The Study of Relationships Between Organizational Culture and Interpersonal Self-Efficacy with Job Performance in Socso, Ipoh. ________________________________________________________________________ ______________ UNIVERSITI TEKNOLOGI MARA THESIS: “The Study of Relationships Between Organizational Culture and Interpersonal Self-Efficacy with Job Performance in Socso, Ipoh.” PREPARED BY: AMIR AZROS BIN ABDUL AZIZ FACULTY OF BUSINESS ADMINISTRATION (HUMAN RESOURCES MANAGEMENT) 1
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The Study of Relationships Between Organizational Culture and Interpersonal Self-Efficacy with Job Performance in Socso, Ipoh
This study deals with workers in the non-profit sector. The growth of non-profit organizations and the number of individual hired by the organizations have been clearly obvious in the past two decades (Najam, 2000; Ruckle, 1981, 1993; Salamon, 1999, 2001, 2002). It is estimated that non-profit growth will continue due to the demand of the services provided by this sector.
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The Study of Relationships Between Organizational Culture and
Interpersonal Self-Efficacy with Job Performance in Socso, Ipoh.
To provide comprehensive social security protection for Malaysians.
Corporate Objective
To ensure and guarantee the timely and adequate provision of benefits in a socially just
manner and to promote occupational health and safety.
SOCSO'S QUALITY POLICY
Socso strives to provide an excellent and fair service to all clients through the
development and advancement of Socso's staff.
SOCSO'S STRATEGIES:
1. Giving top priority to the interest of the nation and the organization.
2. Providing quality, fair, precise, speedy and economical services to the clients
3. Improving the skills and expertise of the personnel besides utilizing advanced
technology to upgrade services.
4. Maintaining and ensuring the viability of the Socso's fund in order to further
strengthen it.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________5. Fostering goodwill and noble values amongst Socso's personnel.
6. Cooperation with all the parties involved in Social Security.
SOCSO'S SAFETY AND HEALTH POLICY
SOCSO commits to ensure it will be a healthy and highly secured organization based
on the principle that safety and health is a common responsibility.
The management and staff commit to create and maintain a safer and healthier work
place that will prevent work injuries and damages to property and life.
The organization guarantee the success of the policy based on: -
1. Developing staff training programs on health and accident prevention measures.
2. Instill the relevant social values necessary to control the action of an individual that
may jeopardize his personal health and safety including other people.
3. Constantly keep abreast to changes in safety standards, health care trends and
techniques.
4. Regular inspection on office equipments to identity and correct irregularities from the
health and safety perspective.
5. Review plans for new location including the facilities for the office to guarantee the
designing, contraction; installation and operation are within the stipulated
government guidelines.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________6. Management commits to ensure every person in the organization understands and
accepts that he has role and responsibility towards his safety and health as well as
that of his surroundings.
CLIENT CHARTER
To provide social security protection and a just, accurate, timely and quality service
economically to all employees and their dependants as well as the employers. SOCSO
hereby pledges that upon receiving all the relevant information together with completed
claims, SOCSO will undertake to: -
1. Pay temporary disablement benefit (first payment) to injured employees
within a month.
2. Pay permanent disablement benefit (first payment) and constant
attendance allowance to all injured employees within 3 months.
3. Pay dependant's benefit (first payment) to dependants within 3 months.
allowance to employees who qualify within a period of 3 months.
5. Pay survivor's pension (first payment) to dependants within a period of 3
months.
6. Pay funeral benefits to eligible dependants of deceased persons within 15
days.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________7. Register new employers and employees and inform employer of their
code number and employees social security registration number within 1
month.
8. Re-investigate and provide information on every complaint regarding
benefit claims within 2 week.
1.2 BACKGROUND OF STUDY
1.2.1 JOB PERFORMANCE
K. Rajkumar (2002) stated Performance Management is the process of
identifying, evaluating and developing the work performance of employees in the
organization, so that organizational goals and objectives are more effectively
achieved, while at the same time benefiting employees in terms of recognition,
receiving feedback, catering for work needs and offering career guidance.
Job performance can be defined as the performance of the specific
requirements of a job in terms of task elements that must be completed
(Broadwell, 1985). Other than that, job performance also can be defined as the
degree of accomplishment of a task that makes up an individual’s job (L.W.Rue).
In other source, job performance is defined as “…Productivity multiplied by
quality – it is made up of both the amount of work completed and the value of the
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________work to the customer…the ability to deliver the right output in the right way, on
time and in one effort” (Philip Ricciardi, 1996).
A worker’s performance on the job is highly related to both the skills of the
individual worker and the interpersonal supports available within the organization.
Motowidlo and Van Scotter (1994), for example, studied the association among
task, contextual, and overall performance in a military setting. They found that
task performance and contextual performance contributed independently to
overall performance.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
A number of investigations in a variety of workplace settings have
identified elements such as social support (Bhantumnavin, 2003), leadership
(Jeffreys, 2001), problem solving (Wolf, 1997), feedback (Early, 1990),
environment (Felfe & Schyns, 2002) and job involvement (Tudor, 1997), among
others, as contributors to increase individual self-efficacy. As high levels of self-
efficacy are strongly associated with high performance (Bandura, 1986), the
association between interpersonal self-efficacy and perceived job performance of
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Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________non-profit workers in Malaysia is investigated in this study, relationships not
examined in previous studies.
1.2.3 ORGANIZATIONAL CULTURE
A number of researchers have identified the organizational culture or
same manifestation of culture, like climate (Jones, 1998), as having an impact on
workers. Organizational culture refers to patterns of belief, symbols, rituals,
values and assumptions that evolve and are shared by the members of the
To identify gaps in organizational culture research that may need to be
addressed, it would be helpful to examine a broader view of culture in
organization. Deal and Kennedy (1982) stated that people are a company’s
greatest resources, and the best way to manage them is through the subtle cues
of a culture. The added that a strong culture is a system of informal rules that
spelled out how individuals are to behave most of the time, and this culture
enabled individuals to feel better about what they did, so they were more likely to
work harder. Although for-profit organization may also use enabling and
supporting skills with customers, their focus is not to provide a human service like
non-profit organization, but to increase their profits.
In the case of a non-profit agency, workers assist other individuals to
function better with a social, economic or physical challenge. Geary (1989)
found that these non-profit workers, especially human service workers have
different roles. Among these roles, the enabler role and the supporter role were
ranked as most needed. This research implies that the organizational culture of
a human service agency supports strongly and value enabler and supporter skills
more than other. Other skills needed refer to facilitation skills to create a
dialogue among the key stakeholder to come out and recognize performance
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Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________criteria, outcomes and other elements that may contribute to the effectiveness of
the organization (Herman & Renz, 1998). Thus, if workers are to help and to
assist other individuals, they need to show the necessary skills to assume the
different roles they have.
1.3 PROBLEM STATEMENT
With increase in number of human service agencies and therefore their services,
it becomes more important to learn more about these agencies. Human service workers
find themselves how to deal with clients and situations. But they must also deal with
other situations like how to get professional development while on the job (Lait &
Wallace, 2002).
Most of the empirical information of organizational culture and performance has
been based on studies on private business companies or public companies (Amsa,
1986; Hofsted, 2000; Schein, 1992). Unlike other studies examining task and contextual
performance (Motowidlo & Van Scotter, 1994), the focus of this study relied on workers
judgments of performance. Little research has been based on non-profit organizational
culture and job performance, especially on the non-profit human service sector, thus the
need on this study. Based on extensive search of the literature, little empirical research
has been conducted to explore the relationships and differences among organizational
culture, interpersonal self-efficacy, and perceived employee job performance variable
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______________________________________________________________________________________within the non-profit sector. This research investigated the relationship among these
variables.
1.4 HYPOTHESES
According to Uma Sekaran (2006), a hypothesis can be defined as a logically
conjectured relationship between two or more variables expressed in the form of a
testable statement. Relationships are conjectured on the basis of the network of
associations established in the theoretical framework formulated for the research study.
By testing the hypothesis and confirming the conjectured relationships, it is expected
that solutions can be found to correct the problem encountered (Sekaran, 2006).
This study was designed to investigate the relationship among organizational
culture and interpersonal self-efficacy with job performance of workers in participating
human service organization in SOCSO, Ipoh.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________The study’s framework and its relationship to the reported questions were used
as the basis for developing hypothesis that was examined during the research.
Hypotheses were made operational in terms of the criterion and its potential correlates
as defined by the instruments that were used to obtain data about the variables.
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Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
The scope of the study will concern on the employees in Social Security
Organization (Socso), which are contain female and male employees. The scope of the
study will only focus on the relationship among organizational culture and interpersonal
self-efficacy, with job performance of workers in participating human service
organization. All employees including officer, temporary staff, contract officer, contract
staff and others staff that work in Socso Ipoh.
1.8 LIMITATION OF STUDY
There are some limitations; which will give some impact on this study.
Nevertheless, every effort has been made to overcome the limitations.
Time is very limited in completing this project paper. The researcher has to
complete the research proposal, the journal and the report writing as well. In addition,
the respondent’s time must also be considered, in which their time is very limited to be
divided between study, responsibilities, activities and others. So, the probability to get
the feedback on the estimated time is very difficult to be achieved.
The researcher has to sacrifice savings in order to cope with the cost incurred in
completing the research. The costs incurred are the transportation costs, the stationary
costs, preparing the research proposal and report, costs for photocopy and printing and
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Relationships Among Demographic Variables, Organizational Culture,
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______________________________________________________________________________________others. So, the higher cost, the bigger problem faced by researcher to complete the
research.
1.9 DEFINITION OF RELATED TERMS
Below are presented the operational definitions that will be used in the current study.
Job Performance: Ability to perform effectively in the job requires that the
staffs have and understand a complete and up-to-date job
description for position and that the staff understand the
job performance requirements and standards that the
personnel are expected to meet. The supervisor should
review job description and performance requirements.
Interpersonal Self-Efficacy: Perceived belief of worker to successfully interact, provide
feedback, and provide support with other workers
(Brouwers & Tomic, 2001).
Organization Culture: patterns of belief, symbols, rituals, values and assumptions
that evolve and are shared by the members of the
organization (Pettigrew, 1979; Schein, 1992).
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Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
2.6 RELATIONSHIP BETWEEN INTERPERSONAL SELF-EFFICACY AND JOB PERFORMANCE
Few studies have examined interpersonal self-efficacy. For instance,
interpersonal self-efficacy has been defined as the “degree to which a person
has a high or low need for mastering his interpersonal environment by changing
the behavior or attitudes of other persons” (Snyder & Morris, 1978, p. 239), and
as the perceive belief of the worker to successfully interact with coworkers,
interact with supervisors, and manage their work (Brouwers & Tomic, 2001;
Poulin & Walter, 1993). The dimensions referring to the perceived belief to
successfully interact with coworkers, supervisors and manage their work, were
found through previous literature review and empirical research.
This interpersonal self-efficacy can also be linked to Bandura’s discussion
(1997) on perceived self-efficacy and its relationship to what people choose for
their work, to how individuals prepare themselves to perform their job and the
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________level of success they achieve in their daily work. Bandura refers to this
relationship organizational functioning. For instance, a person interested in
working, as a family counselor will need to prepare himself/herself with the skills
job is done when receiving feedback or support.
The following section reviews empirical work that has examined
interpersonal self-efficacy dimensions (interaction, feedback and social / peer
support) and its relationship with performance. In reference to social support
within an organization, Cunningham, Woodward, Shanon & MacIntosh (2002)
examined factors influencing readiness for healthcare organizational change. A
sample of 654 employees was surveyed. Among the workplace contributors to
readiness for organizational change, social support was weakly associated to
readiness for organizational change, but strongly associated with lower emotional
exhaustion, implying that if the worker felt supported, he or her level of stress and
tiredness would be lower.
Cunningham et al. (2002) found positive correlation among active jobs,
active approaches to job problem solving and higher job change self-efficacy.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________This study also implied that job-related interpersonal relationship did not
contribute to the prediction of readiness for organizational change. Workers that
felt more confident with their ability to deal with job change reported to be more
ready for an organizational change.
Regarding factors contributing to self-efficacy at work, Hall (2000)
identified two situational primary factors contributing to building self-efficacy in
the workplace: personal and environmental. The personal factors that impact
participants’ self-efficacy involve self-directing or self-determining behaviors,
such as utilizations of learning opportunities, personal organization, peer or co-
worker feedback, reflection and self-awareness, and after-work activities.
Environmental factors that impact the participants’ self-efficacy involve
expectations of managers or supervisors, organizational structure, and
organizational support for learning new skills.
In a study investigating self-efficacy and workplace stress perceptions,
Tudor (1997) found a significant relationship between self-efficacy and the
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________stressors of role conflict and work frustration, and the strains of work anger and
work anxiety. He found that self-efficacy buffered the relationship between the
stressor of communication climate and the tension of organizational commitment.
His findings suggested that self-efficacy was among the self-beliefs that could
help deal with the direct causes of workplace stress perceptions.
Furthermore, Tudor’s research (1997) suggests a link between workplace
specific perceptions and self-efficacy beliefs with a sample of manufacturing
workers. Data were collected through a self-report survey. Data were analyzed
through descriptive statistics and hierarchical regressions. Among the findings
were the significant relationships between self-efficacy and the stressors of role
conflict and work frustration, and the stress of work anger and work anxiety.
Self-efficacy was found to buffer the relationship between the stressor of
communication climate and the strain of organizational commitment. However, a
more comprehensive approach might be to examine the workplace
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________characteristics in the form of organizational culture and its relationship with more
specific self-efficacy beliefs, such as interpersonal self-efficacy, to examine the
link and potential impact between the organization and a specific individual’s self-
efficacy instead of a more general self-efficacy belief referring to a number of
skills (Bandura, 1999).
Other studies found a relationship between performance and feedback
(Early, 1990), and performance and interpersonal characteristic (Conway, 1999;
Wright, 2000). Feedback is related to one of the efficacy’s sources, verbal
persuasion which helps affirming to the individual that they have the abilities to
perform successfully (Bandura, 1997). Feedback, especially feedback source
and feedback specificity, were found to the related to overall performance.
Feedback source refers to where the feedback came from. The source could be
the organization, supervisor, peers, and task, self-generated. The finding
suggested that the individual had to trust the feedback source in order to
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Relationships Among Demographic Variables, Organizational Culture,
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______________________________________________________________________________________consider the feedback and thereby could affect performance (Earley, 1990). On
the other hand, feedback specificity referred to the provision of specific feedback
rather than general feedback. He also found that feedback sign (positive or
negative) was found to indirectly effect performance through the meditating effect
of worker’s self-efficacy expectations. In regards to performance and
interpersonal facilitation, Conway (1999) found that interpersonal facilitation did
not contribute to task performance, but to contextual performance. Interpersonal
facilitation was organizational goals (Van Scotter & Motowidlo, 1996). Wright
(2000) found that commitment had a significant relationship with contextual
2.7 SUMMARY ON ORGANIZATIONAL CULTURE, INTERPERSONAL SELF-EFFICACY AND JOB PERFORMANCE
Among the gaps are the need to expand the performance domain to include
behaviors, values and belief outside job performance (Goodman, 1995, Mohammed,
Mathieu and Barlett, 2002); the need to investigate more the relationship between
contextual and task performance in organizations (Hattrup et al., 1998), especially in
non-profit organizations; and the need to conduct more research in non-profit
organizational settings (Mohammed et al., 2002). Performance was also linked to
organizational characteristics, which suggests the need to examine organizational
culture and job performance. Climate characteristics had significant positive relationship
with supervisor and team commitment (Wright, 2000), while perceptions of
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________organizational culture had an impact on the like hood of engaging in contextual
performance, but little effect on overall job performance (Goodman, 1995).
In the above-mentioned studies, an element that needs to be explored more is
the relationship among self-efficacy, job performance, specifically in the non-profit sector
and organizational culture, a feature recognized by Bandura (1998) by saying that the
social environment plays an important role in the individual. Therefore, this study
examined interpersonal self-efficacy, which refers to the belief by a person that she or he
could successfully interact and provide feedback. Self-efficacy beliefs can be high or
low.
In this finding, this proposed research study examined the relationship among
organizational culture, interpersonal self-efficacy, and job performance of human service
workers because the research evidence suggests that self-efficacy might be positively
related to performance and that the organization itself may affect this efficacy belief.
The chapter has presented a literature review supporting the purpose of this
study. It presented the theoretical framework that this study is based on, and empirical
research discussing the variables to be explored (organizational culture, interpersonal
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________self-efficacy, and job performance). The next chapter describes the methods that were
used in this study.
3.0 RESEARCH METHODOLOGY
Research methodology meanwhile is defined as a discussion and analysis within the
body of a research report of the research design, data collection methods, sampling
techniques, fieldwork procedures when executing the research and data analysis efforts
(Zikmund, 2003). This research is conducted is to see how relationship between
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Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________demographical variable, self-efficacy and organizational culture perceived with job
performance at Social Security Organization (SOCSO) Ipoh, Perak Darul Ridzuan.
For the purpose of this study, basic research will be used as it is meant to (Sekaran,
2003; p. 414) generate knowledge as well as having a wide scope of understanding that
would add to the existing area of knowledge by combining theoretical and the real world
aspects to support the study conducted. Researcher believes that by having this
research done, researcher will be able to relate as well as expanding the parameters of
study as well as testing the acceptability of a given theory in this research (Zikmund,
2003).
Summarily, this chapter discusses on the variables that are being used in this
research. It includes the measurement of each variables used in this research, the type
of questionnaires as well as the type of scales used in the questionnaire too will be
discussed in depth in this chapter. Included in this chapter are the population and the
sample of the population involved in this research. The determination of sample size and
sampling techniques too will be explained further here in this chapter.
3.1 VARIABLES
The study determined the degree of the relationships among the organizational
culture, interpersonal self-efficacy and perceived job performance. The independent
variables in this study were interpersonal self-efficacy and organizational culture while
the dependent variable was job performance.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
These questionnaires contain 38 questions; mostly open ended questions to make it
easier for respondents in responding to the questionnaires distributed to them.
3.3 SAMPLING
This section describes how sample was identified and chosen. There are two
sections: Target Population and Sample Size.
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Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.
______________________________________________________________________________________3.3.1 Population
Sekaran (2003) defines population as an entire group of people, events or
things of interest that triggers the interest of researcher wishing to
investigate and study. For the purpose of this study, researcher will be
focusing in the all staff in Social Security Organization (SOCSO) Ipoh,
Perak Darul Ridzuan. Not only management team but also all staff and
even temporary staff. There is over 60 staff from different department
managing the operations of Social Security Organization (SOCSO) Ipoh,
Perak Darul Ridzuan.
3.3.2 Sample Size
For the purpose of this study, the researcher has selected 40 out of 60
staff from various departments of Social Security Organization (SOCSO)
Ipoh, Perak Darul Ridzuan to be the respondents for this research. A
sample size refers to the actual number of subjects selected to represent
the actual population characteristics (Sekaran, 2003).
3.4 SOURCE OF DATA
This study was descriptive in nature. A descriptive study is undertaken in order
to ascertain and be able to describe the characteristics of the variable of interest
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______________________________________________________________________________________in a situation. The collection of data in this study was based on two types of data
are primary and secondary data.
3.4.1 Primary Data
Primary data refer to the information obtained firsthand by the researcher.
The first primary data for this study was collected from research
questionnaires. The proposition of the research questionnaires is divided
into four part which are Part A (Job Performance), Part B (Organizational
Culture), Part C (Self-Efficacy) and Part D (Demographic Variables).
Those entire research questions are relevant with each variable.
Besides, the second source of primary data was obtained from informal
interviewing with the Administration’s Officer at SOCSO, Ipoh.
3.4.2 Secondary Data
Secondary data refer to the information gathered from the existing
sources. For this study the information that obtained from secondary data
are consists of Internet, Socso’s website, journal, books, etc.
3.5 DATA ANALYSIS
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______________________________________________________________________________________As for the data analysis, researcher will be using the Statistical Package for
Social Science (SPSS) version 13.0 to code the data derived from the questionnaires
returned back from respondents. Data processing and analysis stage is defined as the
stage where researchers perform several interrelated procedures to convert the data into
a format that will answer managements’ questions (Zikmund, 2003; p. 718). The
Statistical Package for Social Science (SPSS) version 13.0 is software designed in
making data analyses for the research to be more accurate. As the data has been keyed
in the SPSS, there are a few analyses that will be conducted by researcher.
3.5.1 Frequency Distribution
Frequency distribution is a set of data arranged by synthesizing the
number of times a value of a variable occurs (Zikmund, 2003). Frequency
distribution is done in order to gain the number of responses pertaining to
the different values of variables and the counting are thence interpreted in
percentage terms.
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Sekaran (2003) Cronbach Alpha is an analysis conducted by most researchers in
analyzing the reliability of an instrument to be used in the research. Earlier, he (Sekaran,
2003) mentioned that any figure that is below 0.60 is regarded as a poorly reliable
instrument, on the other hand, those within 0.70 range is acceptable range and over
0.80 is considered as good.
4.3.1 Reliability for Dependent Variable (Job Performance)
Reliability Statistics
.921 .924 10
Cronbach'sAlpha
Cronbach'sAlpha Based
onStandardized
Items N of Items
Table 4.3.1: Reliability for Dependent Variable (Job Performance)
According to Table 4.3.1, the dependent variable for this study, that is job
performance consist of 10 questions. The result from the Cronbach Alpha
Coefficient analysis is therefore 0.921. Those lies below 0.6 is said to be a poorly
reliable variables meanwhile those within 0.80 is said to be good and 0.70 is said
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Relationships Among Demographic Variables, Organizational Culture,
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______________________________________________________________________________________to be acceptable. For this case, the reliability for the job performance is said to be
good because, 0.921 is very close to 1.
4.3.2 Reliability for Independent Variable (Organizational Culture)
Reliability Statistics
.843 10
Cronbach'sAlpha N of Items
Table 4.3.2: Reliability for Independent Variable (Organizational Culture)
According to Table 4.3.2, the independent variable for this study, that is
organizational culture consist of 10 questions. The result from the
Cronbach Alpha Coefficient analysis is therefore 0.843. Those lies below
0.6 is said to be a poorly reliable variables meanwhile those within 0.80 is
said to be good and 0.70 is said to be acceptable. For this case, the
reliability for the job performance is said to be good because, 0.843 is
very close to 1.
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Relationships Among Demographic Variables, Organizational Culture,
Interpersonal Self-Efficacy and Perceived Job Performance in Socso, Ipoh.