Report on Employee Performance in the Jarir Company

Practical Part in the Jarir Company

Employee's behavior and perception have a key role in the progress and success of an organization. Jarir Company working in Saudi Arabia is highly concerned towards employee's behavior. The present work aims to study factor which has an impact on employee behavior and employees performance outcomes in Jarir Company. To accomplish this objective and aim data is collected from the respondents of Jarir Company by the use of the survey method. In this report, data analysis results are discussed in the practical part followed by the literature review based theoretical part. The data analysis results present employees behavior and unfair treatment experiences in the workplace (Bianca, 2018) .

1)      The current level of Selected Behavior in the Jarir Company

Around 78.6% of respondent employees agree that they never experienced any kind of unfair treatment at the workplace of Jarir Company. Respondents include males as well as female employees belonging to any age group. These respondent employees were asked a question "Have you faced any type of unfair treatment at the workplace?”. However, they were also given suggested answers which include salary-related unfair treatment, unequal culture, unfair raise, and an unequal pay rise. From all respondents around 7.1% were agreed that the company is involved in the unequal pay rise system. While 7.1% of respondents selected the option that they are having unfair treatment regarding unequal culture-related vacation days. 3.6% of employees were considering that they deserve more according to their experiences and qualification in comparison to what is given to them. Furthermore, the salary was also a factor for 3.6% of respondents to claim that company has unfair treatment at the workplace (Cho & Johanson, 2008).   

According to the research findings of Cho and Johanson (2011), the employee working at a workplace get satisfaction from fair treatment and ethical strategies. Employee's behavior and attitude directly related to employee performance outcomes. Organizational support and fair HR policies encourage organizational commitment. Discrimination based on race and gender and other unethical factors can generate negative employee's behaviour at the workplace which will draw impact on the performance outcomes, satisfaction rate, employee's productivity, employees' turnover rate and willingness to perform better. (Cho & Johanson, 2008) (Jon, 2011).    

2)      Reasons and Factors    in the Jarir Company

The above-presented employee's behavior is mainly caused by the positive strategies of the company and fair treatment with the employees. However, negative behaviour is mainly supported by the reasons for unequal pay system and unequal culture-related vocations. These reasons and factors would have the following impact on employee’s performance (Forbes.com, 2016):

·         Unequal culture vocation in the Jarir Company

Unequal culture vocation influenced 7.1% employee's behavior that will result in a decrease in employee's satisfaction towards the job. Dissatisfaction may cause to decrease employee performance efficiency and willingness to perform well.

·         Unequal pay in the Jarir Company

Unequal pay rise relates to 7.1% which may cause to increase conflicts among employees at the workplace. Moreover, such factors can reduce the overall productivity of the employees.

·         Low salaries     in the Jarir Company

Low salaries related 3.6% respondent employees may cause to increase employee turnover in the company. Low salaries decrease employee's interest in work responsibilities which generate a negative impact on employee's performance.  

Conclusively, survey data analysis results project that most of the employees working in Jarir Company of Saudi Arabia are satisfied with the workplace culture and environment. While some are not satisfied as they faced unfair treatment regarding salaries, culture-related vocation, and unequal rise. Conclusively, overall behaviour is positive as employees are satisfied with the job and company's strategies about a job promotion, pay system, and culture development. Somehow, Jarir Company needs to focus on remaining 21.40% of employees to make them satisfied with the company’s policies. The behavioural problem should be controlled by reevaluating pay policies and vocations strategies. The company should develop appropriate strategies and policies that entirely eliminate all possible chances of unfair treatment (Jon, 2011).  

References Employee Performance in the Jarir Company

Bianca, A., 2018. Relationship Between Training and Employee Performance. [Online]
Available at: https://work.chron.com/relationship-between-training-employee-performance-4257.html

Cho, S. & Johanson, M. M., 2008. ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND EMPLOYEE PERFORMANCE: A MODERATING EFFECT OF WORK STATUS IN RESTAURANT EMPLOYEES. JOURNAL OF HOSPITALITY & TOURISM RESEARCH, 32(3), pp. 307-326.

David. Guest, 2002. Human resource management, corporate performance and employee wellbeing: Building the worker into HRM.". he journal of industrial relations, pp. 335-358..

Forbes.com, 2016. Six Strategies You Can Use To Improve Employee Retention. [Online]
Available at: https://www.forbes.com/sites/forbeshumanresourcescouncil/2016/09/08/six-valuable-ways-to-improve-your-employee-retention/#1f6ff4e713d6

Gower, R. P., 2000. Flexibility at Work. Balancing the Interests of Employer and Employee. pp. 1-192.

Jon, G., 2011. A Study of Job Motivation, Satisfaction, and Performance among Bank Employees. Journal of Global Business Issues, 5(1), pp. 29-42.

Shriar, J., 2017. 6 Amazing Benefits Of Employee Engagement. [Online]
Available at: https://www.officevibe.com/blog/employee-engagement-benefits