CHAPTER V: FINDING AND ANALYSIS FINDING

CHAPTER V: FINDINGS AND ANALYSIS FINDINGS

V.1 Introduction

In this study, 21 staffs in Concorde Auto Accessories (S) Pte Ltd were

surveyed. All the questionnaire and interview questions were focused on the

objectives of this study.

V.2 Findings and Analysis

1.Ownership of Company

Type Total %
1 Government/ statutory board 0 0
2 Multi- national 0 0
3 Local company 21 100
21 100

From the survey finding, research question number 1 was regard to

ownership of the company, 100% respondents though that their company is a local

company.

2. Which following industries your Company is involved in?

Type Total %
1 Government/statutory Board 0 0
2 Manufacturing 13 24.5
3 Construction/ engineering 0 0
4 Transportation/logistics 0 0
5 Banking/ finance/insurance 0 0
6 Retail/ trade/tourism 19 35.8
7 Import/ export 21 39.6
53 100

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Industries that the Company is involved in

%
50
40
30
20
10
0
1 2 3 4 5 6 7
0 24.5 0 0 0 35.8 39.6
Series1:%
Type

Looking at the table and the chart above with regard to which industries that

the company is involved in, there is a main portion of respondents who thought that

the company is not only an import/ export company (39,6%), that is a trading

company (35.8%). In addition, that is 24, 5% of the total respondents who thought

that the company also is a manufacturing company.

Comments: With the ideas above, the company is a company that has some

main activities such as import/export oversea goods and trading goods in local

country. Moreover, the manufacturing activities are only some small works such as

packaging the goods after import or before export/ sales; and producing a small part

of finished goods.

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3. Average number of Departments in your Organization?

Type Total %
1 Less than 3 0 0.0
2 3- 5 0 0.0
3 6- 10 21 100.0
4 10-20 0 0.0
5 Above 20 0 0.0
21 100

Average number of Departments

%
120.0
100.0%
100.0
80.0
60.0
40.0
20.0
0.0% 0.0% 0.0% 0.0%
0.0
1 2 3 4 5

Type

The table above gives more details about the average number of departments

in the Concorde Auto Accessories Pte Ltd. There are 100% of respondents who

responded that average number of departments is about 6 –10 departments in the

company.

4. Total number of Employees in the Department

Type Total %
1 Less than 5 7 33.3
2 5–9 3 14.3
3 10 – 19 11 52.4
4 20 –29 0 0.0
5 30 – 39 0 0.0
6 40 – 49 0 0.0
7 Above 50 0 0.0
21 100

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Total number of Employees in the Department

4-5-6-7
0%
1
33.3%

3
53.3%

2
14.3%

The large number of respondents (52.4%) was working in their department

which includes about 10–19 employees. On the other hand, there are 33.3%

respondents working in their department which includes less than 5 employees.

There are a small number of respondents (14.5%) working in their department which

includes about 5 to 9 employees.

Comment: The company is a small to medium scale organization.

5. The Staff Turnover rate in your Organization?

Type Total %
1 A little bit 13 61.9
2 Not so significant 8 38.1
3 Significant 0 0.0
4 Very significant 0 0.0
21 100

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The Staff Turnover

%
70.0 61.9%
60.0
50.0 38.1%
40.0
30.0
20.0
10.0 0.0% 0.0%
0.0
1 2 3 4

Type

There are 61.9% respondents who responded that the staff turnover is a little

bit. A maintainable number of respondents (38.1%) responded that the staff turnover

is not so significant.

Comments: The most of employees wanted to stay at long-term period and

be loyalty with the company. However, there are a little bit employees who wanted

to leave the company. So that, their director/managers should find the reasons why

some employees wanted to quit the current jobs or leave the company and try to

keep more and more good employees.

6. Reasons for Staff Resignation?

Type The three most significant Reasons Total %
(1) (2) (3) (4)
1 Incapable of handing job 1 1.6
2 Incapable of producing acceptable standards of works 1 1.6
3 Lack of job knowledge 14 22.2
4 Lack of cooperation in solving problem 9 14.3
5 Communication problem within the colleagues and/ or superiors 1 1.6
6 Dissatisfied with the management 0 0.0
7 Change of the working environment 3 4.8
8 Lack of job prospect 5 7.9
9 Dissatisfied with the salary 17 27.0
10 Lost of interest in job 12 19.0
63 100

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Three most signification Reasons

% 30.0

20.0

10.0

0.0
1 2 3 4 5 6 7 8 9 10
Series1: % 1.6 1.6 22. 14. 1.6 0.0 4.8 7.9 27. 19.
Type

There is a large number of respondents (27.0%) who though that the most

significant reason for staff resignation is “dissatisfied with the salary”. Moreover,

there are 22.2% respondents who though that the reason is “lack of job knowledge”;

19% respondents though the reason is “ lost of interest in job” ;14.3% of them

thought that it is “ lack of cooperation in solving problem”. In contrast, there is very

small number of respondents though about another reason.

Comments: The company’s director/ managers should evaluate and

determine these most significant reasons for staff resignation. Then they should find

the approach to solve these problems as soon as possible. Specially, there is an effort

to give correct rewards for their employees’ suitable performances and to keep the

good employees who should become loyal staffs for the company.

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CHAPTER V: FINDINGS AND ANALYSIS FINDINGS

6. Reasons for Staff Resignation?

Type The Three least significant Reasons Total %

1 Incapable of handing job 19 30.2
2 Incapable of producing acceptable standards of works 15 23.8
3 Lack of job knowledge 7 11.1
4 Lack of cooperation in solving problem 1 1.6
5 Communication problem within the colleagues and/ or superiors 1 1.6
6 Dissatisfied with the management 4 6.3
7 Change of the working environment 12 19.0
8 Lack of job prospect 2 3.2
9 Dissatisfied with the salary 1 1.6
10 Lost of interest in job 1 1.6
63 100

Three least significant Reasons

% 40.0

30.0

20.0

10.0

0.0
1 2 3 4 5 6 7 8 9 10
Series1: % 30.2 23.8 11.1 1.6 1.6 6.3 19.0 3.2 1.6 1.6
Type

There are 30.2% respondents who though the least significant reason for staff

resignation is “ incapable of handing job”; 23.8% respondents though that it is “

incapable of producing acceptable standards of work” ; 19.0% of them though it is

“change the working environment”; 11.1% of them though that it is “lack of job

knowledge”. In contrast, a very small number of respondents though that another

reasons is least significant reasons for staff resignation.

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7. How do you or your Organization evaluate Personnel Performance Appraisal?

Type Total %
1 Manual system 21 100
In house Performance Appraisal application system
2 (software) 0 0
21 100

The organization uses manual system which the evaluation employee

performance bases on human factors to increase the accuracy. However, the

appraisers should combine this system with using computer to calculate the results

after collecting the survey about the appraisal performance to improve effectiveness

of evaluation.

8. How frequent do you or your organization evaluate Employee Performance

Appraisal?

Type Total %
1 Once a year 18 85.7
2 Twice a year 3 14.3
3 Three time a year 0 0.0
4 Four time a year 0 0.0
21 100

How frequent to Evaluate

%
100.0
85.7%
80.0

60.0

40.0

20.0 14.3%
0.0% 0.0%
0.0
1 2 3 4
Type

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Most of respondents(85.7%) that responded the performance appraisal

system is evaluate once a year. In contrast, there are only 14.3% respondents who

responded that it is evaluated twice a year.

Comments: If the organization only evaluate once a year, the manager’s view

of the process will be negative because it is much less frequency. It can be stressful

for both the employee and the manager, especially when employee performance has

been below expectations. The managers should evaluate the employee performance

appraisal at least twice a year (first time is on 30 th June, second time is on 31st

December) and should be encouraged (possibly through training) to view the

process as an opportunity to communication with employees and as a mean to

improve performance and to development employees.

9. Objective of the performance appraisal?

Type Total %
1 Provide information to the employee 2 9.5
2 Selecting people for promotion/ transfer 4 19.0
3 Determining individual for pay increases 1 4.8
4 Counseling for job 3 14.3
5 Identifying individual training needs 0 0.0
6 To encourage higher standard of performance 4 23.8
7 Help to justify the organization objectives 5 28.6
21 100

Objectives of Performance Appraisal

%
30.0

20.0

10.0

0.0
1 2 3 4 5 6 7
9.5 19.0 4.8 0.0 23.8 28.6
Series1: % 14.3
Type

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A large number of respondents (28.6%) responded that the objective of

performance appraisal is “Help to justify the organization objectives” and 23.8%

respondents responded that the objective is “To encourage higher standard of

performance. Moreover, there are 19.0% of them responded that the objective is “To

selecting people for promotion/transfer”; 14.3% of them responded that the

objective is “ To counseling for job enrichment and motivation”; 9.5% of them

responded that the objective is “To provide information to employee”. On the other

hand, there is a very small number of respondents (4.8%) who responded that the

objective is “To determinate individual for pay increases”.

Comments: The above main objectives of the performance appraisal are the

most correct way. The organization’s objectives are the common benefit, profit,

productivity and so on. The manager should focus the organization’s objectives and

increase the higher standard of performance to competitive with another company.

Besides, the manager also need think about the employee’s benefits fairly

such as measuring correctly each employee’s performance, and then giving the

higher reward or higher promotion for better employee who had better performance

really. It is the best way to develop the company’s business and motivate the

employee.

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10. Who will be the best Person to appraise your Performance?

Type Total %
1 Your immediate supervisor 5 23.8
2 Yourself 0 0.0
3 Your colleagues 6 28.6
4 Your subordinate 0 0.0
5 The personnel department/consultants 10 47.6
21 100

Who is the best Appraiser?

1
23.8%
5 2

47.6% 0%

4 3

0% 28.6%

There are 47.6% respondents responded the best appraiser is the personnel

department/ consultants. It is right because the personnel department is closer with

employees and they have the job knowledge to appraisal. Moreover, 28.6%

respondents who responded that the best appraiser is the colleague. The colleagues

may know and understand each other better but they may not have enough

knowledge/skills to appraisal employee performance. On the other hand, there is a

small number of respondents (23.8%) responded that the immediate supervisor is the

best appraiser.

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11. Suitable rating scales?

Type Total %
1 Graphic rating 3 14.3
2 Paired- comparison 0 0.0
3 Ranking 7 33.3
4 Forced choice method 0 0.0
5 Weighted checklist method 0 0.0
6 Critical incident Method 0 0.0
7 Simplest rating scale 11 52.4
21 100

Suitable Rating Scales

1 2
14.3% 0%

7
3
52.4%
33.3%

4-5-6
0%

There are 52.4% respondents who responded that the suitable rating scale is

simplest rating scale; 33.3% respondents responded that they used ranking. A small

number of respondents (14.3%) responded that a suitable rating scale is graphic

rating. Another rating scales that none of respondents used to evaluate the employee

performance.

12. The five most significant Measuring Factors

Type Measuring Factors Total %
1 Quality of work 20 19
2 Quantity of work 12 11.4
3 Personnel quality 16 16.2
4 Job knowledge 19 18.1
5 Power of communication 17 16.2
6 Time keeping 11 10.5
7 Attendance 9 8.6
105 100

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Measuring Factors

7 8.6%

6 10.5%

5 16.2%
Type

4 18.1%
3 16.2%
2 11.4%
1 19%

0 5 10 15 20
Percentage ( % )

There are 19.0% respondents who responded that the most significant factor

in performance appraisal system is quality of work; 18.1% of them responded that it

is job knowledge; 16.2% of them responded that it is personnel quality or power of

communication; 11.4% of them responded that it is quantity of work; 10.5% of them

responded that it is time keeping; 8.6% of them responded that it is attendance.

Comments: The five main factors in employee performance appraisal system

are quality of work, quantity of work, job knowledge, power of communication,

personnel quality in the organization. Appraisers should understand these factors

clearly, then giving the correct feedback information and suitable indicate guides to

their employees. Moreover, they will design some suitable goals/ objectives for the

company in the end.

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13. How good is each Measuring Factor in the Performance Appraisal System?

a) Quality of Work

Type Quality of Work Total %

1 Very good 0 0.0
2 Good 15 71.4
3 Neutral 6 28.6
4 Poor 0 0.0
5 Very poor 0 0.0

Quality of Work
1-4-5
3 0%
2
28.6%
71.4%

There are 71.4% respondents who responded that the quality of work is

good. However, there is a small number of them responded that it is neutral. So that,

the management should find the reasons and the ways to improve some parts which

quality of work is only neutral such as training on job.

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b) Quantity of Work

Type Quantity of Work Total %

1 Very good 0 0.0
2 Good 13 61.9
3 Neutral 8 38.1
4 Poor 0 0.0
5 Very poor 0 0.0
21 100

Quantity of Work
1-4-5
0%

3
38.1%

2
61.9%

There are 61.9% respondents who responded that the quantity of work is

good (high), and 38.1% respondents responded that the quantity of work is neutral.

Comments: The managers should understand why it is only neutral. If it is

cause of personnel quality, they should give the correct feedback and indicant the

way to improve the employee behavior, or give a training course which is suitable

what they mistake or know their skill better and transfer them to other task.

c) Personnel Quality

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Type Personnel Quality Total %

1 Very good 0 0.0
2 Good 2 9.5
3 Neutral 19 90.5
4 Poor 0 0.0
5 Very poor 0 0.0
21 100

Personnel Quality

1-4-5
1
4 2
0% 9.5%

3
90.5%

The most of respondents though that the personnel quality is neutral. In

contrast, there is only 9.5% respondents who though that the personnel quality is

good.

Comments: The most employees’ personnel quality is normal because of

their job knowledge/ skill is not enough to do the work or their social psychology

aspects and so on. So that the managers should find the reason and try to solve this

problem such as training or transfer to another job; improve the communication

between staff and managers; improve the work environment.

d) Job Knowledge

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Type Job Knowledge Total %

1 Very good 0 0.0
2 Good 17 81.0
3 Neutral 4 19.0
4 Poor 0 0.0
5 Very poor 0 0.0
21 100

Job Knowledge

1-4-5
3 0%
19%

2
81%

There is a large number of respondents (81%) who responded that the job

knowledge is good. In contrast, only 19% respondents responded that it is neutral.

Comments: The management should plan a training course for some

employees who don’t have enough job knowledge or transfer them to other

departments and work another job which is fixed with their job knowledge/ skill.

e) Power of Communication

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Type Power of Communication Total %

1 Very good 0 0.0
2 Good 5 23.8
3 Neutral 16 76.2
4 Poor 0 0.0
5 Very poor 0 0.0
21 100

Power of Communication

1-4-5
0% 2
23.8%

3
76.2%

A large number of respondents (76%) responded that the power of

communication is neutral and only 23.8% respondents responded that the power of

communication is good.

Comments: The organization’s director/managers should try to have good

communication with employees, understand them to motivate them be satisfaction to

work.

f) Time Keeping

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Type Time Keeping Total %

1 Very good 3 14.3
2 Good 17 81.0
3 Neutral 1 4.8
4 Poor 0 0.0
5 Very poor 0 0.0
21 100

Time Keeping

4-5
3 0% 1

4.8% 14.3%

2
81%

There is a large of number of respondents (81%) responded that the time

keeping is good. In contrast, only 14.3% of them responded that the time keeping is

very good and 5% respondents responded that it is neutral.

g) Attendance

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Type Attendance Total %

1 Very good 5 23.8
2 Good 16 76.2
3 Neutral 0 0.0
4 Poor 0 0.0
5 Very poor 0 0.0
21 100

Attendance

3-4-5 1
0%
23.8%

2
76.2%

There are 76.2% respondents who responded that the attendance is good,

and a maintainable number responded that the attendance is very good.

Comments: The most of employees who should be commented and awarded

had responsibility to go to work on time/frequency. In contrast, the organization

should have some punishment issues to someone who went to work later a few

times. It is the way to improve the employees’ satisfaction and make them like to

work a long time within the company.

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