Organisational Change Factors on Employee Job Performance in Malaysian Banking Sector
Abstract
This study's main objective is to determine the variables affecting worker performance in Malaysia's banking industry. Organisational change factors including communication, leadership, tolerance to change, employee’s development and procedural justice were employed as independent variables in this study. There are 5 hypotheses developed for this study’s hypotheses to test the significant relationship of these variables with the banking employee’s performance. A non-probability convenience sampling method is used to gather information from 201 respondents who are bank officers from various banks throughout Malaysia. The correlation coefficient analysis and hypothesis correlations were tested using the SPSS Statistics software. The findings show that the only factors that significantly affect an employee's performance are communication, leadership, and tolerance for change. Whereas employee’s development and procedural justice does not have any significant relationship. This study will help the banking industry to develop more effective strategies for increasing employee performance in service organisation.
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
About this article
Publication Date
06 May 2024
Article Doi
eBook ISBN
978-1-80296-132-4
Publisher
European Publisher
Volume
133
Print ISBN (optional)
-
Edition Number
1st Edition
Pages
1-1110
Subjects
Marketing, retaining, entrepreneurship, management, digital marketing, social entrepreneurship
Cite this article as:
Hashim, H., Shamsuddin, N. S., Chelvarayan, A., & Lajis, K. N. (2024). Organisational Change Factors on Employee Job Performance in Malaysian Banking Sector. In A. K. Othman, M. K. B. A. Rahman, S. Noranee, N. A. R. Demong, & A. Mat (Eds.), Industry-Academia Linkages for Business Sustainability, vol 133. European Proceedings of Social and Behavioural Sciences (pp. 621-630). European Publisher. https://doi.org/10.15405/epsbs.2024.05.51