BH6017 Psychology for Business and Management Assignment Sample

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Introduction: Psychology for Business and Management

Job performance is defined as the way to assess whether the employees can perform all the assigned tasks effectively or not. Thus, work performance is stated as the process through which the worker performs all the assigned roles and responsibilities without any issue. Within the scope of BH6017 Psychology for Business and Management, the level of job performance is different for people based on their educational attainment. It is due to the reason that when the employee has lower educational attainment then their proficiency to work will also be less. According to Katebi et al, (2022), it is assumed that when the educational attainment is low then it is presumed that the employee will not be capable of working efficiently in comparison to employees having higher educational attainment. Thus, this is a potential difference among people with lower and higher educational attainment (Ortan, Simut and Simut, 2021). For instance, if the employee has higher educational attainment then they will have more knowledge, more salary, more expertise, better career and growth opportunities and many other benefits in comparison to the lower educational attainment employees.

Reference materials and sample papers are shared to explain basic academic structure and writing expectations. We provide assignments writing services through clear examples while ensuring all work remains original. The BH6017 Psychology for Business and Management sample shows how psychological ideas are used to understand employee behaviour, job performance, and management practices in a straightforward way. These resources are meant only for study and reference.

On the other side, job satisfaction is a term which is used to measure the degree of happiness or pleasure that the employee is getting by working in a company. The employees work for some other motive and in case it is attained then they are highly satisfied with their jobs. In the views of Abdullah et al, (2021) there is a high association between job satisfaction and job performance. It is due to the reason that when the performance of the employee will be good then automatically the satisfaction level will be high. It is due to the reason that the employees are capable of attaining the objectives and assigned work effectively so it enhances the satisfaction as well. On the other side, Lin and Huang (2021) argued that when the performance of the employee is not good then it will result in lowering the level of satisfaction. This is because of the reason that when the employee is not capable of attaining their objectives then it will result in lowering the satisfaction level of the employees. Moreover, Inayat and Jahanzeb Khan (2021) contend that there is a high association between performance and satisfaction of a job. In case satisfaction is low then automatically the performance of the employee will also be low and vice versa.

Main Body

Job performance varies among employees due to differences in education, experience, and workplace conditions. Job satisfaction also plays an important role in influencing how employees perform their duties. Factors such as motivation, work environment, and organisational support affect both satisfaction levels and overall employee performance. As explored in BH6017 Psychology for Business and Management, understanding these psychological drivers is essential for effective management practices.

Research question

(a) Is there a difference between people with lower educational attainment and people with higher educational attainment about their job performance?

• H1- There is not any significant difference present in people based on educational attainment
• H0- There is a significant difference present among the people having lower educational attainment in comparison to people having higher education attainment.

(b) Is there an association between job satisfaction and job performance?

• H1- There is not any association between job satisfaction and job performance.
• H0- There is a significant relation present in job satisfaction and job performance.

Sample description

Statistics

a. Multiple modes exist. The smallest value is shown

Findings

A: Group Statistics

With the evaluation of the above result, it is clear that the p-value is 0.11 which is more than the standard of 0.05. This implies that the null hypothesis is accepted rejecting the alternative. It simply means that there is not much difference present in the people having lower educational attainment in comparison to the higher educational attainment. This is necessary for reason that the level of education does not define the performance level of the employees. It is not necessary to perform well education is not necessary (Hajiali et al, 2022). Although the secondary research outlined that having high knowledge is very much required for performance improvement. It is due to the reason that when the person does not have prior knowledge but they practice a lot then there are chances that the person tends to learn better. This is necessary for the reason that when effective information is present with the person then they can learn and improve the working better.

B: Correlations

With The analysis of the correlation table, it is clear that both the variables that are job satisfaction and job performance have very low correlations. This aligns with the core concepts of BH6017 Psychology for Business and Management, which suggests that the performance of the employee is not solely dependent on satisfaction. Rather there are many different types of factors which improve the performance and the satisfaction level of the consumers (SAPTA, Muafi and SETINI, 2021). There are certain different factors like the environment, relation of employees, salaries, and bonuses, facilities provided to employees and many other different types of factors as well which improve the level of performance and satisfaction. Thus, the performance of the employee doesn't need to be solely dependent on the satisfaction level of the employees.

BH6017 Psychology for Business and Management Assignment Sample

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Discussion

The findings relating to the level of educational attainment and performance showed that both variables are not highly related to one another. However, the secondary research outlined the fact that when the employee is highly educated then they tend to perform well (Alam, 2022). However, the findings outlined a different scenario as the p-value was more than the standard and it implies that the level of education does not much define the performance level of the employees. There are certain types of factors as well which affect and guide the performance level of the employees (Riyanto, Endri and Herlisha, 2021). These factors include the experience of the employees, the environment, engagement of employees and many other different factors. For example, if a person does not have educational knowledge of working but has good working experience then there are chances that the people will have more knowledge as compared to the people having more educational knowledge.

Further, in the case of the association between job performance and satisfaction, it is clear that these two are correlated but not highly. It is the reason that there are many different factors and elements which guide the level of satisfaction and the performance level of the employees (Amin et al, 2021). It is due to the reason that when the other factors are not supportive to the employee then it will affect the working capability and as a result of this the overall efficiency is impacted. Thus, according to Samsir and Muis (2023), it is necessary that a good environment is created and better options for growth and development are provided so that both satisfaction and performance increase for the employees.

Conclusion

Based on the above findings, it is clear that for improving job performance, there are an ample number of strategies and methods that could be implemented. For this, it is advisable to companies that they must effectively provide good financial and non-financial motivators to the employees so that they work with more efficiency (Dorta-Afonso et al, 2021). Along with this, in case the working needs to be improved then good training and development facility need to be provided to the employees so that they can learn new things and stay updated.

Lastly, it is concluded that maintaining high job performance and satisfaction is much needed for the company. In case it will not be provided then the employees will not be in a position to work with efficiency. The above study highlighted that there is a gap between the findings and secondary research. But at last, it was analysed that there are many different types of factors which create an impact on the working of the performance and the satisfaction level of the consumers.

For future study, the recommended variables include salaries and pay, motivational factors, the environment of the company, relations among employees and many other different variables for assessing the level of satisfaction and the performance level of the employees while working within the company (Ali and Anwar, 2021).

References

• Abdullah, M.I., Huang, D., Sarfraz, M., Ivascu, L. and Riaz, A., 2021. Effects of internal service quality on nurses’ job satisfaction, commitment and performance: Mediating role of employee well‐being. Nursing Open, 8(2), pp.607-619.
• Alam, A., 2022. Impact of university’s human resources practices on professors’ occupational performance: empirical evidence from India’s higher education sector. In Inclusive businesses in developing economies: Converging people, profit, and corporate citizenship (pp. 107-131). Cham: Springer International Publishing.
• Ali, B.J. and Anwar, G., 2021. An empirical study of employees’ motivation and its influence on job satisfaction. Ali, BJ, & Anwar, G.(2021). An Empirical Study of Employees’ Motivation and its Influence on Job Satisfaction. International Journal of Engineering, Business and Management, 5(2), pp.21-30.
• Amin, F.A.B.M., Mokhtar, N.M., Ibrahim, F.A.B. and bin Nordin, M.N., 2021. A review of the job satisfaction theory for special education perspective. Turkish Journal of Computer and Mathematics Education, 12(11), pp.5224-5228.
• Dorta-Afonso, D., González-de-la-Rosa, M., Garcia-Rodriguez, F.J. and Romero-Domínguez, L., 2021. Effects of high-performance work systems (HPWS) on hospitality employees’ outcomes through their organizational commitment, motivation, and job satisfaction. Sustainability, 13(6), p.3226.
• Hajiali, I., Kessi, A.M.F., Budiandriani, B., Prihatin, E. and Sufri, M.M., 2022. Determination of work motivation, leadership style, employee competence on job satisfaction and employee performance. Golden Ratio of Human Resource Management, 2(1), pp.57-69.
• Inayat, W. and Jahanzeb Khan, M., 2021. A study of job satisfaction and its effect on the performance of employees working in private sector organizations, Peshawar. Education Research International, 2021(1), p.1751495.
• Katebi, A., HajiZadeh, M.H., Bordbar, A. and Salehi, A.M., 2022. The relationship between “job satisfaction” and “job performance”: A meta-analysis. Global Journal of Flexible Systems Management, 23(1), pp.21-42.
• Lin, C.Y. and Huang, C.K., 2021. Employee turnover intentions and job performance from a planned change: the effects of an organizational learning culture and job satisfaction. International journal of manpower, 42(3), pp.409-423.
• Ortan, F., Simut, C. and Simut, R., 2021. Self-efficacy, job satisfaction and teacher well-being in the K-12 educational system. International journal of environmental research and public health, 18(23), p.12763.
• Riyanto, S., Endri, E. and Herlisha, N., 2021. Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement. Problems and Perspectives in Management, 19(3), p.162.
• Samsir, A. and Muis, A., 2023. The Effect of Transformational Leadership and Organizational Culture Through Job Satisfaction and Work Motivation on Employee Performance. International Journal of Educational Administration, Management, and Leadership, pp.45-56.
• SAPTA, I., Muafi, M. and SETINI, N.M., 2021. The role of technology, organizational culture, and job satisfaction in improving employee performance during the Covid-19 pandemic. The Journal of Asian Finance, Economics and Business, 8(1), pp.495-505.