work.

6. Sampling design:-

There are two types of chances in sampling design.

Probability sampling

Simple Random Sampling:-In simple random sampling, a

researcher develop an accurate sampling frame, selects elements from

sampling frame according to mathematically random procedure, then locales

the exact element that was selected for inclusion in the sample.

Systematic Random Sampling:-Systematic random sampling is

simple random sampling with the shortcut for random selection. Again, the

first step is to number eachelement in the sampling frame. Instead of using



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a list of random number, researcher calculates a sampling interval, and the

interval becomes his or her own quasi random selection method.

Stratified Random Sampling:-When the population is

heterogeneous, the use of simple random sample may not be preceding

representative sample. Some of the bigger strata may get over

representation while some of the small ones entirely are eliminated. Look at

the variable that is likely to affect the result, and stratify the population such

a way that each stratum becomes homogeneous group within itself. Then

draw the required sample by using the table of random numbers.

Cluster Sampling:-the purpose of cluster sampling is to sample

economically while retaining the characteristics of probability sample.

Groups or mass of element that, ideally, would have heterogeneity among

the member with in each group are chosen for study in cluster sampling.

This is in contrast choosing some elements from the population as in simplerandom sampling, or stratifying and then choosing member in the strata, or

choosing every nth case in the population in systematic sampling.

Non probability sampling:-In non probability sampling the

probability of any particular elements of the population being

chosen is unknown. The selection of units in non probability

sampling is quite arbitrary, as researcher relies heavily on

personal judgment. It should be noted that there are no



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appropriate statistical techniques for measuring random sampling

error from a non probability sample. Thus projecting the data

beyond the sample is statistically inappropriate.

Our research based on probability sampling (stratified random sample).

7. Time horizon:-

Our research design contains time horizon as

Cross-sectional study:-observe respondent only one time

Longitudinal study:-observe respondent many times

In cross-sectional study can be done in which data are gathered just once,

perhaps over a period of day or a week or months, in order to answer a

research question. It is also called one-shot study.



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Frequency distribution

Or

Hypothesis testing

Question No:-1

What is preferred in this group for job promotion?

Promotion

Frequenc

y Percent

Valid

Percent

Cumulative

Percent



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Valid

double in a year58 55.2 55.2 55.2

single in a year20 19.0 19.0 74.3

Promotion 1___2 13 12.4 12.4 86.7

2____37 6.7 6.7 93.3

3 plus7 6.7 6.7 100.0

Total105 100.0 100.0

55%

19%

12%

7%

7%

1

2

3

4

5

Conclusion: -As we have collected data from 105 persons and after data

manipulated and assembling we have found that 58 persons are tick double

promotion in a year, 20 ticks single promotion in a year, 13 persons tick

between 1or 2 promotion in a year,7 persons 2or 3 and another 7 tick 3 or

plus promotion in a year . The result is purely valid or positive.

Question No:-2

Your occupation:

Occupation



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Frequency PercentValid

PercentCumulative

Percent

Valid

GOVERNMENTEMPLOYEE

16 15.2 15.2 15.2

PRIVATE EMPLOYEE 28 26.7 26.7 41.9

STUDENT 61 58.1 58.1 100.0

Total 105 100.0 100.0

18%

32%

50%

1

2

3


manipulated and assembling we have found that 16 people are government

employee, 28 persons are tick as a private employee and 61 persons are tick

as student occupation. The result is purely valid or positive

Hypothesis testing

Hypothesis:



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H0:- There is no relationship of occupation and individual performance.

H1:- There is relationship of occupation and individual performance.

Level of significant:

= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 2

Calculations:

2=31.209

Critical Value:

2 2(R 1) (C 1)

31.209 5.991

Conclusion

H1: is accepted here and relation between above variables is proved that

there is a relationship between occupation and his/her individual

performance.

Occupation of the people is affected by the individual performance.

It shows that occupation affects on the perception and perception affect on

the individual performance.

STRENGTH OF RELEATIONSHIP



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COEFFICIENT OF CONTIGENCY:

C=O.4787

C= 47.87%

INTERPERTATION:

Coefficient of contingency value shows that 47.87% variation in occupation

and individual performance how employee perceived that occupation can

impact on individual performance.

Question No:-3


2

2

xn

xC

+

=


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What is your age in these groups?

Age

10%

43%33%

8%

6%

1

2

3

4

5


operate and bring together we have found that10 persons are tick whose age

is below than 20 year, 46 people are ticks who is the age is above 20 and

below 30, 35 persons are which is the age above 30 below 40, or 8 other

people tick who is the age is above 40 below 50 and last 6 tick mark who is

the age is greater than 50. The result is purely valid or positive.

Hypothesis testing



PercentCumulative

Percent

Valid

below 2010 9.5 9.5 9.5

above 20 below 3046 43.8 43.8 53.3

above 30 below 4035 33.3 33.3 86.7

above 40 below 508 7.6 7.6 94.3

above 50 6 5.7 5.7 100.0

Total105 100.0 100.0


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Hypothesis:

H0:- There is no relationship age and individual performance.

H1:- There is relationship of age and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 4

Calculations:

2= 63.619

Critical Value:

2 2(R 1) (C 1)

63.619 9.488

Conclusion:

H1: is accepted here and relation between above variables is proved

that there is a relationship between age and his/her individual performance.

Age of the people is affected on the individual performance.

It shows that occupation affects on the perception and perception affect on

the individual performance.




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COEFFICIENT OF CONTIGENC:

C= 0.6142

C= 61.42%

INTERPERTATION:

Coefficient of contingency value shows that 61.42% variation in age and

individual performance how employee perceived that age can impact on


Question No:-4


2

2

xn

xC

+

=


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To what extent would you prefer to work by yourself rather than other?

Work

10%

14%

5%

47%

24%

1

2

3

4

5

Conclusion:-As we have collected data from 105 persons and after data

operate and bring together we have found that10 persons are tick which is

strongly disagreed, 15 people are disagree, 5 persons are neutral, 50 persons

are agree of this decisions, or 25 persons are strongly agree of this

statement. The result is purely valid or positive.

Hypothesis testing



PercentCumulative

Percent

Valid

strongly disagree10 9.5 9.5 9.5

disagree15 14.3 14.3 23.8

neutral5 4.8 4.8 28.6

agree50 47.6 47.6 76.2

strongly agree 25 23.8 23.8 100.0

Total105 100.0 100.0


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Hypothesis:

H0:- There is no relationship work and individual performance.

H1:- There is relationship of work and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 4

Calculations:

2= 60. 476

Critical Value:

2 2(R 1) (C 1)

60. 476 9.488

Conclusion:


there is a relationship between work and his/her individual performance.

Work of the people is affected on the individual performance.

It shows that work affects on the perception and perception affect on the





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C= 0.6045

C= 60.45%

INTERPERTATION:

Coefficient of contingency value shows that 60.45% variation in work and

individual performance how employee perceived that work can impact on


Question No:-4

Up to your scope would you say you posh yourself to get the job done on

time?


2

2

xn

xC

+

=


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Job

Frequency Percent Valid PercentCumulative

Percent

Valid

strongly disagree 10 9.5 9.5 9.5

disagree 10 9.5 9.5 19.0

neutral 6 5.7 5.7 24.8

agree 46 43.8 43.8 68.6

strongly agree 33 31.4 31.4 100.0

Total 105 100.0 100.0

10%

10%

6%

43%

31%

1

2

3

4

5






Hypothesis testing

Hypothesis:

H0:- There is no relationship job and individual performance.



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H1:- There is relationship of job and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 4

Calculations:

2= 58.857

Critical Value:

2 2(R 1) (C 1)

58.857 9.488

Conclusion:


there is a relationship between job and his/her individual performance.

Job of the people is affected on the individual performance.

It shows that job affects on the perception and perception affect on the






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C= 0.5953

C= 59.53%

INTERPERTATION:

Coefficient of contingency value shows that 59.93% variation in job and

individual performance how employee perceived that job can impact on


Question No:-4

Up to what extent would you favor learning curve can increase the

performance ofindividual?


2

2

xn

xC

+

=


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Learning


PercentCumulative

Percent

Valid strongly disagree 11 10.5 10.5 10.5

disagree 12 11.4 11.4 21.9

neutral 6 5.7 5.7 27.6

Agree 31 29.5 29.5 57.1

strongly agree 45 42.9 42.9 100.0

Total 105 100.0 100.0

10%

11%

6%

30%

43%

1

2

3

4

5






Hypothesis testing

Hypothesis:

H0:- There is no relationship learning and individual performance.



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H1:- There is relationship of learning and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 4

Calculations:

2= 51.524

Critical Value:

2 2(R 1) (C 1)

51.524 9.488

Conclusion:


there is a relationship between learning and his/her individual performance.

Learning of the people is affected on the individual performance.

It shows that learning affects on the perception and perception affect on the





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C= 0.5737

C= 57.37%

INTERPERTATION:

Coefficient of contingency value shows that 57.37% variation in learning and

individual performance how employee perceived that learning can impact on


Question No:-5


2

2

xn

xC

+

=


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Hypothesis testing

Hypothesis:

H0:- There is no relationship task significance and individual performance.

H1:- There is relationship of task significance and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 4

Calculations:

2= 38.476

Critical Value:

2 2(R 1) (C 1)

38.476 9.488

Conclusion:


there is a relationship between task significant and his/her individual

performance.

Task significant of the people is affected on the individual performance.

It shows that task significant affects on the perception and perception affect

on the individual performance.



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C= 0.5179

C= 51.79%

INTERPERTATION:

Coefficient of contingency value shows that 51.79% variation in task

significant and individual performance how employee perceived that tasksignificant can impact on individual performance.


2

2

xn

xC

+

=


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Question No:-6

To what extent would you like better that if people who believe in themselves

tend to reach their goal?

Goals

Frequency Percent Valid PercentCumulative

Percent

Valid strongly disagree10 9.5 9.5 9.5

Disagree14 13.3 13.3 22.9

Neutral 6 5.7 5.7 28.6

Agree36 34.3 34.3 62.9

strongly disagree39 37.1 37.1 100.0

Total105 100.0 100.0

10%

13%

6%

34%

37%1

2

3

4

5


operate and bring together we have found that 10 persons are tick which is






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PERFORMANCE]

Hypothesis testing

Hypothesis:

H0:- There is no relationship goals and individual performance.

H1:- There is relationship of goals and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 4

Calculations:

2 = 44.952

Critical Value:

2 2(R 1) (C 1)

44.952 9.488

Conclusion:


there is a relationship between goals and his/her individual performance.

Goals of the people are affected on the individual performance.

It shows that goals affects on the perception and perception affect on the




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C=0.2998

C=29.98%

INTERPERTATION:

Coefficient of contingency value shows that 29.98% variation in goals andindividual performance how employee perceived that goals can impact on



2

2

xn

xC

+

=


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Question No:-7

Do you feel that the Education impact on individual performance?

Education

Frequency Percent Valid Percent Cumulative Percent

Valid yes 70 66.7 66.7 66.7

no 35 33.3 33.3 100.0

Total 105 100.0 100.0

67%

33%

1

2


operate and bring together we have found that 70 person are tick on yes in

this statement. The valid percent is 66.7% or 35 person are tick on No which

is the valid percent is 33.3%, the result is purely valid or positive.



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Hypothesis testing

Hypothesis:

H0:- There is no relationship education and individual performance.

H1:- There is relationship of education and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 1

Calculations:

2= 11.667

Critical Value:

2 2(R 1) (C 1)

11.667 3.841

Conclusion:


there is a relationship between education and his/her individual performance.

Education of the people is affected on the individual performance.

It shows that education affects on the perception and perception affect on the




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C=0.3162

C=31.62%

INTERPERTATION:

Coefficient of contingency value shows that 31.62% variation in education

and individual performance how employee perceived that education can



2

2

xn

xC

+

=


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Question No:-8

Do you think that role clarity had any contact on performance?

Clarity


Valid Yes68 64.8 64.8 64.8

No37 35.2 35.2 100.0

Total105 100.0 100.0

65%

35%

1

2







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Hypothesis testing

Hypothesis:

H0:- There is no relationship role clarity and individual performance.

H1:- There is relationship of role clarity and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 1

Calculations:

2= 9.152

Critical Value:

2 2(R 1) (C 1)

9.152 3.841

Conclusion:


there is a relationship between clarity and his/her individual performance.

Clarity of the people is affected on the individual performance.

It shows that clarity affects on the perception and perception affect on the




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PERFORMANCE]



C= 0.2831

C=28.31%

INTERPERTATION:

Coefficient of contingency value shows that 28.31% variation in clarity and

individual performance how employee perceived that clarity can impact onindividual performance.


2

2

xn

xC

+

=


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Question No:-9

Do you have frustrated (upset) when people did not give you feed back?

Frustrated


Valid yes64 61.0 61.0 61.0

no41 39.0 39.0 100.0

Total105 100.0 100.0

61%

39%

1

2







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PERFORMANCE]

Hypothesis testing

Hypothesis:

H0:- There is no relationship frustration and individual performance.

H1:- There is relationship of frustration and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 1

Calculations:

2= 5.038

Critical Value:

2 2(R 1) (C 1)

5.038 3.841

Conclusion:


there is a relationship between frustration and his/her individual performance.

Frustration of the people is affected on the individual performance.

It shows that frustration affects on the perception and perception affect on the




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PERFORMANCE]



C= 0.2140

C= 21.40%

INTERPERTATION:

Coefficient of contingency value shows that 21.40% variation in frustration

and individual performance how employee perceived that frustration can



2

2

xn

xC

+

=


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PERFORMANCE]

Question No:-10

Do you feel the ethics influence the performance of individual?

Ethics


Valid yes67 63.8 63.8 63.8

no38 36.2 36.2 100.0

Total105 100.0 100.0

64%

36%

1

2







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PERFORMANCE]

Hypothesis testing

Hypothesis:

H0:- There is no relationship ethics and individual performance.

H1:- There is relationship of ethics and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 1

Calculations:

2= 8.010

Critical Value:

2 2(R 1) (C 1)

8.010 3.841

Conclusion:


there is a relationship between ethics and his/her individual performance.

Ethics of the people is affected on the individual performance.

It shows that ethics affects on the perception and perception affect on the




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C=0.2662

C=26.62%

INTERPERTATION:

Coefficient of contingency value shows that 26.62% variation in ethics and

individual performance how employee perceived that ethics can impact onindividual performance.


2

2

xn

xC

+

=


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PERFORMANCE]

Question No:-11

Do you think the age factor of a person can effect of individual performance?

Age factor


Valid yes71 67.6 67.6 67.6

no34 32.4 32.4 100.0

Total105 100.0 100.0

68%

32%

1

2







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PERFORMANCE]

Hypothesis testing

Hypothesis:

H0:- There is no relationship age factor and individual performance.

H1:- There is relationship of age factor and individual performance.


= 5%

Test Statistic:

2= (oi ei) / ei with DF =(R 1) (C 1)

DF = 1

Calculations:

2= 13.038

Critical Value:

2 2

role of precept ion of individual performence

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