delegation propasal sharifah

8/16/2019 Delegation Propasal Sharifah

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THE EFFECT OF DELEGATION ON EMPLOYEE PERFORMANCE IN RESTLESS

DEVELOPMENT UGANDA

BY

KIBIRANGO SHARIFAH

213-033072-06140

BPA

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF PUBLIC

ADMINISTRATION, FACULTY OF MANAGEMENT IN PARTIAL FULFILLMENT

OF THE REUIREMENTS FOR THE !ARD OF A BACHELORS DEGREE OF

PUBLIC ADMINISTRATION OF THE ISLAMIC

UNIVERSITY IN UGANDA

FEB 2016

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DECLARATION

I, Kibirango Sharifah, do hereby declare that this dissertation is original and has not been

published or submitted for any other degree award to any other University before.

Signed: .......................................................... Date: ...........................................

Kibirango Sharifah

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APPROVAL

his serves to certify that this dissertation satisfies the partial fulfillment of the re!uirements for

the award of a degree of a "acholor#s degree of public $dministration of the Islamic University

in Uganda

Supervisor

i. %r.&oloba 'ydary

Signature:((..((((((((((( Date:........................................................

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ACKNO!LEDGEMENT

I am grateful to all my supervisor %r. &oloba 'ydar for supervising my wor) and giving me

valuable, clear and professional guidance on this study from the beginning to the end.

%y sincere gratitude and appreciation go to my course lecturers for their most valuable and

dependable lectures*professional training which laid the foundation and built my confidence to

handle this research pro+ect.

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TABLE OF CONTENTS

D-$/$I1(((((((..(((((((((((((((((((((i

$2/3$((((((((((((.((((((((((((((((((..ii

$K14D5%1(((((((((((((((((((((((((.iii

$" 6 -11S.....................................................................................................7

-'$2/ 1..................................................................................................................8

I1/DU-I1...............................................................................................................8

9.0 "ac)ground to the study................................................................................................8

9.9 Statement of the problem...............................................................................................

9.7 b+ectives of the study..................................................................................................

9.7.9 he general ob+ective..................................................................................................

9.7.7 Specific ob+ectives......................................................................................................

he study comprises of the following specific ob+ectives...................................................

9.8 /esearch !uestions.........................................................................................................;

9.< Scope of the Study.........................................................................................................;

9.


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-'$2/ '/...........................................................................................................9

%'D5?............................................................................................................9

8.0 Introduction..................................................................................................................9

8.9 /esearch Design..........................................................................................................9

8.9.9 Study 2opulation.......................................................................................................9;

8.9.7 Sample Si@e and sampling methods of the study......................................................9;

8.9.8 Sampling techni!ue..................................................................................................9;

8.7 Data -ollection %ethods.............................................................................................9=

8.7.9 Auestionnaires..........................................................................................................9=

8.7.7 Interviews.................................................................................................................9>

8.7.8 Documentary review.................................................................................................9>

/6/1-S:.................................................................................................................9B

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CHAPTER ONE

INTRODUCTION

1"0 B#$%&'()*+ ( . /)+

Delegation is one of modern trends practiced by managers. It#s function stands out

contributing and increasing the level of motivation of employees and achieving positive

returns for Can organi@ation with a manager and Can employee with a customer both. n

the level of an organi@ation, it achieves competitive advantage, )nowledge inventory,

increases the level of productivity and speed in finali@ing tas)s effectively. n the level of

manager, it alleviates functional burdens, gains employeesE satisfaction and builds

cooperation and trust between manger and employees giving a chance for manger to have

fullFtime for reali@ation more important wor). So, it reduces physical and intellectual efforts

eGerted by manager and other employees. n the level of an employee, it wor)s on

achieving functional empowerment, constructing alternative and administrative leadership,

ma)ing employees feel selfFconfidence and motivation for Gcellency in performance. n

the level of customer, it meets the needs of customers rapidly, delivering or providing the

service will not be delayed due to delegation authority. 5iving the customer a higher level of

care and attention, building customerEs perceived and creating loyalty and mutual respect for

an organi@ation and production in which the organi@ation produced.

It can be said that the method of delegation authority becomes inevitable issue for every

organi@ation whether in public or private sector. It is not optional due to many reasons that

have connected and brought developments and changes to the organi@ations including that

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Cincreasing their si@e and diversity of products, multiplicity of their products and spread of

their branches in different geographical @ones and different local, regional and international

levels.

%anagers have been imposed for the necessity to have a way for helping them in facilitating

business affairs and alleviating the burdens in which they aren#t tolerated, implemented and

controlled by a manger. n other hand, different social and environmental transformations in

organi@ations have been changed since the classical school was differentiated by centralism

and sub+ecting to orders of managers without reluctance. Implementing processes and

procedures become more fleGible, and free due to employees. he results of applying this

sprinciple has helped employees to be enhanced, imposed different functional rights for

them, and necessity to transform from dictatorship to democracy associates with modern

trends of management and employeesE desires and wishes. In addition, managers will be able

to maintain their +ob position and preserve the process of facilitating business affairs,

employeesE loyalty, enabling to be remained and achieving performance efficiency.

It is also widely accepted by organi@ational theorists that human resource is one of the most

important assets of an organi@ation because the main activities of the firm are done through

employees C$mabile, 9BB8. $rmstrong C700; mentioned that the people who wor) in

organisations are the most important resources with which success can be attained. In other

words, the success of an organi@ation in reali@ing its ob+ectives heavily depends on the

performance of its employees. Delegation is one such factor affecting the performance of

employees in organisations.

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1"1 S#..* ( . '(5.

It stands out reality to the phenomenon of delay in delivery of services to citi@ens, reviewers

and routines from perspective of researchers based on thoughts of customers in order to

obtain variety services, functional +ob methods and technical tas)s done by employees at

Sawa 4orld organisation CS4, which leads the capacity to absorb a long time with clients

and reviewers to obtain the re!uired services. he results will be accumulation of business

affairs on citi@ens and wasting time and effort of employees and clients. he !uestion of

what is the effect of delegation on employeesE performance due to efficiency, effectiveness,

decision ma)ing, empowermet and assignment has been emerged.

1"2 O.$8./ ( . /)+

1"2"1 T. &.*.'#5 (.$8."

he present study will aim at identifying the effect of delegation on employee performance

at Sawa 4orld.

1"2"2 S.$$ (.$8./"

he study comprises of the following specific ob+ectives.

i. o eGamine the effects of delegation on efficiency at Sawa 4orld rgani@ation.

ii. o eGamine the effect of employee empowerment on employee pergormance at Sawa 4orld

rgani@ation

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iii. o eGamine the effect of employee assignment on employee performance at Sawa 4orld

rganisation.

1"3 R./.#'$ 9)./(*/

i. 4hat are the effects of delegation on employee performanceH

ii. 4hat are the effects of delegation on employee efficiencyH

iii. 'ow can delegation be empowered and made effectiveH

1"4 S$(. ( . S)+

he scope of the study will be seen in terms of geographical scope, time scope and content

scope as detailed below

1"4"1 G.(&'#$#55 /$(. ( . /)+"

he study will focus on Sawa 4orld rgani@ation Uganda because limited time and

financial resources could not allow for the study to be conducted in all 15s in Uganda.

1"4"2 C(*.* /$(. ( . /)+"he study will focus on the effects of delegadation on employee performance in 15s, with

particular reference to Sawa 4orld rgani@ation Uganda.

1"4"3 T. /$(.

he study in terms of periodic scope was limited to the period between 700; and 709


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1": S&*$#*$. ( . S)+

It lies on the importance of the topic related to delegation from high management to lower

managerial levels of employees at Sawa 4orld Uganda. Studying such phenomenon

discovers the level of centralism and decentralism applied in management of municipality

affairs in which a lot of wor) and different services are implemented for local community

and citi@ens due to increasing the level of service, performance and speed.

his matter is going to achieve a higher level of satisfaction and loyalty to customers.

Delegation of employee reflects positive returns achieving efficiency, effectiveness and

empowerment. In addition creating alternative leadership, trust, cooperation between

functional high and medium levels or between employer and employees.

C(*$.)#5 F'#.;('%

F&)'. 1< C(*$.)#5 '#.;('%

I*+..*+.* V#'#5./ I*.'8.**& V#'#5./ D..*+.* V#'#5.

=

=

Source: 4ignara+a, K. C700;. $s modified by the researcher.

he conceptual frame wor) shows the relationship between delegation incentives and the

employee performance. Delegation incentives are ta)en as the independent variables and

employee performance as the dependent variable. Delegation incentives include +ob recognition,

D.5.(*

• Salary increament

•

2romotion• &ob empowerment

• /ecognition

•

S# .'('#*$.

• imely delivery of

wor)

• Improved productivity

• 4or)er !uality

• -reativity

• I*.'8.**& V#'#5./ <

• wor) environment

• leadership styles

• or ani@ational culture


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/ecruitment, salary increament, promotion and +ob empowerment. 4or) environment, leadership

styles and organisational culture and values are intervening variable. mployee performance has

been conceptuali@ed as timely delivery of wor), creativity, teamwor), wor) !uality, creativity

and improved productivity .

he model suggests that delegation incentives can contribute significantly to employee

performance with help of the intervening variables. Delegation incentives namely +ob

recognition, promotion and &ob empowerment positively affect employee performance. he

model further assumes that the wor) environment, leadership styles and organisational culture

and values would have intervening effect on the relationship between delegation incentives and

employee performance. he model suggests that delegation incentives can contribute

significantly to employee performance with help of the intervening variables .

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CHAPTER T!O

LITERATURE REVIE!

2"1 I*'(+)$(*

he purpose of this chapter is to review related literature by other researchers and how they

relate to this study. he chapter will present literature on delegation of employee on

employee performance giving clear eGplanation on assignment, efficiency and

empowerment.

T. ..$ ( +.5.(* (* .$.*$ #*+ ..$8.*.//"

'ashem et. al, C7098 conducted a study on the impact of structural empowerment in

achieving psychological empowerment. he study has reached that there is a statistical

significant between availability of structural empowerment represented by delegation of

authority, 2ersonality development, participation and Development innovative behavior on

achieving psychological empowerment represented by oneEs awareness that he holds an

important and meaningful +ob position, feeling effective, independent and capability to be

effective.

$F%atouh C7008 studied the role of delegation of authority in achieving the ob+ectives of

an organi@ation. he study has reached that delegation of has played a basic role in

achieving business fast. It raises the morale among wor)ers. It allows the chance for

building employees and enables them to alternative leadership and ability to manage

organi@ations.

T. ..$ ( ( .(;.'.* (* .5(.. .'('#$.

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he study of $FAaryouti C700; on the feeling +ob empowerment among managers of

middle management level in Kuwait. he study depended on a random sample reached to

C


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in yamen il -ompany was low. $lso, there is a strong and positive relation between

successes of delegation process and headsE sufficiency. he company has sought for

achieving its ob+ectives in the light of ta)ing effective decisions. In addition, if the company

doesn#t apply authority delegation among employees, this will depress them and there is no

motivation in implementing managerial decisions. So, high managements decisions will not

be effected and have important value.

"ut the study of Senyuta C7098 titled delegation and performance. his paper empirically

investigates how the level of authority delegation is related to the performance of an

organi@ation. Decentrali@ed, hori@ontal organi@ational structure ta)es advantage of more

efficient decision ma)ing, mainly due to more efficient use of LsoftL information. he cost of

such decentrali@ation is the loss of control and the need to properly incentivi@e agents who

are legitimately given the authority to ma)e decisions. his is the tradeFoff organi@ation

faces when deciding on the level of authority delegation.

he study of She)ari, et al C7099 on the relationship between delegation authority process

and rate of effectiveness: case study municipality regions of %ashhad. 6indings of this study

suggested that in general, between the delegation authority process and rate of effectiveness

there is a significant correlation C2Fvalue M 0.000, also, between delegation authority

process, including: preparation, appreciation stage and effectiveness, there is a significant

relationship. he greatest effect among five stage of delegation authority process, the aspects

of appreciation and preparation is related to, So that the power of eGplains appreciation e!ual

to 0.9; and the power of eGplains preparation e!ual to 0.9


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authorityFdelegation game. Individuals often retain authority even when its delegation is in

their material interest suggesting that authority has nonpecuniary conse!uences for utility.

$uthority also leads to overprovision of effort by the controlling parties, while a large

percentage of subordinates underprovide effort despite pecuniary incentives to the contrary.

$uthority thus has important motivational conse!uences that eGacerbate the inefficiencies

arising from suboptimal delegation choicesE incentive effects of powerL.

$wawdeh C709


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and in particular, the organi@ation surveyed among the most important results of the research

is to follow the tide of revelation inaccurate for people and committees that have been

delegated authority resulting in some of the directions that do not serve the administrative

wor) in the surveyed rgani@ation, and the method adopted version in organi@ational units is

wea), due to the wea)ness of directors informed of the latest developments that rate

methods modern administrative wor).

$FAaryoni C7008 studied the trends for those who occupy leading +obs in ministries and

public departments in Kuwait for authority delegation. he study has discussed the rends for

those who occupy leading +obs in ministries and public departments in Kuwait for authority

delegation due to the definition, importance, eGtent of relaGation or feeling that it is a threat

for their leading roles. he study has recommended in following suggestions:

• he need to ta)e into account different official sides to select leading functions at

ministries and official departments.

• he need to conduct training courses for the present leaders as conferences and

wor)shops and define disadvantages of centerlisim and authority monopoly by

managers

• he need to provide material and moral incentive employees to accept the

authori@ation, and that by lin)ing efficiency in the eGercise of powers delegated to

them material and moral incentives.

E.$ ( .5(.. #//&*.* (* .5(.. .'('#*$.

he study of 6rehiat $lawneh C7000 on the factors effect of assignments in industry:

an empirical study. he study aimed at identifying the factors effect on assignment in

industry. %any models have been established to interpret some actions and perceptions

relating to assignments. he study reached for following results: most perspectives of

managers were positive. 2ractice delegation associated with conviction of the importance

of the assignment manager level information eGchange mechanisms available in the

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institution. In addition delegation isn#t related to appropriate time for ta)ing decisions by

manager, controlling, employees# eGperience and raising their productivity. he models

has shown that the source of the factors are psychological, mental and personal related to

manager more than to these relate to the institution and economic and legal information.

he study of $F$daila C9BB> on the delegation of authority in &ordanian public

institutions: an empirical study. he study aimed at identifying level and degree of

assignment of managerial authority in public institutions. he results of the study have

shown that the degree of applying delegation was medium. $lso, there is a statistical

significant for variable of method of ta)ing decisions and trust degree among elements of

delegation process and speed in finali@ing transections. In addition, there is a statistical

significant for variables of Cage, +ob position and eGperience. 4hereas, there is no

statistical significant for variable of !ualification.

he study of $wamleh C9BB


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• here were significant obstacles for assignments in both sectors including

wea)ness in trust, lac) of training, rigidity of legislations and retardation of

organi@ational structures.

he study recommended in necessity narrowing the gap between conviction and

authori@ation applied. 1ecessity of adopting clear basics for authori@ation and identifying

its different sides in order to conduct more empirical studies.

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CHAPTER THREE

METHODOLOGY

3"0 I*'(+)$(*

his chapter will present the methodology that will be used during the study. It describes and

discusses the research design, sample si@e and selection, the data collection methods used

and their corresponding data collection instruments, data management and analysis procedure

as well as steps that were ta)en to ensure validity and reliability during the study and

measurement of variables.

3"1 R./.#'$ D./&*

he research design will aim to follow the direction in which the research is employed or

collecting the data relevant to the study, this study will adopt a correlational design which is

used for eGamining relationships between two or more non manipulated variables and in this

matter the relationship between delegation and employee performance. he study will mainly

use !uantitative approach, also a !ualitative approach will be adopted to enable the

researcher capture data that would be left out by the !uantitative approach. his will aim at

capturing more inFdepth information on the topic under investigation.

3"1"1 S)+ P()5#(*

Se)aran, C7008 defines a population as the entire group of people or events or things that a

researcher wishes to investigate. he study will be conducted among Sawa 4orld

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employees. hose employees representented all categories of employees including

managers, full time employees and volunteers. he whole population was estimated at

9=CSawa 4orld Uganda, 709;. It was from this population that the sample si@e was

derived.

3"1"2 S#5. S>. #*+ /#5*& .(+/ ( . /)+

o avoid unguided generalisation, it#s widely recognised that the study chooses a sample

si@e. he study will use a sample si@e of 980 respondents drawn from the study

population of 9= employees of Sawa 4orld Uganda.

T#5. 1< /(;*& ()5#(*, S#5. />. #*+ /#5*& .(+/

#'.# ( /)+ T#'&. P()5#(* S#5. S>. S#5*& T.$*9).

%anagers 90 90 census

6ull time staff


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in terms of accuracy and cost effectiveness putting into consideration the sub+ect matter of

investigation. he researchers will wal) into the premises of respondents, introduced

himself to the respondent as he eGplains the purpose and ob+ectives of the study, and those

who would accept to participate in the study will be given !uestionnaires to fill in.

3"2 D## C(55.$(* M.(+/

he collection of data in this will ta)e two forms, namely the collection of primary data and

the collection of secondary data. he collection of primary data involves the use of

!uestionnaire method to gather information from selected respondents and interviews. he

collection of secondary data involves reviewing the operational manuals, guides, +ournals.

3"2"1 )./(**#'./

he !uestionnaire will be selected for use in this study because it#s !uite popular and low

cost even when the universe is large and is widely spread geographically CKothari 700


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important because it provides inFdepth !ualitative information which may not be possible

to collect with the closed ended !uestionnaire.

9=


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REFERENCES<

$bo!ahv, $bdul Salam C7008. Manager in delegation of authority Guide, 1ew University

2ublishing 'ouse F $leGandria P gypt.

$la!a "da)adir C9BB;. Administration analytical study of the functions and administrative

decisions F 9F &eddah"

$la@ailh, %uhammad $li C9BB>. delegation of authority in the &ordanian public institutions F

mpirical Study F the scientific journal of the Faculty of Economics, University of Aatar F

1umber B"

$F'elou , %ohammed $bdulF$@i@ C7090. he impact of devolution of powers to the

managerial s)ills of employee#s development, Master Thesis.

$li, /e@a., and the %oussawi, Sinan C7009. Functions contemporary management panoramic

overviewF$mman, 4arra! 6oundation 2ublishing.

$F%atouaa, $hmed C7008. he role of delegation of authority in achieve the ob+ectives of the

organi@ation, 1aQf $rab University for Security Sciences, Master Thesis unpublished .

$wamleh, 1ael $bdelF'afi@ C9BB


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Darwish, alFShammari., $nd %aher Sabry Ibrahim /ashid C7090. Delegation of authority to the

best method to raise the efficiency of +ob performance F a study of the views of a sample of

managers in the 5eneral -ompany for the manufacture of fertili@er F -entral /egion F Kufa F Ira!

F Journal of Management and Economics, Issue >7.

Dessler , 5ary C700;. Management principles and practices for tomorrow$s leaders, 6lorida

International University, 2erson, 2rentice 'all"

Deub, $yman 'assan C709


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'ashim, ari! $ $hmed, and &aradat 1asser C7098. he impact of structural empowerment in

achieving psychological empowerment in the &ordanian public organi@ations, Journal of ,ebron

!niversity for research, folder >, 1umber 9.

&aw!a, $dnan %ohammed C7090. he impact of delegation of authority in the effectiveness of

managerial decisions: $n mpirical Study on the ?emeni oil company in the capital Sanaa,

unpublished Master Thesis, School of 6inance and "an)ing, Sanaa, ?emen.

ongenec)er, &ustin and 2ringle, -harles C9B>


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Senyuta, lena C7098. Delegation and 2erformance, -harles University, center for economic

research and graduate education, Academy of sciences, Rech republic, and economic institute"

Serafi, %ohamed $bdel 6attah C7008. .eading management , Safa 'ouse for 2ublishing and

Distribution, $mman, &ordan.

Shar)awy, $li C7007. Management process( the functions of managers, $leGandria FDar $F

&aded University for 2ublishing and Distribution.

She)ari,5holamabba., 1aieh, %oshi@adeh and 1ouri. /e@a Seid C7099. /elationship bestween

delegation authority process and rate of effectiveness Ccase study municipality regions of mash

had, /nterdisciplinary Journal of contemporary research in )usiness( 3ol.< 1o., pp.>=0F>>B"

4adi, Khamis $dam C700B. he impact of delegation of authority to managerial

performance, unpublished Master Thesis, University of Sudan for Science and echnology,

6aculty of "usiness Studies, Sudan.

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delegation propasal sharifah

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