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FACTORS AFFECTING EMPLOYMENT RELATIONS IN THE PUBLIC
SECTOR: A CASE STUDY OF KENYA NATIONAL AUDIT OFFICE.
BY
LORNA ATIENO OKATCH
A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF
THE REQUIREMENT FOR THE AWARD OF DIPLOMA IN HUMAN
RESOURCE MANAGEMENT TO THE KENYA INSTITUTE OF
MANAGEMENT
JULY 2012
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DECLARATION
Declaration by the Student
This project is my original work and has not been presented to any other examination
body. No part of this research should be reproduced without my consent or that of
Kenya Institute of Management
Name: __________________________ Sign: ________________ Date: __________
NRB/DHRM/42856
Declaration by the Supervisor
This Research has been submitted with my approval as The Kenya Institute of
Management supervisor
Name: __________________________ Sign: ________________ Date: __________
Lecturer Supervising
For and on behalf of The Kenya Institute of Management
Name: __________________________ Sign: ________________ Date: __________
Branch ManagerNairobi Branch
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DEDICATION
I would like to dedicate this project to my entire Family members who have accorded me full
support during my studies at KIM.
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ACKNOWLEDGEMENT
I would like to acknowledge my supervisor Rhoda Chumba for the help and guidance she has
continued to provide in during my undertaking of this research. My colleagues at KIM also
deserve to be acknowledged for the advice and support. The management and lecturers at
KIM also deserve my acknowledgement for the conducive learning environment they have
continued to provide to us students. May God bless you all.
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ABSTRACT
The main purpose of the study was to evaluate the factors affecting employment
relations in the public sector with specific reference to Kenya National Audit Office
(KENAO). The specific objectives of the study were; to determine the effect of
reward policy, to determine the effects of management style, to determine the effect
of workload and, to determine the influence of training on employment relations. The
study will benefit the Management of KENAO, Future researchers and the Human
Resource Professionals. The study is expected improve the researcher knowledge on
the subject under study and also help fulfill part of the requirements of the diploma
course.
The methodology used in the study was descriptive research method to enable
collection and description of relevant details. The target population of the study was
made up the 150 staff at the KENAO head office. Stratified random sampling was
used to pick a sample of 45 respondents from the target population. Data was
collected by use of questionnaires. Interviews were conducted to supplement data
collected by questionnaires. The collected data was qualitatively and quantitatively
analyzed and the results presented in form of frequency tables, charts and pie charts.
The study findings show that majority of respondents (84%) indicated that reward
policy affect employment relations at KENAO. On whether management style has an
effect on employment relations at KENAO, majority of respondents (76%) indicated
that management style affect employment relations. Majority of respondents (89%)
indicated that workload affect employment relations while training was also cited as
having an effect on employment relations. Majority (89%) indicated that training
affect employment relations.
The researcher recommends that; continuous training should be incorporated in all
public institutions in order to improve employee skills, the Workload for each
employee should be commensurate with the compensation received, public
institutions should employ a participatory and democratic type of leadership that
allows all staff to participate in decision making at all levels and the reward policy of
public institutions should try to match those of the private sector.
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TABLE OF CONTENTS
DECLARATION..II
DEDICATION ...................III
ACKNOWLEDGEMENT .....IV
ABSTRACT.........V
TABLE OF CONTENTS....VI
LIST OF TABLES...VIII
LIST OF FIGURES............IX
OPERATIONAL DEFINATION OF TERMS.......X
LIST OF ABBREVIATIONS............XI
CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction.........1
1.2 Background of the Study.1
1.3Statement of the Problem.6
1.4 Objectives of the Study...........6
1.5 Research Questions..7
1.6 Significance of the Study................7
1.7 Limitations of the Study..8
1.8Scope of the Study...8
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction.....9
2.1 Review of Theoretical Literature.........9
2.2 Review of Critical Review ....25
2.3Summary and Gaps to be Filled.........26
2.4 Conceptual Framework......27
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.0 Introduction......29
3.1 Research Design.......29
3.2 Target Population.....29
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3.3 Sampling Design...30
3.4 Data Collection..30
3.6 Data Analysis Methods.....31
CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION
4.1 Introduction.....32
4.2 Presentations of findings.....32
4.3 Summary of data Analysis.......46
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 Introduction.48
5.2 Summary of the Findings.....48
5.3 Conclusion....49
5.4 Recommendation......49
5.5 Further Studies.........50
References...51
REFERENCES.....32
APPENDICES
APPENDIX I KIM Introduction Letter
APPENDIX I Questionnaires
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LIST OF TABLES
Table 3.1 Target Population .30
Table 3.2 Sampling Design......31
Table 4.1 Response Rate .........32
Table 4.2 Response according to gender.....33
Table 4.3 Highest Level of Education..........34
Table 4.4 Age of Respondents ........35
Table 4.5 Years of Service ......36
Table 4.6 Effect of Reward Policy......38
Table 4.7 Extent of the effect of Reward Policy....39
Table 4.8 Effect of Management Style.......40
Table 4.9 Extent of the effect of Management Style.41
Table 4.10 Effect of Workload.........42
Table 4.11 Extent of the effect of Workload.......43
Table 4.12 Effect of Training.......44
Table 4.13 Extent of the effect of Training......45
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LIST OF FIGURES
Figure1.1 Organizational Structure........4
Figure 1.2 Conceptual Framework........27
Figure 4.1 Response Rate .........32
Figure 4.2 Response according to gender.....33
Figure 4.3 Highest Level of Education..........34
Figure 4.4 Age of Respondents ........35
Figure 4.5 Years of Service ......37
Figure 4.6 Effect of Reward Policy......38
Figure 4.7 Extent of the effect of Reward Policy....39
Figure 4.8 Effect of Management Style.......40
Figure 4.9 Extent of the effect of Management Style.41
Figure 4.10 Effect of Workload.........42
Figure 4.11 Extent of the effect of Workload.......43
Figure 4.12 Effect of Training.......44
Figure 4.13 Extent of the effect of Training......45
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DEFINITION OF KEY TERMS
Employer A person, business or firm that employs
workers
Employee A person who is hired to provide
services to a company on a regular basis
is exchange for compensation
Employment Relations Employment Relations involves the body
of work concerned with maintaining
employer-employee relationships that
contribute to satisfactory productivity,
motivation, and morale
Management Style Different ways and dimensions in the
dynamic world today used by managers
to manage organizations.
Employer-Employee Relationship Is the relationship between an
organizations management and itsworkers. The Management is referred to
as the employer and the workers as the
employees
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LIST OF ABBREVIATIONS/ACRONYMS.
KENAO Kenya National Audit Office
OSHA Occupational Safety and Health Act
DHRM Diploma in Human Resource Management
HRM Human Resource Management
KIM Kenya Institute of Management
NRB Nairobi
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CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction
This chapter examines the background information of the study, the statement of the
research problem and the purpose of the study. The research objectives, questions,
justification of the study, importance of the study and scope are also discussed.
1.2 Background of the Study
Employment relationship can be defined as the relationship between a companys
management and its workers where the management is referred to as the employerand the workers as the employees. This research aims to clearly define employer-
employee relationship Employment relationship may be formal or informal, in the
shape of psychological contracts which highlighting its effects on an organization.
Expresses certain assumptions and expectations about what managers and employers
have to offer and are willing to deliver, (Kessler & Undy, 1996).
Employment relations consists of all those areas of Human resource management that
involve relationships with employees directly through collective agreement where
trade unions are recognized .Employee-employee relationship are concerned with
generally managing the employment relationship. Employee relations are mainly
conducted on a day to day informal basis by line managers and team leaders without
the framework of the employment and employee relations policies by acting mainly
on their own initiatives, (Armstrong, 2005).
Todays employees have substantially different expectations from organizations
stemming from their own articulateness about their career needs as well as mistrust of
organizations loyalty in the aftermath of the recent waves of organization downsizing,
(Mir 2003).
According to Edwards (1994),several changes in recent years have been responsible
for more attention being paid to employment relations within the organizations.
Organization have to build a stable and co-operative relationship with employees so
as to minimize conflict and to achieve commitment through rewards ,better
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management style ,good working conditions. Employers more than ever have to make
every effort to establish an environment of mutuality where employees feel they
belong and employers feel they are getting what they deserve,(Budd, 2004).
The HR function to employee relations is to provide guidance and training .It may
also deal directly with trade unions and their representatives (Armstrong 1999).They
can and should develop employee relation strategies and policies. However,
Milkovich et al (1998) concluded that effectiveness of employee relation relies in its
efficiency and equity outcome for employees and employers.
Sriyan de Silva(1997), noted that when employees are given challenging work and
allowed to participate in decision making they will become motivated and willing to
control their behaviour, become more involved in their work, increase their
commitment to the organizational goals and use their skills and abilities to make
valuable contributions to organizational goals. Milkovich et al (1998) observed that
the qualities of employee relations are influenced by internal ,external and employee
conditions
Brewer (1993) suggests that when an employee experience of work is comprised of a
balance among identification, trust, investment, participation and equity, there is agreater likelihood of employee commitment .If this balance doesnt exist one of three
alternative non-commitment responses are more likely .Compliance voice and
resistance present responses by employees who find that the costs of commitment to
their jobs and the organization outweigh the benefit.
Thompson (1998) sees trust as a unique human resource capability that helps the
organization fulfill its competitive advantage leading to a core competency that leads
to high business performance. Thus there is a business need to develop a climate of
trust as there is a business need to introduce effective pay for contribution processes,
which are built on trust.
Herriot et al (1998) points out that issue of trust are not in the need to do with
managing people or processes, but are more about relationships and mutual support
through change.
While employees may want what they have always wanted-security, career, fairrewards , interesting work and so on ,employers no longer feel able or obliged to
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These issues are genuine and therefore require urgent measures to address them
before they become chronic. The researcher therefore intends to determine measures
to overcome Employer-Employee relationship.
1.2.1 Profile of Kenya National Audit Office (KENAO)
The Kenya national Audit Office (KENAO) was established in through an Act of
Parliament, The Public Audit Act 2003 came into effect on 9 th January 2004. The
office was Office was previously referred to as the Exchequer & Audit Department
which with time changed to the Office of the Controller and Auditor-General. During
this period, the Office derived its mandate from the Exchequer and Audit Act Cap 412
which provided for the audit of the Central Government by the Controller and Auditor
General. Later the Act was amended to provide for audit of Local Authorities and
State Corporations.
KENAO is mandated by the Constitution of Kenya, Chapter 12 to audit and report on
the accounts of; national and county governments, all funds and authorities of the
national and county governments; all courts; every commission and independent
office established by this Constitution; the National Assembly, the Senate and the
county assemblies; political parties funded from public funds; the public debt; and any
other entity that legislation requires the Auditor-General to audit. The Auditor-
General may audit and report on the accounts of any entity that is funded from public
funds.
The total workforce at KENAO stands at 974 staff composed of 716 Auditors and
Examiners and 258 Administrative and Support Staff. The members of staff are
deployed in five departments, namely;
Finance, Administration and Human Resource (FA & HR) Central Government (CG) State Corporations (SC) Local Authorities (LA) Specialized Audits (SA)
Each Department is headed by a Deputy Auditor General.
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Fig1.1 Organizational Structure of KENAO
Source: KENAO (2012)
AUDITOR
GENERAL
Director
FA
Director
HR
Dep. AuditorGeneral
(FA&HR)
Dep. AuditorGeneral (LG)
Dep. AuditorGeneral (SA)
Dep. AuditorGeneral
(Corporations)
Dep. AuditorGeneral (Central
Government)
Dep.
Director
FA
Dep.
Director
HR
Director
LG1
Director
LG2
Dep.
Director
LG1
Dep.
Director
LG2
Director
SA1
Director
SA2
Dep.
Director
SA1
Dep.
Director
SA2
Director
Corp1
Director
Corp2
Dep.
Director
Cor 1
Dep.
Director
Cor 2
Director
CG1
Director
CG2
Dep.
Director
CG1
Dep.
Director
CG2
KEY
FA- Finance Administration HR - Human Resource
LG Local Government SA Specialized Audits
Corp State Corporations CG Central Government
Dep. - Deputy
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1.3 Statement of the Problem
Employees are one of the most important assets of an organization, by developing a
good Employer-Employee relationship, organizations are able to achieve their overall
strategies and retain the right employees. It is therefore important to put into place
measures to help develop a good relationship between the two parties which will also
lead to employee retention. People are happiest in a relationship when the give and
take is about equal. If one person is getting too little from the relationship, they will
be unhappy than the person getting the lions share. Similarly, this applies to the
organizational relations.
Stacy Adams in Equity theory looks at an individuals perceived fairness of an
employment situation and finds that perceived inequalities can lead to changes in
behaviour. Reward systems plays a major role on the relationship developed between
the management ant its employees. A good reward system leads to motivation of
employees leading to better performance thus leading to the development of a good
relationship between the management and the employees.
Unfavorable working conditions between the employer and employees are re-current
issue in many organizations .These unfavorable working conditions lead to poorrelations in the organization. Some of the management styles used by managers do not
put into consideration the employees and their well being hence leading to the
development of a poor relationship.
In many organizations, the relationship between the Management and its staff has not
been give priority. The key factors that affect Employer-Employee relationship
include; reward systems, management style, and workload and employee working
conditions. This research therefore seeks to find out how best deal with factors
influencing Employer-Employee relationship.
1.4 Objectives of the Study
1.4.1 General Objective
The purpose of the study was to establish factors affecting employment relations in
the public sector with reference to Kenya National Audit Office.
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1.4.2 Specific Objectives
The specific objectives of the study were:
i. To determine the effect of reward policy on employment relations.ii. To determine the effects of management style on employment relations.
iii. To determine the effect of workload on employment relations.iv. To determine the influence of training on employment relations.
1.5 Research Questions
The following research questions guided this study:
i. What is the effect of reward policy on employment relations?ii. How does management style affect employment relations?
iii. What is the effect of workload on employment relations?iv. What is the effect of training on employment relations?
1.6 Significance of the Study
1.6.1. Management of KENAO
This will enable management of KENAO to realize avenues through which the
Employment relations can be improved resulting in employee satisfaction, increased
productivity and better organizational performance.
1.6.2 Future Researchers
Future researchers will have a benefit of increasing their knowledge on the
relationship between the management and their employees. This will be through a
systematic review of the literature provided in this study. This study will help
upcoming researchers as they will use the information gathered in the study to
enhance and encourage the development of appropriate measures to overcome factors
that negatively impact employment relations.
1.6.4 Human Resource Professionals
Human Resource professionals may use this study to identify the best ways to
improve Employment relations within organizations. If the employment relations are
positive, there will be fewer disciplinary issues within organizations, the level of
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employee satisfaction will improve leading to easier human resource management.
This study will contribute to the improvement in organizations by ensuring that
effective measures are applied putting into consideration the needs of the organization
and individual employees.
1.7 Limitations of the Study
1.7.1 Access to Information
The researcher encountered difficulty in accessing information that would lead to the
success of the study. The researcher sought permission from management of KENAO
to enable both access to premises and information from the respondents.
1.7.2 Fear of Victimization
Most organizations tend to react negatively to strangers and therefore tend to withhold
information. It was important for the researcher to take precautions by explaining the
purpose of the study thereby erasing the fears of the respondents and gaining their
trust.
1.7.3 Confidentiality
Confidentiality issues in work-place are usually critical especially where there is
competition. Attempts to preserve confidential information might have denied the
research relevant information but the researcher overcome this by stating categorically
the academic nature of the study and that the information acquired would treated with
confidentiality
1.8 Scope of the Study
This study was carried out at KENAO Head office located at Anniversary Towers
along University Way within Nairobi Central Business District. The study went on
for a period of two months from March and April 2012. The study targeted the 150
staff working at KENAO Head office. The target population was divided into three
categories namely Top Management, Middle Level Management and Operations
Staff.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter presents the literature review which is the process of identifying,
locating, reviewing and compiling relevant information to a given study from the past
academic literature. The main aim of literature review was to provide the researcher
with background information about the topic under investigation.
2.2 Review of Past Literature
2.2.1 Reward Policy
Monetary rewards are part of comprehensive performance improvement strategy.
Team rewards present a great opportunity to help faster team bonding. With the
proper application of a reward and recognition program, you can help build a high
performance team and foster crossorganizational cooperation. But team rewards are
not to be treated carelessly: misapplication could lead to unhealthy competition, lack
of cooperation and untimely severe financial consequence for the organization. Team
motivation and reward programs should make up part of your overall employee
recognition program. You need to consider a mix of team and individual rewards andbalance the mix between awards that encourage both cooperative and competitive
behaviors. With a balanced strategy, you can then prepare a blend of monetary and
non-monetary rewards that will help you achieve your goals in a cost effective
manner. The desired outcome of recognition programs is to improve productivity and
improve employee retention. Its a proven fact that motivated workforces are critical
to a companys bottom line. By recognizing yourpeoples dedication, commitment
and results you boost their morale, increase their productivity, enthusiasm and create
powerful motivators (Jimenez, 1999).
Satisfaction levels are also influenced by both reward packages (both in terms of
amount and composition) and the firms recognition of an individual or teams
achievements. The latter point does not necessarily involve simple matters such as
personal comments. Commercially, the firm needs to draw a line between paying
adequate rewards and being overly generous and the use of benchmarking exercises
with similar firms and salary surveys can provide valuable information on those
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sensitive issues. Basic issues such as employee views on working conditions are
important. Enquiry should encourage feedback about a full range of issues including
hours of work, holidays, training opportunities, as well as office accommodation and
equipment. (Keller, 1999).
Like a child being given a chocolate cupcake and a big hug after cleaning her room,
rewards and recognition can be powerful tools for employee motivation and
productivity improvement. Many types of rewards and recognition have direct costs
associated with them, such as cash bonuses and stock awards and a wide variety of
company paid perks, like car allowances, paid parking and gift certificates. Other
types of rewards and recognition may be less tangible, but still very effective. These
non-monetary rewards include formal and informal acknowledgement, assignments
of more enjoyable job duties, opportunities for training and an increased role in
decision making. Non-monetary rewards can be very meaningful to employees and
so, very motivating for performance improvement.
Jack Zigon (1998) defines reward as something that increases the frequency of an
employee action. This definition points to an obvious desired outcome of rewards
and recognition: to improve productivity. Non-monetary recognition can be very
motivating, helping to build feelings of confidence and satisfaction.
Management task is to remove obstacles to growth, encourage decentralization,
delegation, participation and recognition. Organizations expect efficient performance
form the employees in order to contribute to the attainment of the individual goals
thus reward the employees who contribute to the achievement of its goals (Schein,
1965).
According to Armstrong (1999), money provides the means to achieve a number of
different ends. Its a powerful force linked directly or indirectly to the satisfaction of
many needs. Pay is a dominant factor in the choice of employer and consideration of
pay seems most powerful in binding people to their present job. If actual reward meet
or exceed perceived level of equitable rewards, the individual will feel satisfied. If
these are less than equitable rewards, the individual will feel dissatisfied. It is often
said that what gets rewarded gets done and is key that reward reflect what the
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organization sees as important for productive workers, bonuses may relate to the
number of items produced. If quality is important then bonuses may reflect rejection
rate or customer complaint rate. (Armstrong, 2005)
Policy is guidelines for action. Policy varies with organization since promotion is a
sensitive issue to the employees, its very essential that promotion policies are clearly
stated, widely circulated and fully explained to their employees. Policies influence a
number of factors such as morale, motivation and turn over of personnel in the
organization. It also affects productivity, innovative, skill and ultimately the
competitive advantage of the firm in the market. (N. G Nair & Latha Nair, 1999).
Armstrong (2005), points out that the aims of the promotion policy of a company
should be first, to enable management to obtain the best talent available within the
company to fill more senior posts and second to provide employees with the
opportunity to advance their careers within the company, in accordance with the
opportunities available. Taking into accounts equal opportunity policies and their own
abilities in any organization. Where there are frequent promotional moves and where
promotion arrangements cause problems it is advisable to have a promotion policy
and procedures which is known to both management and employees.
Armstrong (2005) further argues that the policy should take full account of equal
opportunity policy statements. The basic points that should be included in such policy
are :- i) Promotion vacancies should be notified to the human resource department (ii)
vacancies should be advertised internally iv) departmental manages should not be
allowed to refuse promotion within a reasonable time unless the individual
department has recently suffered heavy loses through promotion or transfers iv)
promotion opportunities should be open to all, irrespective of race, creed, sex or
marital status.
According to Hellen Murlis (2009), promotion is a form of extrinsic motivation done
to and for people to motivate them. Promotion is also seen in the form of non
financial rewards to employees where employees are motivated by being given more
responsibility for their own work. This is essentially what empowerment is about and
is in line with the concept of intrinsic motivation based on the content of the job. It is
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also related to the fundamental concept that individuals are satisfied when they are
provided with the means to achieve their goals. Providing motivation through
increased responsibility is a matter of job design and use of performance management
process. The philosophy behind motivating through responsibility was expressed as
follows in McGregors theory X and Y: the average human being learns, under
proper condition, not to accept but to seek responsibility
According to Nair et al (2004), promotion is governed by the following principles;
principle of consistency: promotion must follow certain rules and regulations in
regard to qualification, experience, special training or courses, years of service, laid
down steps of hierarchical positions of jobs. Any violation of such rules and
regulation goes against rule of consistency. Secondly, this rule also envisages
uniformity of promotion changes within various sections and departments within the
organization; principle of fairness and equity: in most organization promotion is a
subject viewed by employees skeptically. All rules and regulations must be
meticulously followed so that no form of rumours and disinformation exist; principle
of transparency: transparency is improved by the following steps; publication of rules
and regulations, seniority list of employees for promotion are circulated periodically,
notifying vacancies and persons selected, notifying list of selection committee
members and list of persons promoted after selection process and permission for
representation from aggrieved persons.
Principle of policy planning; promotion must be properly planned. Planning involves
forecasting future vacancies in advance. Taking inventory of existing skills, assessing
gaps in skills and knowledge, taking stock of T and D programme. Locating potential
candidates for promotion sufficiently early, preparing such people to acquire required
knowledge and ability, preparation of succession plans. Deciding on mix of internal
promotion and external recruitment to fill up potential future vacancies. In order to
plan properly there must be a clear cut on various aspects of promotion like criteria
and seniority. Principle of seniority: seniority is an important aspect of promotion.
Proper consideration must be accorded to seniority in promotion. This is because,
such consideration influences morale and motivation of existing employees, as it
affects their career prospects (Nair et al, 2004)
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Dessler G. (2008), argues that most working people look forward to promotions,
which usually mean more pay, responsibility and (often) job satisfaction for
employees, promotion can provide opportunities to reward exceptional performance
to fill open position with tested loyal employees. Yet the promotion process is not
always a positive experience for either employer or employee. Unfairness,
arbitrariness, or secrecy can diminish the effectiveness of the process for all
concerned. Several decisions, therefore loom large in any forms. Thus he suggests
that before promotion one should decide on the following decisions; should seniority
or competence rule; How should competence be measured; Should the process be
formal or informal; Should one be vertical, horizontal or other.
2.2.2 Management Style
Top managers are given significant prospects and discretion to develop bold new
initiatives and to overcome organizational resistance to change. If organizational
changes are judged to be significant or if an organization comes up with a crisis
situation a change in top management is often seen as necessary measure in
transforming the company. Calori and de Wool (1994) observe that in some
organization top management is viewed as the captains of the team and leadership isless direct or visible. The role of managers then is to facilitate change and innovation
among the members of an organization itself.
Daren port and Purank (1987) observe that various researchers have observed various
differences in the management style across countries and the role of top management.
In many big organizations, top management is viewed as the central process unit of
the company making useful sections and commanding behaviours of the rest of the
company. Visible top leadership is the norm and therefore a strategic innovation and
changes management are viewed as top management responsibilities. Strategic
changes are formulated by the top management and implemented by the lower level
staff. It is not necessarily the intention that top managers initiate the entrepreneurial
activities themselves. Changes come from within the body of the organization instead
of being imposed in it from above.
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Stacey (1990), observes that this approach makes the management of the changes
more staff/ employee inclusive as it is owned by the very people who are targeted by
the change process. Change under this type of management rather notes Calori and De
wool (1994) will often be evolutionary rather than revolutionary change. The
possibility of a hidden change also exists for corporate change process initiated by the
operating company base. This type of change is characterized often more with
flexibility to the staff during its implementation. Since it originates from the
subgroups themselves the management will naturally be more inclined towards giving
the workers more of free hand in the change management process and it will be more
often characterized by discussions within the subgroups.
In the suggestion of the Finlay (2000), these guerilla tactics may be a narrative
answer to employees within the company that they would like to own and participate
in the planning of the change and its management style triggers of a counter
revolution from within the organizations operating base may be an innovation by
lower and middle management of the need for change which has been ignored by top
management. According to Bowman (1995), the special difficulty and challenges that
most managers come across with change will demand a demonstration by the
managers of a particular strategic courage. Bowman gives an example on how the
German public was battled and could not understand when BMW made 3000
employees redundant in the middle of car production boom 1991/1997.
Kemall et al (2005) shows that there are participation cases where it may be of benefit
to combine evolutionary change and revolutionary changes in what can be described
as a counter current process with regard to process optimization, both the bombing
and guerilla tactics could be combined and harmonized to produce a single all
inclusiveness process. This will make the high management, the middle management
and the lower levels agree. The framework of the terms and conditions of the change
is determined top down by impacts from the operation base. This approach can be
referred to as controlled evolution (Schein, 1985).
Daren Port and Frank (1998) expressed that the common basis of success of most
change management processions is the comprehensive concepts of integration. The
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individual should become integrated within the changes of management process in
different ways in order to ensure efficiency and effectiveness of change.
The term management is defined in different ways and dimensions in the dynamic
world today since it is not all about reinventing the wheel but doing better than has
been done before. Management in all business and human organization activity is
simply the act of getting people to accomplish desired goals. It comprises of planning,
organizing, leading, directing, staffing and controlling an organization or effort for the
purpose of accomplishing a goal (Moore, 1989).
Management is concerned with effective and efficient use of organizational resources
in which employees are productive and co-operate with one another. Therefore
management focuses on the utilization of human, physical and financial resources to
achieve business goals. Management styles are characteristic ways of making
decisions and relating to subordinates. This idea was further developed by
Tannenbaum and Schmidt (1973), who argued that the style of leadership is
dependent upon the prevailing circumstance; therefore leaders should exercise a range
of management styles and should deploy them as appropriate.
Koontz & ODonnell (1990), define management as the creation and maintenance of
an internal environment in an enterprise where individuals and working groups can
perform effectively and efficiently towards the attainment of group goals.
Charles (1998) views management as the process of getting things done through the
agency of communicating with a view to fulfill the purpose for which it exists. This
definition emphasizes the accomplishment of tasks through the effort of people;
therefore it is the duty of managers to guide and co-ordinate the efforts of others
towards certain specified goals. This can be well attained if the managers are well
equipped with knowledge on management and that also influences the development of
a good relationship between the management and its employees.
Kramar sees management styles as a system that involves a series of processes
designed to manage performance. It includes a number of components as work and
job design, reward structure, the selection of people in the way work is done, the
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assessment of how employees are doing their work and policies for rewarding and
improving performance.
To be an effective manager, knowledge on the different styles of management that
may help a business to achieve the objectives and goals is important. They include:
Autocratic- This is a style of management were all responsibility and authority in an
organization is at the top with communication almost exclusively moving from top to
bottom. The manager who uses this style makes decisions without consulting any one;
directives are given which must be carried out without any questions. He doesnt feel
accountable to any one hence acts independently. Although this style leads to low
morale amongst the staff and may cause negative reactions, the leader has a great
sense of self-confidence, a clear vision of what needs to be done and manipulative
skills to achieve the desired outcomes. This style also leads to conflicts and
misunderstandings between the manager and his employees. Free reign style of
management sets no rules and regulations and each person is responsible for activities
undertaken. This style is suitable for mature, experienced but mostly committed
people and provides for creativity, handwork and self fulfillment. On the other hand,
this style management might lead to anarchy and chaos as everyone does what pleases
him or her. The management may lose control of the organization to the detriment of
providing good services to its customers. This type of management is a major
challenge to employer-employee relationship; it might lead to conflicts and
misunderstandings thus leading to a poor relationship between the management and
its staff (Mullins, 2005).
Democratic is a style that involves obtaining ideas and opinions from workers. It
involves the staff and other relevant stakeholders in the process of decision making.
Decisions are reached after consultations within the framework of the mission and
objectives of the institutions. Job interest is promoted and staff morale boosted thus
improving the relationship between the management and its employees. Contingency-
In this approach, the management reacts to issues in different ways according to the
situation at hand. It is also referred to as the situational approach. This approach can
also be defined as the management technique that best contributes to the attainment of
organizational goals which might vary in different types of situations or
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circumstances. This style was developed by managers, consultants and researchers
who tried to apply the concepts of the major schools to real life situation.
A technique that works in one case will not work in all cases. According to this
approach the managers task is to identify which technique will, in a particular
situation, under particular circumstances and particular time, best contribute to the
attainment of management goals. In contrast the contingency approach showed
renewed concern with the importance of structure as a significant influence on
organization performance. This approach highlights possible means of differentiating
among possible alternative forms of organizational structures and systems of
management (Irwin, 2008).
The most appropriate structure and system of management is therefore dependent
upon the contingencies of the situation for each particular organization. The
contingency approach implies that organization theory shouldnt seek to suggest one
best way to structure or manage organization but should provide insights into the
situational and contextual factors which influence management decisions. Major
contingency models of leadership include; Fiedlers contingency model-this theory
was developed by Fielder based on studies of a wide range of group situations and
concentrated on the relationship between the leadership and organizational
performance In order, to measure the attitudes of the leader, Fielder developed a least
preferred co-worker(LPC) scale. This measures the rating given by the leaders about
the person with whom they could work least with. Fielders work brings into
considerations the organizational variables which affect leadership effectiveness and
suggests that in given situations a task-oriented or structured style of leadership is
most appropriate. The best styles of leadership will be dependent upon the variable
factors in the leadership situation. Position power, task structure and leader member
relations can be changed to make the situation more compatible with the
characteristics of the leader (Hannagon, 2004).
Vroom and Yetton contingency model bases its analysis on two aspects of a leaders
decision, its quality and its acceptance. Decision quality or rationality is the effect that
the decision has on group performance. Decision acceptance refers to the motivation
and commitment of group members in implementing the decision. The third
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consideration is the amount of time required to make the decision. This model
suggests five main management decision styles; Autocratic whereby the leader solves
the problem or makes the decision alone using information available at the time or
obtains information from subordinates but then decides on a solution alone.
Consultative approach - The problem is shared with relevant subordinates,
individually. The leader then, makes the decision which may or may not reflect the
influence of subordinates or the problem is shared with the subordinates as a group
then the leader makes decision which may or may not reflect the influence of
subordinates (Vroom & Yetton, 1990).
2.2.3 Workload
Workload is the amount of work assigned to or expected from a worker in a specified
time period. The amount of work given to employees goes hand in hand with their
skills and job description. One is supposed to be given tasks for which they qualify
for. The amount of job will determine the type of relationship between the
management and its employees. Managers should always be fair in the distribution
and allocation of tasks. Equality is a very important factor in terms of workload and in
the aim of ensuring a good relationship is developed between the management and its
employees. Workload is a main determinant of the kind of relationship that exists in
the management between the latter and its employees (Armstrong, 2007).
There is no one agreed definition of workload and consequently not one agreed
method of assessing or modeling it. One example definition by Hart and Staveland
(1988) describes workload as "the perceived relationship between the amount of
mental processing capability or resources and the amount required by the task".Workload modeling is the analytical technique used to measure and predict workload.
The main objective of assessing and predicting workload is to achieve evenly
distributed, manageable workload and to avoid overload or under load.
Excess workload caused by a task using the same resource can cause problems and
result in errors or slower task performance. For example, if the task is to dial the
phone then no excess demands are being placed on any one component. However, if
another task is being performed at the same time that makes demands on the same
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component(s), the result may be excess workload. The relationship between workload
and performance is complex. It is not always the case that as workload increases
performance decreases. Performance can be affected by workload being too high or
too low. Sustained low workload (under load) can lead to boredom, loss of situation
awareness and reduced alertness. Also as workload increases performance may not
decrease as the operator may have a strategy for handling task demands (Nachreiner,
1995).
Hopkins developed a training methodology, where the background to his training
theory is that complex skills are, in essence, resource conflicts where training has
removed or reduced the conflicting workload demands, either by higher level
processing or by predictive time sequencing. His work is in effect based on Gallwey
(1974) and Morehouse (1977). The theory postulates that the training allows the
different task functions to be integrated into one new skill.
Appropriate Human Resource Management (HRM) can motivate employees, develop
their capabilities and enhance their productivity. A firms HRM practices could create
an environment that elicits more customer-oriented behavior from employees. In turn,
the behavior that these employees display will positively impact on service quality.
However, employee workloads may influence the success of HRM practices. For
example, if an employee has a heavy workload, meaning that they lack the ability to
take on additional tasks, using incentives may not have a significant effect. Under this
circumstance, the appropriate HRM practices should focus on training programs that
develop the capabilities and productivity of employees. (Morrison, 1996).
However, before selecting the HRM practices to adopt, the workload levels of
employees should be considered, since they may influence the success of such efforts
and the relationship between the management and the employees. The HRM
department is aimed at ensuring good organizational relations (Franco et al., 2002).
A long-term heavy workload can affect an employees physical or mental health,
performance, or productivity. Consequently, heavy workloads have been shown to
have a negative impact on turnover (Iverson and Pullman, 2000).
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2.2.4 Training
Definition of training can be agreed to be a learning experience in that it seeks a
relatively permanent change in an individual that will improve his/her ability to
perform on the job. It may mean changing what employees know, how they work
their attitudes towards their work or their interaction with their co-workers or their
supervisor.
Training is vital for high productivity and every Company requires the employees to
have an appropriate set of skills (Multi-Skilled) so as to cope with the various
demands of the job. The new skills strengthen their sense of job ownership and
become more important as employees are expected to assume more decision-making
roles in a de-layered organizational structure. Regular and relevant training
programmes energize employees at all levels and ensures that they have the necessary
skills to efficiently perform and to help the company compete in the market place.
These skills requirements altogether limit the entry of new staff into companies in the
private sector. Much has been argued about the role and utility of training particularly
non-technical or non-skill training.
To succeed and survive, organizations need to re-invent themselves regularly.
Learning underpins the efforts of a management team that does not shy away from the
challenge of change and proactively seeks to find better ways of doing things. The
routine act, find out what works, reflect and retain desirable behaviours needs to
permeate all levels of organizations at both individual and group level. In short, the
challenge is to strike the right balance between learning and control, change and
stability, thought and action (Laegreid, 2001).
Laegreid (2001) argue that maintaining the right skill mix and enhancing employee
flexibility are two sides of the same coin and a direct consequence of a more unstable
business environment, necessitating more frequent re-inventions and a continuous
search for better ways of doing things. Training should be viewed as an activity that
should be undertaken by performing a set of tasks in a sequential order in each of its
three phases such as pre-training (planning/designing), training [implementation] and
Post training (application and evaluation). It is a joint activity of three such actors as
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Provider (Training institutions or trainers), receivers (trainees) and users [work,
organization or employer and trainers themselves] and hence its success depends very
much on collaborative efforts of all these actors (Boer, 2005).
Job enrichment also provides opportunities for individual growth and skills
development, challenge, meaningful work, autonomy and where the end results of
employees work are seen; Improved productivity. When each and every employee is
valued openly and supported with the capabilities that an organization provides-
motivation explodes within the organization. (Wilson and Hogarth, 2003).
Training provides a positive learning environment which is required so as to meet the
present and future needs of the organization. The existence of such an environment
depends on the active encouragement and support of the top management, the belief
by the line management that training activities pay off and the extent to which the
workforce generally are motivated to learn. The human resource department should
provide learning and training opportunities to employees that will convince them that
they will benefit.
Cole (1997) viewed training of employees as an issue that had to be faced by every
organization even though the amount and quantity of training will vary from one
organization to another differ in policies. He further observed that a systematic
approach to training would generally follow a logic sequence of activities
commencing with the establishment of a policy and resources to sustain it.
Miller (1979) stated that the training methods should always consider the employees
priorities and also address their concerns. Luthans Fred (1992) argues that training is
the backbone of organizations and just like any other resource it should be managed
economically.
Bennet & Roger (1989) said that technology advances and the structure of work life
changes, thus the need for assessment of current re-training measures and practices
become more important.
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Rosemary (1998) identified several factors that influence training. Such factors
include; environment of the organization, opportunities and constraints, threats and
challenges, business goals and strategies, organizational structure and culture etc.
The benefits of training both to the employees and the organization should be outlined
to give them a clear picture as to why it is important. Investing in people by training
them for the best returns in the business involves commitment.
Training programme must be properly designed to make it meaningful and interesting.
This attribute improves the efficiency and effectiveness of training programmes.
Training is what will work in gaps left by inadequacies of education, the dislocation
of apprenticeship and the delay and division of family and elders. Training is a highly
visible phenomenon in the developing countries. Modernization means a perception
of gaps and self-conscious comparisons, the institutionalization of careers and
objective changes in education apprenticeship and family. (Schaffe, 1974).
Trainers must be aware of the close relationship between training and profit. Training
for the sake of training is not the order of the day. Training is needed not only to
create skilled workforce, but also to maintain the high level of skills demanded by the
constantly changing workplace and to equip people to meet future demands. (Pont,
2003).
2.3 Critical Literature
Jack Zigon (1998) defines reward as something that increases the frequency of an
employee action. This definition points to an obvious desired outcome of rewards
and recognition: to improve productivity. Non-monetary recognition can be very
motivating, helping to build feelings of confidence and satisfaction.
Daren port and Purank (1987) observe that various researchers have observed various
differences in the management style across countries and the role of top management.
In many big organizations, top management is viewed as the central process unit of
the company making useful sections and commanding behaviours of the rest of the
company. Visible top leadership is the norm and therefore a strategic innovation and
changes management are viewed as top management responsibilities. Strategic
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changes are formulated by the top management and implemented by the lower level
staff. It is not necessarily the intention that top managers initiate the entrepreneurial
activities themselves changes come from within the body of the organization instead
of being imposed in it from above.
As Morrison (1996) stated, appropriate Human Resource Management (HRM) can
motivate employees, develop their capabilities and enhance their productivity. A
firms HRM practices could create an environment that elicits more customer-oriented
behavior from employees. In turn, the behavior that these employees display will
positively impact service quality. However, employee workloads may influence the
success of HRM practices. For example, if an employee has a heavy workload,
meaning that they lack the ability to take on additional tasks, using incentives may not
have a significant effect. Under this circumstance, the appropriate HRM practices
should focus on training programs that develop the capabilities and productivity of
employees. (Morrison, 1996).
Cole (1997) Viewed training of employees as an issue that had to be faced by every
organization even though the amount and quantity of training will vary from one
organization to another differ in policies. He further observed that a systematic
approach to training would generally follow a logic sequence of activities
commencing with the establishment of a policy and resources to sustain it. Miller
(1979) on the other hand stated that the training methods should always consider the
employees priorities and also address their concerns. Luthans Fred (1992) argues that
training is the backbone of organizations and just like any other resource it should be
managed economically.
All the authors, though they have extensively written on reward policy, management
style, workload and training, have failed to clearly show how these variables impact
in on employment relations, especially in the public sector. This researcher therefore
attempted to fill the gap left by the authors reviewed by clearly showing the impact of
reward policy, management style, workload and training of employment relations in
the public sector.
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2.4 Summary
The foregoing literature review on reward policy, management style, workload and
training have not succeeded in showing the link between these variables and
employment relations. The authors reviewed have mostly dwelt on how they affect
employee productivity. Therefore this study aimed at establishing how reward policy,
management style, training and workload are linked to and affect employment
relations.
2.5 Conceptual Framework
Figure 2.1 Conceptual Framework
Independent Variables Dependent Variable
Source: Author (2012)
Reward Policy
Management Style
Workload
Training
Employment Relations In
Public Sector
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2.5.1 Reward Policy
Employee Reward covers how people are rewarded in accordance with their value to
an organization. It is about both financial and non-financial rewards and embraces the
strategies, policies, structures and processes used to develop and maintain reward
systems. The ways in which people are valued can make a considerable impact on the
effectiveness of the organization and is at the heart of the employment relationship.
The aim of employee reward policies and practices is to help attract, retain and
motivate high-quality people.
2.5.2 Management Style
The leadership method a manager uses in administering an organization. For example,
it may be said a manager has a very informal style, which signifies that the manager
does not practice close supervision and believes in open communication.
2.5.3 Workload
Workload is the amount of work assigned to or expected from a worker in a specified
time period. The amount of work given to employees goes hand in hand with their
skills and job description. Employees are supposed to be given tasks for which they
qualify for. The amount of job will determine the type of relationship between the
management and its employees.
2.5.4 Training
Definition of training can be agreed to be a learning experience in that it seeks a
relatively permanent change in an individual that will improve his/her ability to
perform on the job. It may mean changing what employees know, how they work
their attitudes towards their work or their interaction with their co-workers or their
supervisor.
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CHAPTER THREE
RESEARCH, DESIGN AND METHODOLOGY
3.1 Introduction
This chapter presents the research design, target population, sample design and
procedure data collection instrument and data analysis procedures.
3.2 Research Design
Research design is a framework of every stage of the collection and analysis of data.
This study employed a descriptive research design whereby according to Kothari
(2004) defined it as those studies which are concerned with describing the
characteristics of particular individual group. Descriptive research design involves
collecting information through interview and administering questionnaires. It portrays
on accurate practice of persons, events or situations. It seeks to establish factors
associated with certain occurrence, outcomes, conditions or types of behavior. This
method involves more than collection of data measurement, classification analysis
and interpretation of data to be collected.
A descriptive research design has large samples and gathers data from a relatively
large number of cases at a particular time. It involves describing recording, analyzingand interpreting conditions that either exist or existed thus the variables that exist or
have already occurred and selected and observed. The design is also appropriate for
social and behavioral sciences and involves field research. However, it will require
caution when drawing conclusions because it is difficult to know how typical the
selected cases really are and also the rigidity calls for protection against bias and
reliability must be maximized as the aims are to obtain computer and accurate
information (Mugenda & Mugenda, 2003).
3.3 Target Population
Mugenda and Mugenda (2003) defined target population as the specific complete
group that fit a research specification for the researcher to generate the results of the
study. The target population that was used in this study are the head office staff of
Kenya National Audit Office. It was made up of 150 staff grouped into three groups
namely; Top Management, Middle Level Management and Operations staff.
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Table 3.1 Target Population
Category Target Population Percentage
Top Management 15 10
Middle Level Management 45 30
Operations Staff 90 60
Total 150 100
Source; Author 2011
3.4 Sampling Design
This is a representative of the population that was targeted and the researcher used
stratified random sampling whereby the population was divided into strata on the
basis of the subgroups. Stratified random sampling was preferred because it gave
every member of the population an equal chance of being selected. A sample of 30%
was drawn from each stratum from which the respondents were randomly picked asshown in the table below.
Table 3.2 Sample Design
Category Target Population Sample Size Percentage
Top Management 15 5 11
Middle Level Management 45 13 29
Support Staff 90 27 60
Total 150 45 100
Source: Author (2011)
3.5 Data Collection Instruments and Procedures
The researcher used questionnaires as the main data collection instrument for the
study. The questionnaires will consist of a number of questions printed and typed in a
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defined order. The questions were of two types; open-ended and closed-ended. The
open-ended questions had a space provided for relevant explanation by the
respondents, the closed-ended questions provided a list of all possible alternatives
from which respondents choose the answers that best suits them. The questions were
also very specific so as to provide short and precise answers. The questionnaires were
then administered to the respondents and collected later to give them enough time to
fill them.
3.6 Data Analysis Methods
Data analysis is the process of packaging the collected information in a form that can
be understood by the person who is undertaking the research study. Before analyzing
the data, it was first edited and coded. The data was then analyzed using quantitative
and qualitative techniques then the results have been presented in percentages, pie
charts and graphs for easier understanding and interpretation.
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CHAPTER FOUR
DATA ANALYSIS PRESENTATION AND INTERPRETATION
4.1 Introduction
The chapter discusses the analysis data collected from the respondents, the
presentation and interpretation of the data analysis results. The researcher issued
questionnaires to the 41 respondents and the responses received by the researcher
have been used for the data analysis presented in this chapter.
4.2 Presentation of the Findings
4.2.1 Response rate
Table 4.1 Response Rate
Category Frequency Percentage
Response 37 82
No Response 8 18
Total 45 100
Source: Author (2012)
Figure 4.1 Response Rate
Source: Author (2012)
82%
18%
Response
No Response
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The researcher distributed 45 (45) questionnaires to the field and 37 (82%) of them
were fully filled and returned while 8 (18%) were not returned. This shows a good
and high response rate that was adequate for this study.
4.2.2 Gender Analysis
Table 4.2 Response according to gender
Gender Response Percentage
Male 16 44
Female 21 56
Total 37 100
Source: Author (2012)
Figure 4.2 Response according to gender
Source: Author (2012)
Table and Figure 4.2 above show 16 male respondents (44%) compared to 21 female
respondents (56%). This can be concluded that there are more female staff that male
staff at KENAO.
44%
56%
Male Female
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4.2.3 Highest Level of education
The researcher considered the education background of the respondents to find
out the highest level of education attained by each of them.
Table 4.3 Highest Level of Education
Category Frequency Percentage
Secondary 6 16
College 9 24
University 22 60
Total 37 100
Source: Author (2012)
Figure 4.3 Highest Level of Education
Source: Author (2012)
From the analysis show in table and figure 4.3 above, 16% of the respondents
had secondary level education, 24% had college level education while the
0
10
20
30
40
50
60
Secondary College University
16%
24%
60%
PERCETNAGE
CATEGORY
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majority of them 60% had attained university level education. This is an
indication that most of the employees of KENAO are well educated.
4.2.4 Age Analysis
On the age of the respondents the findings were as follows
Table 4.4 Age of Respondents
Age (years) Frequency Percentage
18-25 4 12
26-35 10 28
36-41 12 32
42-49 7 18
50 and above 4 10
Total 37 100
Source: Author (2012)
Figure 4.4 Age of Respondents
Source: Author (2012)
0
5
10
15
20
25
30
35
18-25 26-33 34-41 42-49 50 and
above
12%
28%
32%
18%
10%PERCENTAGE
CATEGORY
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Table and figure 4.4 above show that 12% of the respondents were between the ages
of 18-25, 14% were between ages 26-35, 16% were between ages 36-41, 9% were
between ages 42-49 and 5% were in the range of 50 and above. The researcher
observed that the majority of the respondents were between the ages of 34-41
4.2.5 Years of service
The researcher wanted to find out how long the respondents had been working at
KENAO. The respondents had different levels of experience in the company as shown
in the table below
Table 4.5 Years of Service
Years in Service Frequency Percentage
Less than 1 year 5 14
1-5 years 5 14
6-10 years 15 40
Over 10 years 12 32
Total 37 100
Source: Author (2012)
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Figure 4.5 Years of Service
Source: Author (2012)
From the figure above it is noted that 14% of the respondents had less than 1 yearexperience of service, 14% had between 1-5 years experience, 40% had between 6-10
years of experience and 32% had over 10 years of service at KENAO. It is observed
that that majority of the respondents (72%) in the company had worked there for over
5 years
0%
24%
28%
34%
14%
Less than 1 year
1-5 years
6-10 years
11-15 years
Over 15 years
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4.2.6 Reward Policy
Table 4.6 Effect of Reward Policy
Category Response Percentage
Yes 31 84
No 6 16
Total 37 100
Source: Author (2012)
Figure 4.6 Effect of Reward Policy
Source: Author (2012)
The table and figure 4.6 above show that the majority (84%) indicated that reward
policy affect employment relations at KENAO while 16% said reward policy does not
affect employment relations.
84%
16%
Yes
No
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4.2.7 Extent of the effect of Reward Policy
Table 4.7 Extent of the effect of Reward Policy
Response Frequency Percentage
Great 25 67
Moderate 7 19
Low 5 14
Total 37 100
Source: Author (2012)
Figure 4.7 Extent of the effect of Reward Policy
Source: Author (2012)
Table 4.7 and figure 4.7 above show that 67% of the respondents agreed that reward
policy affect employment relations to a great extent at KENAO, 19% said to a
moderate extent and 14% said to a low extent. This means that reward policy is a
major determinant when it comes to employment relations.
67%
19%
14%
Great
Moderate
Low
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4.2.8 Effect of Management Style
Table 4.8 Effect of Management Style
Category Response Percentage
Yes 28 76
No 9 24
Total 37 100
Source: Author (2012)
Figure 4.8 Effect of Management Style
Source: Author (2012)
The table and figure 4.8 above show that the majority (76%) indicated that
management style affect employment relations at KENAO while 24% said reward
policy does not affect employment relations.
76%
24%
Great
Moderate
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4.2.9 Extent of the effect of Management style
Table 4.9 Extent of the effect of Management Style
Response Frequency Percentage
Great 26 70
Moderate 8 22
Low 3 8
Total 37 100
Source: Author (2012)
Figure 4.9 Extent of the effect of Management Style
Source: Author (2012)
Table 4.9 and figure 4.9 above show that 67% of the respondents agreed that
management style affect employment relations to a great extent at KENAO, 19% said
to a moderate extent and 14% said to a low extent. This means that management style
is a major determinant when it comes to employment relations.
70%
22%
8%
Great
Moderate
Low
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4.2.10 Effect of Workload
Table 4.10 Effect of Workload
Category Response Percentage
Yes 30 81
No 7 19
Total 37 100
Source: Author (2012)
Figure 4.10 Effect of Workload
Source: Author (2012)
The table and figure 4.10 above show that the majority (89%) indicated that workload
affect employment relations at KENAO while 19% said workload does not affect
employment relations.
89%
19%
Great
Moderate
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4.2.11 Extent of the effect of Workload
Table 4.11 Extent of the effect of Workload
Response Frequency Percentage
Great 23 62
Moderate 10 27
Low 4 11
Total 37 100
Source: Author (2012)
Figure 4.11 Extent of the effect of Workload
Source: Author (2012)
Table 4.11 and figure 4.11 above show that 62% of the respondents agreed that
workload affect employment relations to a great extent at KENAO, 27% said to a
moderate extent and 11% said to a low extent. This means that workload is a major
determinant when it comes to employment relations.
62%
27%
11%
Great
Moderate
Low
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4.2.12 Effect of Training
Table 4.12 Effect of Training
Category Response Percentage
Yes 33 89
No 4 11
Total 37 100
Source: Author (2012)
Figure 4.12 Effect of Training
Source: Author (2012)
The table 4.12 and figure 4.12 above show that the majority (89%) indicated that
training affect employment relations at KENAO while 11% said training does not
affect employment relations.
89%
11%
Great
Moderate
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4.2.13 Extent of the effect of Training
Table 4.13 Extent of the effect of Training
Response Frequency Percentage
Great 30 81
Moderate 5 14
Low 2 5
Total 37 100
Source: Author (2012)
Figure 4.13 Extent of the effect of Training
Source: Author (2012)
Table 4.13 and figure 4.13 above show that 81% of the respondents agreed that
training affect employment relations to a great extent at KENAO, 14% said to a
moderate extent and 5% said to a low extent. This means that training is a major
determinant when it comes to employment relations.
81%
14%
5%
Great
Moderate
Low
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4.3 Summary of Data Analysis
4.3.1 General Information
The response rate was high, 82% of the questionnaires distributed were returned fully
filled. While only eleven (18%) of them were not returned were not returned. Gender
analysis showed that male respondents made up (44%) compared to female
respondents at 56%. This can be concluded to mean that there are more female staff
that male staff at KENAO.
The researcher considered the education background of the respondents to find out
the highest level of education attained by all of them. 16% of the respondents had
secondary level education, 24% had college level education while the majority of
them 60% had attained university level education. This is an indication that most of
the employees of KENAO are well educated.
Analysis of the respondents ages revealed that12% were between the ages of 18-25,
14% were between ages 26-33, 16% were between ages 34-41, 9% were between ages
42-49 and 5% were in the range of 50 and above. The researcher observed that the
majority of the respondents were between the ages of 34-41 years.
The researcher also analysed the working experience of the respondents which
revealed that 10% of the respondents had less than 1 year experience of service in the
company, 24% had between 1-5 years experience, 28% had between 6-10 years of
experience and 34% had between 10 and 15 years experience while 15% had over 15
years of service at KENAO. It is observed that that majority of the respondents (76%)
in the company had worked there for over 5 years
4.3.2 Reward Policy
Responses received on the issue of reward policy indicate that majority of respondents
(84%) indicated that reward policy affect employment relations at KENAO while the
minority (16%) said reward policy does not affect employment relations.
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4.3.3 Management Style
On whether management style has an effect on employment relations at KENAO,
majority of respondents (76%) indicated that management style affect employment
relations while 24% said reward policy does not affect employment relations.
4.3.4 Workload
The study revealed that workload affects employment relations as the majority of
respondents (89%) indicated that workload affect employment relations at KENAO
while 19% said workload does not affect employment relations.
4.3.5 Training
Training was also cited as having an effect on employment relations. Majority (89%)
indicated that training affect employment relations at KENAO while 11% said
training does not affect employment relations.
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CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1. Introduction
This chapter presents the summary of the findings, the conclusion and the
recommendations that need to be put in place in order to improve employment
relations in public institutions. Finally the researcher has suggested the need for
further research has been given in order to shed more light on employment relations.
5.2 Summary of Findings
5.2.1 What is the effect of reward policy on employment relations?
Many of the respondents (67%) of the respondents agreed that reward policy affect
employment relations to a great extent at KENAO, 19% said to a moderate extent and
14% said to a low extent. This means that reward policy is a major determinant when
it comes to employment relations.
5.2.2 How does management style affect employment relations?Majority of respondents (67%) agreed that management style affect employment
relations to a great extent at KENAO, 19% said to a moderate extent and 14% said to
a low extent. This means that management style is a major determinant when it comes
to employment relations.
5.2.3 What is the effect of workload on employment relations?
Workload burden on employees was also cited as having an effect on employment
relations within the organization. 62% of the respondents agreed that workload affect
employment relations to a great extent at KENAO, 27% said to a moderate extent and
11% said to a low extent. This means that workload is a major determinant when it
comes to employment relations.
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5.2.3 What is the effect of training on employment relations?Responses on the extent to which training affects employment relations show that
81% of the respondents agreed that training affect employment relations to a great
extent at KENAO, 14% said to a moderate extent and 5% said to a low extent. This
means that training is a major determinant when it comes to employment relations.
.
5.3 Conclusion
Stable employment relations are of critical importance in the success of any
organization, whether it is a public or private entity. The factors under study have all
been found to influence employment relations in public institutions. Reward policy of
the organization should be designed in such a way that it boosts the morale of
employees. The management style used should be one that allows all staff to
participate in decision making. There should be balanced workload in a way that some
employees do not think that they are doing more work than others and training should
be continuously used in order to improve staff competencies.
5.4 Recommendations
Based on the foregoing findings of this study, the researcher offers the following
recommendations
5.4.1 Reward Policy
The reward policy of off public institutions should try to match those of the private
sector. Staff should be well rewarded for their input into the organization. Other formsof rewards should be offered to the staff over an above the normal salaries and
allowances. This is sure to motivate them to put more effort in their work.
5.4.2 Management Style
Public institutions should employ a participatory and democratic type of leadership
that allows al staff to participate in decision making at all levels. By doing this
employee morale will be boosted by making them know that they are part an parcel ofthe organization and this will contribute to improved employment relations.
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5.4.3 Workload
The Workload for each employee should be commensurate with the compensation
received. No employee should be made to feel that he/she is overworked more than
others.
5.4.4 Training
Continuous training should be incorporated in all public institutions in order to
improve employee skills.
5.5 Suggestion for Further Study
The researcher feels there still room for more studies to be done in the area of
employment relations and calls for other researcher to look into other factors not
covered in this study.
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APPENDIX I
RESEARCH QUESTIONNAIRE
Instructions to Respondents
The following questionnaire is designed to collect data on factors affecting
employment relations in the public sector. The information given will be treated as
confidential and used for academic purposes only. Please tick where appropriate and
fill in the spaces provided.
SECTION A: GENERAL INFORMATION
1) Gender: Male [ ] Female [ ]
2) Age 18-25 [ ] 26-35 [ ]
36-45 [ ] 46-55 [ ]
Over 55 [ ]
3) For how long have you worked at KENAO
1-5 years [ ]
5-10 years [ ]
Over 10 yrs [ ]
4) Highest level of Education
Secondary [ ]
College [ ]
University [ ]
SECTION B: REWARD POLICY
5) Does reward policy affect employment relations at KENAO?
Yes [ ]
No [ ]
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