LITERATURE REVIEW AND OVERVIEW OF RESEARCH

METHODS AND TECHNIQUES

A. Point to consider for Literature Review

Your article: Analyze how factors of working environment, motivation, and

compensation management have impacted on employee’s performance working in
private packaging company in Hanoi during the Covid-19 pandemic

Any other notes,

Can you interpret but not limited to,
Name of the article Journal? what the authors e.g context? What
have found? has not been done
well?...
Performance Kogan Page Concept of
management key Limited employee’s
strategies and performance
practical guidelines
Human resource Paramita Rahayu Concept of
management, Translation employee’s
human resource performance
management
Human resources Mandar Maju Concept of
and work employee’s
productivity. performance
Employees’ goal Concept of working
orientations, the environement
quality of leader-
member exchange
and the outcomes of
job performance
and Job
Satisfaction.

An evaluation of Facilities Concept of working

the impact of the environement
office environment
on productivity.
“A comparison of Journal of Concept of
the perceptions of Marketing motivation
sales management
and sales people
towards sales force
motivation and
demotivation

Three Steps to HR Magazine Concept of

Motivating motivation
Employees
B. Structure of literature review (Around 1,000 words)
1. Introduction of Literature Review (100-150 words as suggested)
The world as we know it has come to an end in these historic times. The fatal
COVID-19 illness epidemic is affecting a large portion of the world, making it
challenging for institutes to maintain their operations. As a result, they are always
looking for novel ways to accomplish so. The awful coronavirus outbreak has raised a lot
of issues and worry for both companies and employees. Some people are still working
from home to varying degrees as they stand relatively still and take in the virus's effects
in different ways (Diab-Bahman and Al-Enzi, 2020). All areas of the global supply
chains have been impacted by the epidemic, including distribution, packaging, and the
procurement of raw materials (Aldaco et al., 2020). The study found that the most crucial
elements influencing people's performance during the COVID-19 epidemic were their
salary and work motivation.

2. At this stage, you need to present the literature review in the form of paragraphs, one
by one. You should look back at lecture slide to see what types of literature review can be
of your interest. We suggest that you should do it by themes that start from definition of
some key concepts, followed by problems or aspect…

Concept of employee’s performance

Although there are many different expert viewpoints on performance, there are
still certain commonalities. According to Armstrong and Michael’s definition of
performance (2006), performance is behavior and the behavioral outcome that results
from the actors changing the performance from an abstract form into an action.
Performance, according to Daft (2006), is an organization's capacity to uphold its goals
by making effective and efficient use of its resources. Additionally, according to
Sedarmayanti, (2001), performance is one multidimensional measure of real behavior in
the workplace, where performance indicators include: collaboration with coworkers,
quantity of work, quality of work, and quantity of work.
Concept of working environment

The complementary criterion of a creative employment is the impact level of the

workplace. People whose workplaces supported the creative demands of their
employment reported higher job satisfaction and less plans to quit. It has been said that
improving employee creativity is essential for a firm to stay innovative and competitive
in a fast-paced environment (Janssen, O. and NW. Van Yperen, 2004). Physical and
behavioral components may be separated into two categories to describe the working
environment. Elements of the physical environment relate to the office occupants'
capacity to physically engage with their work environment. The behavioral environment
is made up of elements that have to do with how well office workers get along with one
another and how the workplace environment may affect a person's behavior. According
to Haynes and Barry (2008), the two main categories of office layout—open-plan versus
cellular offices—and office comfort—aligning the office environment with the work
processes—fall under the physical environment with the productivity of its occupants,
and the behavioral environment represents the two main components, namely interaction
and distraction.

Concept of motivation

Motivation is a crucial measure of job performance, and a badly motivated

workforce will be expensive in terms of high employee turnover, increased expenditures,
low morale, and increased usage of management time (Jobber, 1994). As a result,
managers must understand what motivates their employees so that resources are not
misallocated and employee unhappiness does not arise (Jobber, 1994). According to
Green (2000), incentive to be proactive is vital when dealing with high-performing
personnel; otherwise, their performance will suffer or they will just leave the job. When
dealing with underperformers, motivation is essential; otherwise, these individuals will
pull down performance, reduce productivity, and almost likely will not quit the business
since they would have nowhere else to go.
 A motivated workforce is essential because complete employee participation will
undoubtedly drive the organization's profitability (Carlsen, 2003), Darmon (1974)
believes motivation is the educating of employees to channel their efforts towards
organizational activities and thus increasing the performance of the said boundary
spanning roles. A motivated workforce, according to Denton (1991), will result in
increased understanding, acceptance, commitment to execution, comprehension of
objectives, and decision making between management and employees. The six most
significant motivators are: incentives, remuneration, profit sharing, advancement,
recognition, and work enrichment.

Concept of compensation

Through compensation, management may enhance employee motivation, work

performance, and productivity. Employees care about their compensation because it
represents the scope of the labor they do for themselves, their families, and society as a
whole. The term "compensation" is frequently used interchangeably with the term
"award," and it refers to any type of incentive provided to employees in appreciation of
their contributions to the company. Employee compensation is divided into two primary
categories, according to Dessler (2006): (1) Direct payments (wages, salaries, incentives,
commissions, and bonuses), and (2) Indirect payments (financial benefits, such as:
insurance and vacation paid by employers).

According to Ivancevich (2007), the goal of compensation is to develop an

acceptable reward system for both workers and employers, with the ideal consequence
being a worker who is attached to his job and driven to do a good job for the worker. The
pay should be commensurate with the value of the job. Compensation or remuneration
targeted primarily at the advantage of the firm and its employees. The company's goal in
providing remuneration is to improve work performance. While the interests of
employees for the remuneration received that can match the requirements and wishes of
the home and become household economic stability.

Hypothesis
 The hypothesis asserts that employee performance is influenced and influenced by
a variety of factors such as leadership, corporate culture, working environment,
motivation, and training. This study intends to determine the impact of the
aforementioned variables on employee performance, as well as to assess the amount and
scope of influence that they have on heightened or bad employee performance inside a
business.

2.1. Relationships between Working Environment and Employee’s Performance

H1: There is a positive relationship between the working environment and employees’
performance.

The working environment (including physical and behavioral components),

depending on the administrative, management, individuals and interaction patterns
between them philosophy, is a set of characteristics that distinguish the organization from
others and the characteristics of the organization’s internal environment results from the
interaction outcome of goals, regulations, rules, procedures and policies that are applied
in the organization and well known by the employees in the organization, moreover
directly and indirectly affects the individuals behavior and performance at work
eventually leads to achieve the goals of the organization.

2.2. The effect of Motivation on Employee’s Performance

H2: There is a positive connection between employee motivation and performance.

It is essential to inspire employees to improve their performance. Employee

motivation attempts that focus on what people consider important are most effective in
organizations where individuals are appreciated for their knowledge, qualifications, and
abilities. Employee motivation has become a critical aspect in increasing employee
longevity, productivity, morale, and performance, as well as creating improved
organizational performance. Pay, benefits, profit sharing, promotion, recognition, work
enrichment, decision-making authority, health insurance, and so on... All of these
elements can encourage employees and improve their performance.
2.3. Relationships between Compensation and Employee’s Performance

H3: The relationship between compensation and performance of employees is positive.

Out of the various definitions of concepts that experts have provided, it can be
concluded that compensation is a reward received in exchange for one's efforts, whether
in the form of money or in the form of other rewards that make the recipient feel satisfied
with the work that has been accomplished. It is also a compensation that is provided to
employees as a means of achieving organizational goals and includes extrinsic aspects in
the form of salary and wages, benefits, and other financial compensation.

3. Research Gap (research gap refers to your statement that clearly inform your
audiences of what have been left unanswered in previous works)

Researchers have discovered a connection between an employee's performance

and their working environment, motivation, and compensation. Therefore, these elements
could be connected. Despite this, there haven't been many academic studies that have
examined how leadership and organizational culture affect employees' performance.
This is still a dearth of our understanding.
C. Research Method AND technique
1. What are the differences between quantitative and qualitative methodology?
Qualitative Research Method Quantitative Research Method
●Methods include focus groups, in-depth ●Surveys, structured interviews &
interviews, and reviews of documents for observations, and reviews of records or
types of themes documents for numeric information
●Primarily inductive process used to ●Primarily deductive process used to test
formulate theory or hypothesis pre-specified concepts, constructs, and
hypothesis that make up a theory
●More subjective: describes a problem or ●More objective: provides observed
condition from the point of view of those effects (interpreted by researchers) of a
experiencing it program on a problem or condition
●Text-based ●Number-based
●More in-depth information on a few ●Less in-depth but more breadth of
cases (more and deep collect information information across a large number of
but few cases ...) cases (less and shallow information but
large number of cases)
●Fixed response options ●Unstructured or semi-structured response
options
●No statistical tests ●Statistical tests are used for analysis
●Can be valid and reliable: largely ●Can be valid and reliable: largely
depends on the measurement device or depends on skill and detail of the
instrument used researcher
●Time expenditure heavier on the ●Time expenditure lighter on the planning
planning phase and lighter on the analysis end and heavier during the analysis phase
phase
●More generalize ●Less generalize
●Human behavior model ●Natural science model

2. Please describe several research techniques regarding interviews, surveys (what are
they? How the researchers can conduct them? The advantages and disadvantages of
them?)
The study will be carried out in Hanoi, where the business is based. At least 30
members of the company's workforce will participate in the survey. Survey is the greatest
alternative for measuring working conditions, performance management, and
compensation management by delivering the questionnaire to the company's employees
in Hanoi.
 Everything has two sides, and survey research has both advantages and downsides.
The advantages of this approach are that it is (1) very simple to administer and (2) may
be created in less time (compared to other data-collection methods) (3)Cost-effective,
however cost depends on survey method (4)Can be administered remotely through web,
mobile devices, mail, email, kiosk, or telephone (5)Can be conducted remotely to
decrease or eliminate geographical reliance (6)Ability to collect data from a large number
of respondents (7)Numerous questions about a subject can be asked, providing extensive
flexibility in data analysis (8)With survey software, advanced statistical techniques can
be used to analyze survey data to determine validity, reliability, and statistical
significance, including the ability to analyze multiple variables (9)A wide range of data
may be gathered (e.g., attitudes, opinions, beliefs, values, behavior, factual)
(10)Standardized surveys are largely free of several kinds of mistakes.

The disadvantages of this method are (1)Respondents may not feel encouraged to
provide accurate, honest answers (2)Respondents may not feel comfortable providing
answers that present themselves negatively (3)Respondents may not be fully aware of
their reasons for any given answer due to lack of memory on the subject, or even
boredom (4)Surveys with closed-ended questions may have a lower validity rate than
other question types (5)Data errors due to question non-responses may exist The amount
of respondents who reply to a survey question may differ from those who do not respond,
resulting in bias (6)Survey question response alternatives may result in ambiguous results
because respondents may perceive some answer possibilities differently. For example, the
response option "somewhat agree" may imply different things to different people and
have a distinct meaning for each individual reply. Answer alternatives of 'yes' or 'no'
might also be troublesome. If the option "just once" is not accessible, respondents may
answer "no." (7)Customized surveys are more likely to include certain sorts of mistakes.

3. Which methodology and techniques do you want to apply into your research project?
Why?
 Survey methodology tries to uncover principles concerning survey design,
collecting, processing, and analysis that are related to survey cost and quality estimates
(Groves et al, 2011).

- Sample and data collection: In the company when asked, employees from all
levels will be asked about 3 factors such as working conditions, performance
management, and compensation management that affect their performance at work when
Covid-19 occurs.
 Figure 1. Survey process
(Groves et al., 2009)
- Measurement: Summated scales (or Likert-type scales) are created by employing
the item analysis technique, in which a specific item is evaluated based on how well it
discriminates between those with a high total score and those with a low total score. The
final instrument includes the items or statements that best fit this type of discriminating
test. For example, when asked to express opinion whether one considers his job quite
pleasant, the respondent may respond in any one of the following ways: (i) strongly
agree, (ii) agree, (iii) neutral, (iv) disagree, (v) strongly disagree (Kothari and
Chakravanti Rajagopalachari, 2004).

Figure 2. Likert scale

(Joshi et al, 2015)
The reason why I used Liker-scale as it has the following advantages: (a) data can
be gathered relatively quickly from large numbers of respondents; (b) they can provide
highly accurate person ability estimates; (c) the validity of the interpretations made from
the data they provide can be established through various means; and (d) the data they
provide can be profitably compared, contrasted, and combined with qualitative data-
gathering methods, such as open-ended questions, participant observation, and interviews
(Nemoto and Beglar, 2014).  
 CITATION
1. Groves, Robert M., et al. Survey methodology. John Wiley & Sons, 2011.

2. Groves, R. et al. (2009). Survey Methodology. Hoboken, NJ: John Wiley & Sons.

3. Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International.

4. Joshi, Ankur, et al. "Likert scale: Explored and explained." British journal of applied science &
technology 7.4 (2015): 396.

5. Nemoto, T., & Beglar, D. (2014). Likert-scale questionnaires. In JALT 2013 conference
proceedings (pp. 1-8).

6. Diab-Bahman, R., & Al-Enzi, A. (2020). The impact of COVID-19 pandemic on conventional work
settings. International Journal of Sociology and Social Policy.

7. Aldaco, R., (2020). Food waste management during the COVID-19 outbreak: a holistic climate,
economic and nutritional approach. Science of the Total Environment, 742, 140524.

8. Armstrong, M. (2006). Performance management key strategies and practical guidelines. London,
Kogan Page Limited.

9. Daft, G. (2006). Human resource management, human resource management (10th Edition). Paramita
Rahayu Translation, Jakarta.

10. Sedarmayanti (2001). Human resources and work productivity. Bandung, CV. Mandar Maju.

11. Janssen, O. and NW. Van Yperen,(2004).Employees’ goal orientations, the quality of leader-member
exchange and the outcomes of job performance and Job Satisfaction.

12. Haynes, B. P. (2008). An evaluation of the impact of the office environment on productivity. Facilities.
13. Jobber, D. and Lee, R. (1994), “A comparison of the perceptions of sales management and sales
people towards sales force motivation and demotivation”, Journal of Marketing, 10 (4) May, pp. 325 –
332.

14. Green, Thad. (2000), “Three Steps to Motivating Employees”, HR Magazine, November, pp. 155 – 58.

15. Carlsen, K. (2003), “Sales motivation: one size does not fit all”, Selling, October, pp. 14 –15.

16. Darmon, R. Y. (1974), “Salesman’s response to financial incentives: an empirical study”, Journal of
Marketing Research, 11 (3) November, pp 418 – 426.

17. Denton, D. K. (1991), “What’s wrong with these employees?” Business Horizons, 34 (5) September –
October, pp. 45 – 49.

18. Ivancevich, J.M. (2007). Human resources management. New York: McGraw Hill.