TERM PAPER

TOPIC
IMPACT OF SKILL AND BEHAVIOUR
AT WORKPLACE

Teacher
 SIR TARIQ MEHAMOD

Group member
LEADER Areeba kainat
Hamna Ayesha
Hussna sajid
Sana zafar
Sohail mumtaz
Aneela ejaz

CONTENT LIST:

CHAPTERS NAMES PAGE NUMBERS

 1. INTROUDUCTION: …………………………………….4
1.1. Significance of the study…………………………………..5

1.2. Objectives…………………………………………………………………………………………5
1.3. Research hypothesis………………………………………………………………………….5
CHAPTER 02
2. LITERATURE REVIEW……………………………………………6

CHAPTER 03

3. Methodology

3.1 Data……………………………………………………………………..7
3.2 Specification of the variable……………………………………………7
3.3 Variables…………………………………………………7
3:4Questionaire……………………………………………….7
CHAPTER 04

4.1 Descriptive statistics……………………………………………………8

CHAPTER 05

5. CONCULUTION………………………………………..16

CHAPTER 06

6. SUGGESTIONS………………………………………….17

CHAPTER 07

7. REFERENCES…………………………………………………….18
1: INTRODUCTION
Workplace behavior is a common topic of modern psychological studies behaviour within an
organization is an important aspect of human psychological functioning. Work psychology is mainly
concerned with several relationships, but the main issues are the relationship between the individual
and the individual’s work and the relationships among the members of an organization (J. Arnold et al.,
2005). Other areas of interest for work psychology are personnel selection, education, performance
appraisals, organizational development, personal development, workplace safety, and motivation (J.
Arnold et al., 2005). Despite the amount of different factors that define workplace behavior, knowing
leadership skills, employee motivation practices, and how to translate the company’s mission statement
to the individual level allows business leaders to cover all relevant factors that improve workplace
behavior, productivity, and competitiveness on the market.

OECD countries face two intertwined policy

challenges: a long-term decline in productivity has occurred over the last two decades, while the gains in
economic growth have increasingly accrued to those already at the top of the distribution of income and
wealth. The impacts of this phenomenon are felt most at the local level, where economic welfare and
well-being outcomes re-inforce each other. In response, skills have emerged as a key policy solution.
Promoting the increased use of skills can help employers move towards higher value-added
employment and maximize business performance.

More productive jobs tend to be of higher quality

and have higher wages, thereby improving social and economic outcomes at the local level. Policy
makers have largely focused on boosting the supply of skills, namely the number of people with
vocational or academic qualifications. Relatively little policy attention has been paid to the use of skills in
the workforce and the alignment between the competences of workers with the needs of the business.
This is despite evidence from the OECD indicating that surveyed workers report not maximizing in their
use of literacy and numeracy skills in the workplace.

The idea behind conducting this

research is to answer the questions of how and to which extent the service performance is depend on
the employee competencies and to explore if there is a mediating role of customer experience in this
relationship. Answering these questions will allow us to achieve the objectives of the study that mainly
describing empirical phenomena in the field of business administration which is the interactive
relationship between employee competencies, service performance and customer experience.

With such
a limiting perspective, human behavior is also and specifically considered as a function of those
conditions which exist within organizations. It is mainly work and organizational psychology, industrial
sociology and the behavioral approach in business studies that deal with it, but also a number of other
subjects such as labor and commercial institutional law, industrial science, ergonomics, occupational
medicine, etc. When looking at the research findings of these disciplines – of organizational psychology
in particular
 It becomes obvious that there is considerable one-sidedness with regard to both
content and methodology, while some sub-topics are researched intensively and others nearly
completely neglected. Personal determinants of work and performance behavior were analyzed in
particular detail, whereby the relatively stable characteristics of the person form the basis for personnel
assessment and selection in practice, while the variable and alterable characteristics frequently become
the subject of personnel development. The varying general conditions of the particular job and the
surrounding organization were also analyzed, whereby results were – among other things –
incorporated into concepts of industrial engineering, and team or organizational development with the
aim of behavioral control.

1.1 Significance of the study;

This study attempts to understand the role of an individual’s skills on performance. The key issue in
workplace behavior is that it cannot be influenced through specific or predetermined measures
because it is a complex topic. To adequately influence workplace behavior for the purpose of
performing better than the competition, a broad intervention from many directions is required.

1.2 OBECTIVES;

This paper has a purpose to reveal the results of investigation about the impact of employee
skills on service performance. The study is a descriptive, cross-sectional; a quantitative method
has been used and self-completion questionnaire developed by the researcher, using convenient
sampling technique has been distributed to the different employs.
The main objective of this
research is to examine the impact of employee competencies on service performance. We also
attempt to indicate the core employee competencies that affect service performance. Since the
term employee competency has no globally accepted definition in the marketing literature one of
the objectives of this research is to provide a theoretical contribution about this concept.

1.3 Research Hypothesis;

Ho; there is no impact of skills and behavior at workplace.

CHAPTER 2:

Literature Review

Workplace behavior is defined as a pattern of employee behavior that affects the organization
directly or indirectly. Although performance behavior is the only type of behavior strictly linked to
work-related behavior, managing that behavior alone is not enough to gain a competitive edge on
the market because other aspects of workplace behavior are interconnected (Griffin and Moorhead,
2012). For example, the company’s ethical policies can interfere with the employees’ motivation and
commitment at work (Collier and Esteban, 2007). Essentially, Collier and Esteban (2007) distinguish
between motivation as a willingness to perform corporate duties and commitment as the
reinforcement that supports long-term motivation. Motivation and commitment are the main
determinants for workplace productivity, so the company will perform better than the competition
if leaders invest in their employees’ motivation and commitment.

While Goleman (1998) emphasizes

and elaborates on emotional intelligence as the fundamental requirement for successful leadership,
Goleman does not decline the ability to influence followers through technical skills that rely on
scientific research models. Some traits help business leaders gain an advantage over their
competitors by improving workplace behavior, but traits alone are not sufficient without learning
and experience (Kirkpatrick and Locke, 1991). Nohria, Groysberg, and Lee (2008) state that all
people have four drives in common, and those are the drive to acquire, bond, comprehend, and
defend. Business managers who can satisfy all four drives will notice six times more increase in
employee motivation, commitment, and productivity than managers who improve only one drive
(Nohria, Groysberg, and Lee, 2008). The only way to stay ahead of the competition is to improve
workplace behavior on many aspects at the same time.

We assert that HR flexibility is a dynamic capability of the firm

(Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997; Zollo & Winter, 2002) in the sense
that it is focused on adapting employee attributes—such as knowledge, skills, and behaviors—to
changing environmental conditions (Wright, Dunford, & Snell, 2001; Wright & Snell, 1998). Wright
and Snell (1998) proposed that HR flexibility is composed of three subdimensions: employee skill
flexibility, employee behavioral flexibility, and HR practice flexibility. The current study contributes
to, and extends, this line of reasoning by examining (a) the degree to which these proposed
dimensions are distinct and (b) the degree to which they are linked with firm performance.
CHAPTER: 3

METHDOLOGY

3.1: Data
The data for conducting this study has been taken from a primary source through random
sampling technique. We used google form for this study and disturbed among employees of
different organization .Sampling Quantitative approach and non-probability convenience sample have
been used in this research paper. We distribute this questionnaire among different people to find role of
skills and behavior at workplace of different people.

3.2: Specification of the Model:

Following model built for purpose of testing the hypothesis for the study.

WP=β0+ β1SK+ β2BH+ µ

3.3: Variables:

WP = WORKPLACE IS INDEPENDENT VARIBLE

SK =SKILLS IS DEPENDENT VARIABLE
BH =BEHAVIOUR IS DEPENDENT VARIABLE

β0, β1 and β2 are coefficient of the variables or parameter of the regression. µ indicate the error term.
Following are variables that used to build the study.
3.4: Questionnaire

Workplace Skills and Behaviors

This study attempts to understand the role of an individual’s skills on performance. We assure
that the responses to this questionnaire will be kept confidential. Your honest responses will help
us gain a clear picture of the phenomenon. Thank you for the precious time and cooperation.

1. Personal Information
Gender *

1. Male
2. Female

Age Group *

1. Below 20
2. 21 - 25
3. 26 - 30
4. 31 - 35
5. 35 and above

Education *

1. Graduation (14 years)

2. Masters (16 years)
3. MS/MPhil (18 years)
4. PhD

Number of years with current organization *

1. Less than 1 year

2. 1 - 4 Years
3. 5 - 10 years
 4. More than 10 years

Strongly disagre Neutral agree Strongly

disagre e agree
e

I spend a lot of time and effort at work networking with

others.

I am good at building relationships with influential people

at work.

I am good at using my connections and networks to make

things happen at work.

I have developed a large network of colleagues and

associates at work who I can call on for support when I
really need to get things done. 

At work, I know a lot of important people and am well

connected

When communicating with others, I try to be genuine in

what I say and do.

It is important that people believe I am sincere in what I

say and do

I always seem to instinctively know the right thing to say or

do to influence others

I am particularly good at sensing the motivations and

hidden agendas of others

I pay close attention to people’s facial expressions

I am able to make most people feel comfortable and at

ease around me

I do not understand a word of English

Sometimes my behavior influence my working style

Taking personal responsibility to resolve problems, even those

not of my own making.

CHAPTERS 4

Analysis and Estimations of Results

4.1: Descriptive Statistics

Table no 1
Frequence disturbution FOR GENDER

Statistics
gender
N Valid 30
Missing 0
Mean 1.57
Median 2.00
Mode 2
Minimum 1
Maximum 2

gender
Cumulative
Frequency Percent Valid Percent Percent
Valid 1 13 43.3 43.3 43.3
2 17 56.7 56.7 100.0
Total 30 100.0 100.0

INTERPRETATIONS

Total responses are 30

MODE is 2 its mean most repeated value is 2 which mean female responses more than male.
Maximum value is 2 which supported our mode answer.
 1 = male frequency is 13 and percentage is 43.3
2 = female frequency is 17 and percentage is 56.7
Female frequency is more than male

Male is denoted by blue and female is denoted by green .majority of responses are from female

DESCRIPTIVE STATISTICS FOR BEHAVIOUR AND SKILLS

TABLE 2

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Skewness Kurtosis
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error Statistic Std. Error
SK 30 7.00 31.00 3.9000 4.60397 -1.726 .427 5.181 .833
BH 30 7.00 34.00 2.1667 5.16008 -1.858 .427 5.978 .833
Valid N (listwise) 30

Interpretation
 SK stands for skills and BH for behavior .total responses are 30.
Acceptable values of skewness fall between − 3 and + 3, and kurtosis is appropriate from a
range of − 10 to + 10 
Skill skewness is -1.726 the distribution is left skewed.
Behavior skewness is -1.858 the distribution is left skewed
Skill and behavior kurtosis is 5.181 and 5.978 the distribution is platykurtik
Mean value is 3.9 which mean our respondent are agree that there impact of skills at their
workplace
Mean value of behavior 2.1 shows us that our respondent are not agree that their behavior
effect their workplace environment.

Skills and behavior and gender

Table 3

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Skewness Kurtosis
Std.
Erro
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error Statistic r
SK 30 7.00 31.00 3.9000 4.60397 -1.726 .427 5.181 .833
BH 30 7.00 34.00 2.1667 5.16008 -1.858 .427 5.978 .833
gender 30 1 2 1.57 .504 -.283 .427 -2.062 .833
Valid N 30
(listwise)

Interpretation
Minimum is 1 which mean male respondent are less
Maximum is 2 which mean female respondent are more
 Statistics
current networking with building
gender age organization other relations connections
N Valid 30 30 29 30 30 30
Missing 0 0 1 0 0 0
Mean 1.57 2.27 1.69 3.30 3.47 3.60
Median 2.00 2.00 2.00 4.00 4.00 4.00
Mode 2 2 2 4 4 4
Std. Deviation .504 .785 .604 1.119 1.279 1.133
Variance .254 .616 .365 1.252 1.637 1.283
Skewness -.283 1.309 .239 -.962 -.979 -.952
Std. Error of Skewness .427 .427 .434 .427 .427 .427
Kurtosis -2.062 1.350 -.508 .316 .054 .210
Std. Error of Kurtosis .833 .833 .845 .833 .833 .833
Minimum 1 1 1 1 1 1
Maximum 2 4 3 5 5 5
 Statistics
support well connected communicating sincere influence other
N Valid 30 30 30 30
Missing 0 0 0 0
Mean 3.63 3.87 3.93 3.97
Median 4.00 4.00 4.00 4.00
Mode 4 4 4 4
Std. Deviation 1.299 .819 1.048 1.033
Variance 1.689 .671 1.099 1.068
Skewness -.870 -1.353 -1.014 -1.135
Std. Error of Skewness .427 .427 .427 .427
Kurtosis -.344 4.116 .833 1.212
Std. Error of Kurtosis .833 .833 .833 .833
Minimum 1 1 1 1
Maximum 5 5 5 5
 Taking personal
attention comfortable English behavior responsibility to
N Valid 30 30 30 30 30
Missing 0 0 0 0 0
Mean 3.63 3.73 2.07 3.57 3.87
Median 4.00 4.00 2.00 4.00 4.00
Mode 4 4 1 4 4
Std. Deviation 1.066 1.015 1.202 1.165 .937
Variance 1.137 1.030 1.444 1.357 .878
Skewness -1.014 -1.327 1.142 -.873 -1.066
Std. Error of Skewness .427 .427 .427 .427 .427
Kurtosis .900 2.064 .623 .410 1.867
Std. Error of Kurtosis .833 .833 .833 .833 .833
Minimum 1 1 1 1 1
Maximum 5 5 5 5 5

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation Variance

gender 30 1 2 1.57 .504 .254
age 30 1 4 2.27 .785 .616
current organization 29 1 3 1.69 .604 .365
networking with other 30 1 5 3.30 1.119 1.252
building relations 30 1 5 3.47 1.279 1.637
conections 30 1 5 3.60 1.133 1.283
support 30 1 5 3.63 1.299 1.689
well connected 30 1 5 3.87 .819 .671
communicating 30 1 5 3.93 1.048 1.099
sincere 30 1 5 3.97 1.033 1.068
influence other 30 1 5 3.70 .952 .907
motivation 30 1 5 3.73 .980 .961
attention 30 1 5 3.63 1.066 1.137
comfortable 30 1 5 3.73 1.015 1.030
English 30 1 5 2.07 1.202 1.444
behavior 30 1 5 3.57 1.165 1.357
Taking personal 30 1 5 3.87 .937 .878
responsibility to
Valid N (listwise) 29

I spend a lot of time and effort at work networking with others.

I am good at using my connections and networks to make things happen at work.
I have developed a large network of colleagues and associates at work who I can call on
for support when I really need to get things done. 
Chapter: 5

Conclusion:
I engaged in research to understand various aspects how skill and behavior play their role at
workplace and I found out that people uses their skill at work more than their behavioral traits.
 Results shows us that our respondents are not agree that their behavior effect their workplace
environment .After identifying the most influential determinants through critical thinking, I analyzed
them and presented them. The consistent statement found in all relevant literature is that
workplace behavior improvements influence all performance results. Furthermore, the key point in
all relevant research is that engaging several workplace behavior improvements is the only method
to perform significantly better than the competition. The answer relied mainly on those two
scientifically supported statements.

CHAPTER 6

Suggestions
The key issue in workplace behavior is that it cannot be influenced through specific
or predetermined measures because it is a complex topic. To adequately influence workplace behavior
for the purpose of performing better than the competition, a broad intervention from many directions is
required.

CHAPTER 7

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characteristics: taking academic atmosphere as moderator. Journal of Industrial Engineering and
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Arnold, J. et al., 2005. Work psychology: understanding human behaviour in the workplace. 4th ed.
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Collier, J., and Esteban, R., 2007. Corporate social responsibility and employee commitment. Business
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Goleman, D., 1998. What makes a leader? In: L. W. Porter, H. L. Angle, and R. W. Allen, eds. 2003.
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