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SECTION C: LEADERSHIP SUPPORT
SUPERVISOR RESPONSIVE
Responses Frequency Percent
Strongly Agree 81 25
Agree 171 52
Not Sure 38 12
Disagree 14 4
Strongly Disagree 13 4
Total 317 97
Not Stated 10 3
Total 327 100
A majority of the respondents felt that NSSA`s leadership support adequately addresses the
requirements of the tactical plans. The Table above (Tab.) shows that fifty two percent (52%) of
the respondents agreed or strongly agreed with the proposition.
REGION BY SUPERVISOR RESPONSIVENESS
SUPERVISOR RESPONSIVE
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 5 17 1 1 2 26
Bulawayo 17 42 16 5 2 82
Gweru 8 14 6 0 1 29
Masvingo 7 18 1 0 0 26
Mutare 4 16 3 2 0 25
Chinhoyi 10 12 4 0 4 30
Rehab 7 15 2 4 0 28
Head Office 16 26 2 2 3 49
Total 74 160 35 14 12 295
Percent 25 54 12 5 4 100
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Based on what is called an overall index on corporate performance, which is a combination of
ratings by supervisors on various factors affecting employee service delivery and quality of
service, the table above (Table) shows that fifty four(54%) and twenty five percent(25%) agreed
or strongly agreed that there is supervisors are responsive to employees.
MANAGEMENT CONCERN
Responses Frequency Percent
Strongly Agree 46 14
Agree 150 46
Not Sure 68 21
Disagree 28 9
Strongly Disagree 28 9
Total 320 98
Not Stated 7 2
Total 327 100
As shown in table above (Table), the number of respondents who either agreed or strongly
agreed with the assertion that management is concerned about its employees was sixty percent
(60%) compared to thirty nine percent (39%) who felt otherwise.
PERIOD AT NSSA BY EMPLOYEE PERCEPTION ON MANAGEMENT CONCERN
Length of servicePERCEPTION ON MANAGEMENT CONCERN
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
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SUPERVISOR MOTIVATIONAL
Responses Frequency Percent
Strongly Agree 76 23
Agree 138 43
Not Sure 52 16
Disagree 25 8
Strongly Disagree 16 5
Total 307 94
Not Stated 20 6
Total 327 100
The table above (Table) shows that sixty seven percent (67%) of respondents agree or strongly
agree that supervisors are motivational. A very small percentage (5%) of respondents strongly
disagreed.
MANAGEMENT COMMUNICATION
Responses Frequency Percent
Strongly Agree 32 10
Agree 100 31
Not Sure 89 27
Disagree 51 16
Strongly Disagree 43 13
Total 315 96
Not Stated 12 4
Total 327 100
Forty one percent (41%) of the respondents agreed or strongly agreed that there is no fluid
communication between employees and management and fifty nine percent(59%) stated
otherwise.
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REGION BY MANAGEMENT CONCERN
MANAGEMENT CONCERN
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 2 8 7 5 5 27
Bulawayo 11 45 21 4 3 84
Gweru 5 16 3 2 3 29
Masvingo 5 13 6 2 0 26
Mutare 5 16 3 0 1 25
Chinhoyi 3 8 9 1 10 31
Rehab 6 13 6 2 0 27Head Office 6 23 9 7 4 49
Total 43 142 64 23 26 298
Percent 14 48 21 8 9 100
As shown in above table (Table), sixty two (62%) percent of respondents at the regions and head
office agree that employee perception has an impact on management concern
REGION BY SUPERVISOR MOTIVATIONAL
SUPERVISOR MOTIVATIONAL
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 6 14 3 1 1 25
Bulawayo 17 33 19 8 3 80
Gweru 8 7 7 3 1 26
Masvingo 9 11 3 2 0 25
Mutare 3 15 4 2 0 24
Chinhoyi 7 15 3 2 4 31
Rehab 5 13 2 4 2 26
Head Office 15 19 8 3 3 48
Total 70 127 49 25 14 285
Percent 25 45 17 9 5
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Out of 285 respondents 70 and 127 strongly agreed and agreed that supervisors are motivational
at regional and head office levels. Fourteen (14) of the respondents strongly disagreed that
supervisors were motivational.
REGION * MANAGEMENT COMMUNICATION
MANAGEMENT COMMUNICATION
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 2 8 7 2 7 26
Bulawayo 8 30 25 14 5 82
Gweru 4 11 6 5 3 29
Masvingo 2 14 5 5 0 26
Mutare 1 7 9 4 3 24
Chinhoyi 2 4 7 2 13 28
Rehab 5 10 7 5 1 28
Head Office 6 13 15 9 7 50
Total 30 97 81 46 39 293
Percent 10 33 28 16 13 100
As shown in the table above (Table.), the number of respondents who either agreed or strongly
agreed with the assertion that communication at the regions and head office betweenmanagement and employees existed in NSSA was forty two percent (43%) compared to forty
one percent (57%) who felt otherwise. This almost even split in perceptions concerning
communication suggests either a lack of understanding or no logical communication networks.
LEADERSHIP POSITION ELSEWHERE
Responses Frequency Percent
Yes 126 39
No 152 47
Total 278 85
Not Stated 49 15
Total 327 100
Thirty nine (39%) of the respondents indicated that they had leadership positions elsewhere and
61 % otherwise.
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SECTION D: CULTURE
It was important to assess the perceptions of respondents to the organisational culture to achieve
full effectiveness, the vision and mission statements of an organisation must be assimilated into
the organisations culture. In the study, a marginally higher number of respondents felt that the
organisational culture in Harare Region was conducive to the achievement of organisational
objectives.
As illustrated in the table below (Table), the number of respondents who either agreed or
strongly agreed with the assertion that NSSA had goals and values was eighty five percent
(85%) compared to twelve percent (12%) who felt otherwise. The perceptions concerning
organisational cultural goals and values suggests an understanding of what is meant by
organisational culture or a genuine ambivalence as regards the effect of organisational culture on
the achievement of organisational objectives.
GOALS VALUES
Responses Frequency Percent
Strongly Agree 120 37
Agree 157 48
Not Sure 32 10
Disagree 3 1
Strongly Disagree 2 1
Total 314 96
Not Stated 13 4
Total 327 100.0
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GRADE LEVELS by GOALS and VALUES
Count
Grade levels goalsvaluesTotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
< 4 15 24 5 0 0
4 - 8 18 30 11 0 1
9 - 13 54 77 6 2 0 1
14 - 18 1 2 0 0 0
Executive 1 1 0 0 0
Total 89 134 22 2 1 2
A majority of the respondents in grades 9-13 felt that NSSA organisational structure adequately
addresses the requirements of goals and values. The table above (Table) shows that seventy
seven (77) and fifty four (54) of the respondents agreed or strongly agreed the organization has
goals values. In the findings two (2) in executive and three (3) management grades 14-18 agreed
or strongly agreed that there are organizational goals and values in NSSA.
WELL SOCIALISED
Responses Frequency Percent
Strongly Agree 9 3
Agree 26 8
Not Sure 15 5
Disagree 4 1
Total 54 17
Not stated 273 84
Total 327 100
Table XXX above shows that 11% of the respondents agree or strongly agree that employees are
well socialised and 84% were not stated. This could be a result of lack of understanding of the
questionnaire.
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VALUES EMPHASIZED
Responses Frequency Percent
Strongly Agree 8 2
Agree 25 8
Not Sure 15 5
Disagree 4 1
Total 52 16
Not Stated 275 84
Total 327 100
Table above shows that 10 percent of the respondents agree or strongly agree that values in
NSSA are well emphasized and 85% felt otherwise.
EMPLOYEE COMMITMENT
Responses Frequency Percent
Strongly Agree 70 21
Agree 107 33
Not Sure 64 20
Disagree 12 4
Strongly Disagree 11 3
Total 264 81
Not Stated 63 19
Total 327 100
Twenty percent (%) of the respondents strongly agree with the commitment to
their work assertion that there employee commitment to work followed bytwenty one percent (21%) who agree. Twenty seven percent felt otherwise
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CULTURE POSITIVE
Responses Frequency Percent
Strongly Agree 27 8
Agree 103 32
Not Sure 85 26
Disagree 24 7
Strongly Disagree 22 7
Total 261 80
Not Stated 66 20
Total 327 100
Forty percent of the respondents agree or strongly agree that there are positive cultural relations
in NSSA and forty percent felt other .This split is an indicator that there is need for greater and
improved positive change management in NSSA.
TEAMWORK
Responses Frequency Percent
Strongly Agree 35 11
Agree 138 42Not Sure 81 25
Disagree 42 13
Strongly Disagree 21 6
Total 317 97
Not Stated 10 3
Total 327 100
Out of the 327 respondents 53% agree and strongly agree that there is teamwork in NSSA and
44% felt otherwise. teamwork amoung nssa employees is culturally driven.
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ORGANISATIONAL PRIDE
Responses Frequency Percent
Strongly Agree 111 34
Agree 132 40
Not Sure 55 17
Disagree 13 4
Strongly Disagree 8 2
Total 319 98
Not Stated 8 2
Total 327 100
Table XXX above shows that there exist among NSSA employees organisational pride they
really feel satisfied being NSSA employees.
region * goalsvalues Crosstabulation
Count
goalsvalues
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 8 14 4 0 0 26
Bulawayo 41 35 6 0 0 82
Gweru 7 18 2 1 1 29
Masvingo 10 14 1 0 0 25
Mutare 3 20 1 1 0 25
Chinhoyi 13 14 3 0 0 30
Rehab 6 12 7 1 0 26
Head Office 23 21 5 0 0 49
Total 111 148 29 3 1 292
Percent 38 51 10 1 0
As shown in table above (Tablexxx) 89 % of the respondents agree and strongly
agree that NSSA has set regional goals and values while 11 % felt otherwise.
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REGION BY CONTINUE WORKING FOR NSSA PERCEPTION
CONTINUE WORKING FOR NSSA
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 9 13 5 0 0 27
Bulawayo 47 32 2 2 0 83
Gweru 11 17 2 0 0 30
Masvingo 10 12 3 0 0 25
Mutare 7 18 1 0 0 26
Chinhoyi 6 12 6 4 2 30
Rehab 12 12 1 1 1 27
Head Office 20 20 7 1 2 50
Total 122 136 27 8 5 298
Percent 41 46 9 3 2 100
The study shows that 87 % of the respondents would like to continue working for the
organisation while 14% felt otherwise.
REGION BY EMPLOYEE COMMITMENT
EMPLOYEE COMMITMENT
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 6 15 5 0 1 27
Bulawayo 24 31 24 2 2 83
Gweru 1 0 1 0 0 2
Masvingo 9 12 4 0 0 25
Mutare 0 1 0 0 0 1
Chinhoyi 8 13 5 2 2 30
Rehab 8 11 6 1 1 27
Head Office 11 17 10 5 5 48
Total 67 100 55 10 11 243
Percent 28 41 23 4 5 100
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Another key organisational factor that was assessed was employee commitment. Employee
commitment is an important aspect in any work environment because it allows employees to
develop positive attitudes towards work. Commitment in itself helps management in viewing
employees level and quality of performance.
REGION BY POSITIVE CULTURE
culturepos
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 4 9 8 2 2 25
Bulawayo 11 38 24 6 3 82
Gweru 0 0 0 0 1 1
Masvingo 1 14 5 4 2 26
Mutare 0 1 0 0 0 1
Chinhoyi 1 6 13 6 5 31
Rehab 4 13 6 0 3 26
Head Office 5 14 20 4 5 48
Total 26 95 76 22 21 240
Percent 11 40 32 9 9 100
Analysis of data on cultural levels among employees within the regions and head office shows
that there exists positive culture in NSSA at regional and head office level. Fifty one percentagree or strongly agree and forty one percent (41 %) felt otherwise. Culture in NSSA is positive
across the regions and head office.
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REGION BY TEAMWORK
teamwork
TotaStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 4 11 5 4 1
Bulawayo 10 45 15 10 3
Gweru 3 13 5 7 1
Masvingo 3 16 7 0 0
Mutare 2 12 8 3 0
Chinhoyi 2 7 10 5 6
Rehab 2 14 7 2 2
Head Office 8 12 16 9 5
Total 34 130 73 40 18
Percent 12 44 25 14 6
Fifty six percent(56%) of the respondents agree or strongly agree that there is teamwork at
regional and head office level and 39% felt other.
REGION BY ORGANISATIONAL PRIDE
Orgpride
TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree
region Harare 7 16 3 0 1 27
Bulawayo 36 30 14 3 0 83
Gweru 9 15 4 1 0 29
Masvingo 8 14 4 0 0 26
Mutare 7 14 4 1 0 26
Chinhoyi 6 11 8 4 2 31
Rehab 13 8 4 2 0 27
Head Office 15 18 10 1 4 48
Total 101 126 51 12 7 297
Percent 34 42 17 4 2 100
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Forty two percent (42%) and thirty four percent of the respondents at the regions and head office
agreed or strongly felt agreed that there exist among employees organizational pride as shown in
table above. That feeling of organizational pride will increase motivation and lead to an
individual putting more effort to improve the quality of their work.