employee welfare and organisation performance in …

EMPLOYEE WELFARE AND ORGANISATION PERFORMANCE IN

MINISTRY OF PUBLIC SERVICE,

KAMPALA, UGANDA

BY

MWESIJE GEOFFREY

BPA136578/133/DU

A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF HUMANITIES AND SOCIAL

SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD

OF A BACHELOR’S DEGREE OF ARTS IN PUBLIC ADMINISTRATION

OF KAMPALA INTERNATIONAL UNIVERSITY

JULY, 2015

DECLARATION

I, Mwesije Geoffrey, the undersigned declare that this Research Report entitled “Employee

Welfare and Organisation Performance in the ministry of Public Service, Kampala, Uganda” is

my own original work and has never been presented to any institution of higher learning for a

Degree or any other Academic Award.

Signature .c4I~kJ

Date: ?‘~

APPROVAL

This is to confirm that, this Research Report “Employee Welfare and Organisation

Performance in Public Service, Kampala, Uganda” written by Mwesije Geoffrey was carried

out under my supervision and is now ready for submission to the College of Humanities and

Social Sciences in partial fhlfillment of the requirements for the a Degree of Bachelor of Arts in

Public Administration of Kampala International University.

Signature:

Mr. Muhwezi Ivan

(SUPERVISOR)

~7.:2~Date

DEDICATION

I dedicate this piece of work to the Almighty God. I further would want to remember my

colleague the academicians who played a very ftrndamental role in guiding me throughout my

academic endeavors.

I also dedicate this Research report to my many friends and church family who have supported

me throughout the process. I will always appreciate all they have done, especially to all

children and all African children who strive to acquire education for helping me develop my

technology skills, for all single mothers who labor to look for survival of their families as well

as looking for school fees their children you have helped me to master the leader dots.

To all children with disabilities around the world that suffer with discrimination and stigma

inflicted unto them by communities.

111

ACKNOWLEDGEMENTS

I wish to thank the Almighty God for giving me strength, grace, opportunity and mercy in

accomplishing this work. All that we know is a sum total of what we have learned from all who

have taught us, either directly or indirectly.

I am fUrther grateful to the countless efforts to the management of this great institution for their

commitment and service rendered to me thus inspiring to do same.

I also wish to thank research supervisor, Mr. Muhwezi Ivan for his tireless and endless

guidance. You have lightened the candle for me and no more darkness for my future.

I would like to acknowledge and thanlc Captain Musinguzi Moses, Pastor Bakimi Twebaze

Jonnes, Hajji Hassan Basajjabalaba, Rt. Hon Kadaga Alitwala Rebeca, Mrs. Mutebe Margret,

Family and Friends, Mr. Bwamiki Rober, Mr B.W Kapiriri and Pr. Katongole Yasin for

allowing me to conduct my research and providing any assistance requested.

iv

ABSTRACT

The study intended to establish Employee Welfare and Organ isation Performance in the

ministry ofPublic Service, Kampala, Uganda. It was guided by four objectives these include;

to understand relationship between the employees and their work environment in terms of

Employee maternity scheme; Staff housing scheme; Employee medical scheme, Employee

pension scheme, Staff transport arrangements and Availability of recreational facilities; to

analyse workplace factors affecting the employee’s performance and organisational

performance in terms of financial performance, customer service, social responsibility and

employee stewardship;) to suggest the measures to improve the working conditions for better

performance. Regarding the level of employee welfare five items were measured and the results

were as follows; Maternity scheme3.05 Staff housing scheme (average mean=2.86) welfare

schemes (average mean=2.95) medical scheme (average mean3.024), effective Employee

Welfare Program Pension scheme (average mean=3 .13) Staff transport arrangements (average

mean3.03) Overall mean3.01. Regarding the level of organisation performance five items

were measured and the results were as follows; leadership (average mean3.31), Quality

(average mean3.12) Innovation and development (average mean=’3.00) Competitors/business

uncertainty (average mean=2 .83) Clients (average mean2. 90) Employees’ Performance

measurement, and Structure (average mean=3.l 1) with an overall mean (average mean3.07).

Continuous performance is the objective of any organization because only through

performance, organizations are able to grow and progress. Knowing the determinants of

organizational performance is important especially in the context of the current economic crises

because it enables the identification of those factors that should be treated with an increased

interest in order to improve the organizational performance. The model used in this study was

developed from the existing literature on organizational diagnostic models and from a broad

literature review conducted to identify the factors influencing the performance of an

organization. The results of this study also offer information on the relationship between the

performance measurement process and the organizational performance. This study offers the

base to identify measures that can lead to an improvement in organizational performance.

v

TABLE OF CONTENTS

Declaration.

Approval H

Dedication iii

Acknowledgements iv

Table of contents vi

List of tables ix

List of figures x

Acronyms/abbreviations xi

CHAPTER ONE: INTRODUCTION

1.0 BACKGROUND i

1.1 Background of the study

1.2 Statement of the problem 4

1.3 Research Objectives 5

1.3.1 General objective 5

1.3.2 Specific objectives; 5

1.4 Research questions 5

1.5 Scope of the Study 6

1.5.1 Geographical Scope 6

1.5.2 content Scope 6

1.5.3 Time Scope 6

1.6 Significance of the Study 6

1.7. Conceptual Framework 7

1.8 Key Operational Terms 9

CHAPTER TWO 11

LITERATURE REVIEW 11

2.0 Introduction 11

2.1 Employee Welfare 11

2.1.1 Maternity scheme 12

2.2 Organisation Performance 14

vi

2.2. Employees. 14

2.2.2 Corporate governance 15

2.2.3 Leadership 15

2.2.4 Clients 16

2.2.5 Quality 16

2.2.6 Suppliers 17

2.2.6 Innovation and development 17

2.2.7 Strategy 17

2.2.9 Structure 18

2.2.9 Competitors/business uncertainty 18

CHAPTER THREE 22

RESEARCH METHODOLOGY 22

3.0 Introduction 22

3.1 Research Design 22

3.2 Area of study 22

3.3 Population of the study 22

3.5 Sampling Procedure 23

3.6 Data collection methods 23

3.6.1 Interviews; 24

3.6.2 questionnaires; 24

3.6.3 Document Analysis 24

3.7 Ethical Consideration 25

3.8 Limitations of the Study/solutions 25

CHAPTER FOUR 26

PRESENTATION OF FINDINGS, ANALYSIS AND INTERPRETATION 26

4.0 INTRODUCTION 26

4.1 The demographic characteristics of respondents 26

4.2 The Employee Welfare 28

4.3 Organisation Performance 32

vii

CHAPTER FIVE .40

CONCLUSIONS, AND RECOMMENDATIONS 40

5.1 Introduction 40

5.2 Conclusion 40

5.3 Reconmiendations 40

5.3.1 Employee Welfare 40

5.3.3 Organisation performance 42

REFERENCES 46

APPENDICES 48

Appendix I: Research Instrumentations 48

Appendix hA: Demographic characteristics of the respondents 49

Appendix IIB: Questionnaire to determine Employee Welfare 50

Appendix IIC: Questionnaire to determine the organisational performance 52

Appendix III: The adoted Time Frame of the Study 54

Appendix IV: The adopted Budget for the Study 55

vi”

LIST OF TABLES

Table 3.1: Summary of Sample population 23

Table 4.1: General characteristics of the members of Public Service 27

Table 4.2: Level of Employee Welfare (n=82) 29

Table 4.3: Level of Organisation Performance (n=82) 33

ix

LIST OF FIGURES

Figure 1: Conceptual framework 8

x

ACRONYMS/ABBREVIATIONS

EOI Request for Expression of Interest

ERP Enterprise Resource Planning

EU European Union

MOPAN Multilateral Organisation Perfonnance Assessment Network

OPA Organisational Performance Assessment

PLCC Pearson linear correlation coefficient

PPOA Public Procurement Oversight Authority

PSC Public Service Commission

SPSS Statistical package for social scientist

VFM Achieve Value for money

xi

CHAPTER ONE: INTRODUCTION

1.0 Introduction

This chapter focuses on the background of the study, Problem Statement, Purpose,

research objectives, research questions, scope, hypothesis and significance of the study,

validity, ethical consideration and limitations of the study.

1.1 Background of the study

In today’s competitive business environment, organizations can no longer afford to waste

the potential of their workforce. There are key factors in the employee’s workplace

environment that impact greatly on their level of motivation and performance. The

workplace environment that is set in place impacts employee morale, productivity and

engagement - both positively and negatively. It is not just coincidence that new programs

addressing lifestyle changes, work/life balance, health and fitness - previously not

considered key benefits - are now primary considerations of potential employees, and

common practices among the most admired companies (Akinyemi 2001).

In an effort to motivate workers, firms have implemented a number of practices such as

performance based pay, employment security agreements, practices to help balance work

and family, as well as various forms of information sharing. In addition to motivation,

workers need the skills and ability to do their job effectively. And for many firms,

training the worker has become a necessary input into the production process (Amberg,

1998)

Diversity of organizations and professionals; A huge variety of organisations exist today.

For example, there are government, education, financial services, manufacturing, retail,

non-profit, food and beverage. Then, there are sub-industries. In financial services, we

can break down into the banlcs, insurance, exchange and so on. And in each, we can for

example break down a bank into deposit, loan, credit card, investment departments. In

deposit department, we have savings, current and fixed accounts. This break down goes

on until we have an individual that performs a task that is unique. If the bank example has

10,000 staff, are we going to have 10,000 different performance measurements? It will be

a challenge for an organisation to keep track of the huge diversity of skilled professionals

and ensure alignment to its mission and values (Ashton et cxl., 2002),

1

The independent variable of this study is Employee Welfare in general, these are the

benefits that an employee must receive from his/her company, like allowances, housing

for those companies who provides, transportation, medical, insurances, food and some

other way where the employee has rights to demand. It is including various services,

benefits and facilities offered to employees by the employers. The welfare measures need

not be monetary but in any kind/forms. This includes items such as allowances, housing,

transportation, medical insurance and food. Employee welfare also includes monitoring

of working conditions, creation of industrial harmony through infrastructure for health,

industrial relations and insurance against disease, accident and unemployment for the

workers and their families. Through such generous benefits the employer makes life

worth living for employees.

As an owner, you are required by law to provide certain benefits for the welfare of your

employees. You may have to match the Social Security taxes your employees pay and

obtain a workers compensation insurance policy. If you terminate an employee, you may

have to firnds to extend his health insurance. The benefits an employee receives from his

employer for his welfare are oflen a significant reason why he decides to accept a job

offer. As such, providing employee benefits allow you to compete with other businesses

to recruit and retain qualify employees. If other employers offer better benefits, good

employees may choose to go there. By providing a plan that’s good for employees’

welfare, you show them that you value them. This can help make them feel welcome and

happy in your company, motivating them to work harder. If your health plan has wellness

coverage and preventative care, employees are more likely to stay healthy, cutting down

on absenteeism and sick days. For companies that have a large base of employees

working under stressfhl conditions or living away from family, it is important to look at

fostering personal happiness and professional growth. Investing in employees pays

dividends in terms of higher productivity and greater loyalty (Ashton et aL, 2002),.

The dependent variable of this study is Organisation Performance which is comprises the

actual output or results of an organization as measured against its intended outputs (or

goals and objectives). Specialists in many fields are concerned with organizational

2

performance including strategic planners, operations, finance, legal, and organizational

development. In recent years, many organizations have attempted to manage

organizational performance using the balanced scorecard methodology where

performance is tracked and measured in multiple dimensions such as: - financial

performance for example shareholder returns - customer service - social responsibility for

example corporate citizenship, community outreach - employee stewardship.

Performance measurement is the use of statistical evidence to determine progress toward

specific defined organizational objectives. There are many types of measurements. In

school, exams are graded to establish the academic abilities; in sports, time is clocked in

split seconds to verify the athletic abilities. Similarly in teams and organizations, there

are various tools and measurements to determine how well it performs.

Gamble, Strickland and Thompson (2007, p. 99) provide a comprehensive method for

measuring performance of organizations. How well each company performs is dependent

on the strategic plan. Some of the measurements include basic financial ratios such as

debt-to-equity ratio and if the levels are an issue with creditworthiness. The daunting task

of measuring performance for organizations across industries and eras, declaring the top

performers, and finding the common drivers of their success did not occur to anyone until

around 1982, when Tom Peters and Bob Waterman got down to work researching and

writing In Search of Excellence. This publishing sensation challenged industrial

managers’ actions and attitudes, and inspired researchers and scholars to further pursue

the theory of high performance — the holy grail of any competitive business organisation.

This task becomes more complex as corporations diversify into multiple industries. A

researcher must take this into consideration when conducting a comparative analysis of

companies (Ashton et aT, 2002).

Several performance measurement systems are in use today, and each has its own group

of supporters. For example, the Balanced Scorecard (Kaplan and Norton, 1993, 1996,

2001), Performance Prism (Neely, 2002), and the Cambridge Performance Measurement

Process (Neely, 1996) are designed for business-wide implementation; and the

approaches of the TPM Process (Jones and Schilling, 2000), 7-step TPM Process (Zigon,

1999), and Total Measurement Development Method (TMDM) (Tarkenton Productivity

3

Group, 2000) are specific for team-based structures. With continued research efforts and

the test of time, the best-of-breed theories that help organizations structure and

implement its performance measurement system should emerge.

This study is based on Abraham Maslows motivation theory (1943) it states that, human

beings are motivated by unsatisfied needs, and that certain lower factors need to be

satisfied before higher needs can be satisfied. According to Maslow, there are general

types of needs (physiological, survival, safety, love, and esteem) that must be satisfied

before a person can act unselfishly. He called these needs deficiency needs.” As long as

we are motivated to satisfy these cravings, we are moving towards growth, toward self

actualization. Satisfying needs is healthy, while preventing gratification makes us sick or

act evilly. As a humanist, Maslow believed that people have an inborn desire to be self-

actualized, to be all they can be. In order to achieve these ultimate goals, however, a

number of more basic needs must be met first such as the need for food, safety, love, and

self-esteem. This hierarchy is most often displayed as a pyramid. The lowest levels of

the pyramid are made up of the most basic needs, while the more complex needs are

located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical

requirements including the need for food, water, sleep, and warmth. Once these lower-

level needs have been met, people can move on to the next level of needs, which are for

safety and security. As people progress up the pyramid, needs become increasingly

psychological and social. Soon, the need for love, friendship, and intimacy become

important. Further up the pyramid, the need for personal esteem and feelings of

accomplishment take priority. Like Carl Rogers, Maslow emphasized the importance of

self-actualization, which is a process of growing and developing as a person in order to

achieve individual potential. . Maslow believed that these needs are similar to instincts

and play a major role in motivating behavior. Physiological, security, social, and esteem

needs are deficiency needs (also known as D-needs), meaning that these needs arise due

to deprivation. Satisfying these lower-level needs is important in order to avoid

unpleasant feelings or consequences.

1.2 Statement of the Problem.

The work place environment in a majority of industry is unsafe and unhealthy (ministry

of public annual report, 2014). These includes poorly designed workstations, unsuitable4

furniture, lack of ventilation, inappropriate lighting, excessive noise, insufficient safety

measures in fire emergencies and lack of personal protective equipment. People working

in such environment are prone to occupational disease and it impacts on employee’s

performance. Thus productivity is decreased due to the workplace environment. It is a

wide industrial area where the employees are facing a serious problem in their work place

like environmental and physical factors. So it is difficult to provide facilities to increase

their performance level. It is therefore against this background that this study was

undertaken to examine Employee Welfare and Organisation Performance in Public

Service, Kampala, Uganda.

1.3 Research Objectives

1.3.1 General objective

This research Report aimed at suggesting ways that can interactions to provide better

work environment in Public Sector Organisations.

1.3.2 Specific objectives;

The specific objective included;

1. To examine the employees and their work environment in terms of employee maternity

scheme; staff housing scheme; employee medical scheme, employee pension scheme,

staff transport arrangements and availability of recreational facilities.

2. To workplace factors affecting the employee’s performance and organisationalperformance in terms of; financial performance, customer service, socialresponsibility and employee stewardship

3. To suggest the measures to improve the working conditions for better performance.

1.4 Research questions

(i) What is the relationship between the employees and their work environment in terms

of Employee maternity scheme; Staff housing scheme; Employee medical scheme,

Employee pension scheme, Staff transport arrangements and Availability of

recreational facilities.

(ii) What are the workplace factors affecting the employee’s performance and

organisational performance in terms of Leadership, Quality, Innovation and

5

development, Competitors/business uncertainty, Clients, Employees, Performance

measurement, and Structure.

(iii) What are the measures to improve the working conditions for better performance?

1.5 Scope of the Study

1.5.1 Geographical Scope

The study was carried out in the Ministry of Public Service which is a Government

Ministry providing strategic and managerial leadership on all matters of human resource

in Uganda’s public service..

1.5.2 Content Scope

The study was confined to understand the employees welfare and their work environment

in terms of Employee maternity scheme; Staff housing scheme; Employee medical

scheme, Employee pension scheme, Staff transport arrangements and Availability of

recreational facilities and analyse workplace factors affecting the employee’s

performance and organisational performance in terms of~ financial performance,

customer service, social responsibility and employee stewardship as well as suggest the

measures to improve the working conditions for better performance.

1.5.3 Time Scope

The study was conducted within seven (7) month. It started with writing Report followed

by data collection, analysis and interpretation, submission of the final research report

between February 2015 and August 2015.

1.6 Significance of the Study

The current economic and political climate has focused employers’ attention on benefits

that most directly impact the productivity of their workforces. As such, time off benefits

have increased visibility among employers who must respond to the growing legal

complexity of state, federal and even local time off regulations, as well as the ever

present pressure to reduce costs, yet improve the efficiency and effectiveness of its

workers.

6

to employees, the findings will be vital since employees have their eyes on these benefits,

as well. Time off, holidays, and disability plans are increasingly important in employee

satisfaction, and new employee recruitment.

Policy Maker; gathers information that provides insights around how employers are

crafting, and possibly re-crafting, their disability and time off benefits to respond to a

changing workplace and workforce.

1.7. Conceptual Framework

Employee welfare is defined as “efforts to malce life worth living for workmen”.

“Employee welfare is a comprehensive term including various services, benefits and

facilities offered to employees & by the employers. Through such generous fringe

benefits the employer makes life worth living for employees.” Welfare includes anything

that is done for the comfort and improvement of employees and is provided over and

above the wages. Welfare helps in keeping the morale and motivation of the employees

high so as to retain the employees for longer duration. The welfare measures need not be

in monetary terms only but in any kind/forms. Employee welfare includes monitoring of

working conditions, creation of industrial harmony through infrastructure for health,

industrial relations and insurance against disease, accident and unemployment for the

workers and their families.

Employee welfare entails all those activities of employer which are directed towards

providing the employees with certain facilities and services in addition to wages or

salaries. The very logic behind providing welfare schemes is to create efficient, healthy,

loyal and satisfied labor force for the organization. The purpose of providing such

facilities is to make their work life better and also to raise their standard of living.

A key decision that an organisation needs to make when undertaking an organisational

assessment is whether to self-assess its performance, to commission an external

assessment, or to use a combination of both approaches. Some advantages of a self

assessment are that it encourages the organization’s ownership of the assessment, and

thereby increases the latter’s acceptance of feedbaclc and commitment to the evaluation’s

7

recommendations. However, drawbacks of the self-assessment approach are that external

stakeholders may question the independence or validity of the findings and may fear that

hard issues will not be tackled, due to potential sensitivities within the organisation.

Independent Variable (IV)

EMPLOYEEWELFARE

Dependent Variable (DV)

ORGANISATIONPERFORMANCE

Source: Field (2015)

Figure 1: Conceptual framework

Leadership

Quality

Innovation anddevelonment.

Clients.

~ Employees.

F Performancemeasurement

Structure

Figure 1 above indicates that, employee welfare in terms of Maternity scheme, Staff

housing, scheme, Medical scheme , pension scheme , Staff transport arrangements,

Availability of recreational facilities influences organization performance in line with

Leadership, Quality, Innovation and development, Competitors/business uncertainty,

Clients, Employees, Performance measurement, and Structure

Organisations are constantly trying to adapt, survive, perform and influence. However,

they are not always successfiil. To better understand what they can or should change to

8

V

t

V Maternityscheme

V Staff housingscheme

V Medical schemeV pension schemeV Staff transport

arrangementsV Availability of

recreationalfacilities

V TechnologyV Government

laws/andpolicies Competitors/business

uncertainty

I

improve their ability to perform, organisations can conduct organisational assessments.

This diagnostic tool can help organisations obtain useful data on their performance,

identif~i important factors that aid or impede their achievement of results, and situate

themselves with respect to competitors. Interestingly, the demand for such evaluations is

gaining ground. Donors are increasingly trying to deepen their understanding of the

performance of organisations which they fund for instance government ministries,

International Financial Institutions and other multilateral organisations, NOOs, as well as

research institutions not only to determine the contributions of these organisations to

development results, but also to better grasp the capacities these organisations have in

place to support the achievement of results (Ashton et aT, 2002),.

1.8 Key Operational Terms

Employee Welfare according to this study refers “efforts to make life worth living for

workmen”. “Employee welfare is a comprehensive term including various services,

benefits and facilities offered to employees & by the employers. Through such generous

fringe benefits the employer makes life worth living for employees.” Welfare includes

anything that is done for the comfort and improvement of employees and is provided over

and above the wages. it to anything that is done for the comfort and improvement of

employees and is provided over and above the wages. Welfare helps in keeping the

morale and motivation of the employees high so as to retain the employees for longer

duration. The welfare measures need not be in monetary terms only but in any

kind!forms.

Organisation Performance according to this study refers to the an analysis of a

company’s performance as compared to goals and objectives. Within corporate

organizations, there are three primary outcomes analyzed: financial performance, market

performance and shareholder value performance (in some cases, production capacity

performance may be analyzed).

A public service is a service which is provided by government to people living within its

jurisdiction, either directly (through the public sector) or by financing provision of

services.

9

Public Service according to this study refers to the a service which is provided by

government to people living within its jurisdiction, either directly (through the puvlic

sector) or by financing provision of services. The term is associated with a social

consensus (usually expressed through democratic elections) that certain services should

be available to all, regardless of income. Even where public services are neither publicly

provided nor publicly financed, for social and political reasons they are usually subject to

regulations going beyond that applying to most economic sectors. Public service is also a

course that can be studied at a college andlor university. Examples of public services are

the fire brigade, police, army and paramedics.

10

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter introduced and focuses on the theoretical review, conceptual framework and

review of related literature.

2.1 Employee Welfare

Employee welfare means “the efforts to make life worth living for workmen.” According

to Todd “employee welfare means anything done for the comfort and improvement,

intellectual or social, of the employees over and above the wages paid which is not a

necessity of the industry.” Public services are seen as so important that for moral reasons

their universal provision should be guaranteed. They may be associated with fundamental

human rights (such as the right to water). The Volunteer Fire Dept. and Ambulance

Corps. are institutions with the mission of servicing the community. A service is helping

others with a specific need or want. Here, service ranges from a doctor curing an illness,

to a repair person, to a food pantry (Black, et al., 1997).

Welfare includes anything that is done for the comfort and improvement of employees

and is provided over and above the wages. Welfare helps in keeping the morale and

motivation of the employees high so as to retain the employees for longer duration. The

welfare measures need not be in monetary terms only but in any kind/forms. Employee

welfare includes monitoring of working conditions, creation of industrial harmony

through infrastructure for health, industrial relations and insurance against disease,

accident and unemployment for the workers and their families (Black, et al., 1997).

Labor welfare entails all those activities of employer which are directed towards

providing the employees with certain facilities and services in addition to wages or

salaries. Labor welfare has the following objectives: To provide better life and health to

the workers; to make the workers happy and satisfied and to relieve workers from

industrial fatigue and to improve intellectual, cultural and material conditions of living of

the workers (Budd, et al., 1997).

11

Availability of favourable employment! contract terms and conditions (e.g., frequency of

salary increase) ranked top followed by improved morale, motivation and cooperation

towards productivity and, least, was availability of high occupational health and safety

standards. Effective mix of wages and personnel policies, and improved morale,

motivation and cooperation towards productivity ranked high among the factors affecting

employee performance that were influenced by the activities of the UASU. According to

Kearney & Carnevale (2001), workers with collective bargaining rights earned more (5-

8%) wages than those without such rights. However, even if unions bargained for the

wage increases for their members, public sector wages were often limited by budgets and

by public opinion (Shapiro 1978; Mitchell 1988). The collective voice improves morale,

motivation and cooperation between employees, and between employees and manage

ment. For instance, firm specific skills learned on the job require cooperation, and this

may be forthcoming if unions lessen rivalry among individuals. Likewise, unions may

provide greater security against arbitrary decisions on matters like dismissal or

redundancy by the employers (Budd, et al., 1997)

If employees do not trust management over job security, then they are unlikely to commit

themselves to achieving organisational goals (Stuart & Lucio 2001). Without security,

workers will fear that they may innovate themselves out of their jobs (ILO 2004).

Conversely, the more a trade union addresses job security issues, the more trust is built

up between management and employees, and the more likely employees were willing to

adopt new ways of working (Ashton & Sung 2002). Increased employee commitment to

achieving organizational goals was least influenced by the activities of the UASU.

A good working environment, attractive salary package, participative management and

regular promotion are the main factors influencing workers to exhibit high commitment

in their assigned activities (Olatunji 2004). Low salary growth and irregular promotions

are, therefore, deemed to be responsible for the low commitment in achieving

organizational goals (Davis, 1986).

2.1.1 Maternity scheme

Around the middle of the 19th century, the fertility rate was equivalent to six babies for

every woman. At the same time, the infant mortality rate was 125 deaths for every 1000

births, which is twenty-seven times higher than todays rate of around 4.63 deaths. By12

1901, the fertility rate had dropped to 3.9 births, but infant mortality rates were still as

high as 103.6 deaths for every 1000 live births. Around the time of Federation in 1901,

politicians and the general public began to realise the need to address maternal health and

infant mortality. State governments, local governments and organisations quickly

responded to the concern, with particular focus on assisting mothers from working-class

areas. The New South Wales State government allocated funds to medical services for the

benefit of mothers and their infants. In 1904, Sydney City Council began funding district

nursing visitors, particularly in working-class districts. Several years later in 1909 in

Adelaide, working class mothers were targeted to be educated on how to properly care

for a child (Doucouliagos et at., 2003).

Despite being formed in 1901, it was not until 1911 that the Commonwealth government

began to address population and maternity concerns. Attorney-General Hughes from the

Fisher Labor Government brought the issues to the forefront of federal politics by

promising a maternity bonus as part of the Labor Partys campaign for the next federal

election. The bonus was designed to allow women to be able to afford a doctor or

midwife to deliver the infant. While the recognition of the problem was a positive step

forward for welfare for women, the scheme itself was thought to be less than perfect. The

Liberal Party argued that funds to reduce infant mortality could be more effectively spent

through grants to hospitals. Maternity allowance; Despite the imperfections of the

maternity allowance scheme, the Labor government was re-elected and passed the

Maternity Allowance Act 1912 (Cth). It came into effect on 10 October 1912, with each

mother being given a lump sum cash payment of £5 ($10) on the birth of a child. This

allowance was the equivalent to two weeks wages for an unskilled worker at the time.

The previous year, the United Kingdom passed legislation for a similar type of maternity

bonus. It was not as supportive as the Australian allowance, however. Not subject to tax,

the Australian maternity bonus was not means-tested or dependent on a character test, as

was the 1908 aged pension. The mother of the child did not have to be married to receive

the payment. It was payable to almost any woman who gave birth in Australia, or on a

ship whilst travelling between Commonwealth ports. This included those women who

were not yet residents of Australia, but intended to settle in the country (Forth, et at.,

2000),.

13

The maternity allowance did, however, have other stipulations. If a mother gave birth to a

stillborn baby, she was not entitled to receive the payment. Mothers, who gave birth to

more than one child (such as twins) at the same time, could receive only one allowance.

To receive a payment, a claim needed to be made less than three months after the childs

birth. Aboriginal Australian, Asian, Pacific Islander and Papuan women were completely

prohibited from claiming the maternity bonus (Forth, et aL, 2000),

2.2 Organisation Performance

An organization survives if it is performing well in the environment by being profitable

but if it fails to do so the organization may not survive. And worse is the decay of both

human and physical structures (ManguOnnandongo, 2002). The rationale of training and

development is not only on the ordinary employees but as well as to their executives, to

develop skills required in the diversification and competitiveness by making the

organization successfi.il. The benefits fall entirely for the employees and for the private

companies. The target of the program being implemented in the companies is ultimately

expected to contribute in the achievement of the objectives of the companies, increase the

competency in the market, and improve the living conditions of the employees (ADBG,

2008). Under the participation of the stakeholders, the guidelines and implementation of

training in the employees can achieve positive results. The workforce development is

focused on attracting, developing, and retaining, the best of the people from the broadest

business practices to meet the objectives or goals of the companies. Intentionally, training

and development are provided for the employees with best of the career opportunities in

different industry and encourages their individual growth and achievement (Kruger,

2008).

2.2. Employees.

This dimension is reflected in one form or another in all organizational diagnostic

models, an aspect that reveals its importance to the success of an organization. Often

management decisions may generate feelings of angry, frustration, grievance, and

distrust, among employees , that may contribute to a potentially detrimental effect on the

general organizational performance (Vasconcelos, 2011). According to Hosmer (2001),

because human resources are characterized by the highest degree of restraint, attracting14

and retaining employees “quality is a critical issue for competitive advantage and

organizational performance (Weil, D. 2003). Another author who has emphasized the

importance of this dimension in the performance of an organization was Reichheld

(1993) who showed that a few percent reduction in employee turnover rate may have as a

result an increase in profitability by 50% (Heylighen, 1992). Within this dimension we

sought to identif~’ the frequency of measuring employee’s satisfaction. Respondents were

also asked to agree on a number of statements designed to highlight the dedication of

employees to the firm. These statements were taken from the study conducted by Pinar &

Girard (2008), which analyzed the impact of three dimensions (leadership, customers and

employees) on organizational performance (ILO 2004).

2.2.2 Corporate governance.

Corporate governance is very often found in studies oriented toward the organizational

performance. One of the most important and often cited studies belongs to Gompers, Ishi

& Metrick (2003). They have built an index for measuring corporate governance using a

sample of 1,500 U.S. firms in the 90s. This study has demonstrated the existence of a

positive relationship between the quality of corporate governance and firm performance.

Brown & Caylor (2009) have obtained similar results in their research which is an

extension of the research carried out by Gompers et al. Drobetz et al. (2004) also

identified a positive impact of corporate governance on the performance of German firm

s. In Japan, Bauer et al. (2008) using the database provided by GMI, showed that

companies with better governance are more efficient than companies with weaker

governance by up to 15% annually (Jack, R.M. 2004).

2.2.3 Leadership.

The leadership variable is also often found in organizational diagnostic models

(Weisbord, 1976; Waterman et aL, 1980; Burke & Litwin, 2001). The impact of this

variable on organizational performance is probably the most obvious of the models’

variables being the object of many studies. We can mention here the study conducted in

1981 by Weiner & Mahoney (1981) who studied the leadership in 193 manufacturing

companies. According to this study, managerial practices have a significant impact on

two organizational performance components: profitability and share price. In addition to

15

tile above-mentioned study there are others who have suggested that the leadership is a

key element that ensures the connection between the success factors of an organization

(Nohria et aL, 2003).

2.2.4 Clients.

Over time, the importance of customer orientation and its impact on organizational

performance has been highlighted in numerous studies. In this category is the study

conducted by Brady et al. (2002) who demonstrated that customer orientation is linked

indirectly with organizational quality, customer satisfaction and performance of the

organization (Upadhaya, et aL, 2014). Another study that had the same objective belongs

to Pinar et al. (2003). In this study, oriented toward Turkish companies, there were

significant differences between firms characterized by a greater orientation towards

customers and firms characterized by lower customer orientation (Keamey, et al.,. 2001).

The first category of firms, showed noticeably higher performance than the latter. In our

study we tried to capture the degree of customer orientation through questions designed

to clarify the following aspects: the measuring frequency of customer satisfaction, the

existence of procedures for customer complaints, the extent to which customers’ views

are taken into consideration in establishing fhture objectives (Kearney, et al.,. 2001).

2.2.5 Quality.

The key aspect of quality is essentially the extent to which the company is able to meet

stakeholder expectations on certain dimensions that have value for them (Saner &

Eijkrnan, 2005). In the vast majority of works that examine this variable, quality is

measured by the impact of ISO standards. In essence, the object is to identi& the extent

to which implementation of such a quality standard has a significant influence on

financial performance (Kumar, 2005). The implementation of ISO 9001 standard

provides the possibility to align the objectives of the top levels, with the internal

processes. With greater visibility into these processes, managers will be able to transform

the original goals of quality in a continuous improvement process that will have a

positive impact on financial performance (Kumar, 2005).

16

2.2.6 Suppliers.

Many organizations have recognized that their competitiveness is based to a large extent

on the ability to establish a high level of trust and cooperation with suppliers (Buono,

1997). Thus, organizations must choose the suppliers that enable them to increase

competitiveness and performance. To reflect this dimension we considered four criteria:

one regarding quality, one regarding delivery and two criteria oriented toward the

price(Meyer, et al., 1993).

2.2.6 Innovation and development.

The innovative capacity of organizations is a dimension less surprised in organizational

diagnostic models although there are numerous studies that have been focused on

identi~ing impact of the innovative capacity on performance. The importance of this

variable and the impact it has on organizational performance was highlighted by the

study conducted by Deshpande et al. (1997) who considered several companies from five

countries. According to this study, firm’s innovative capacity was the critical factor in

explaining performance differences between firms from five countries: Japan, United

States, France, Germany and England. Also, Kotler (2003) studied the relationship

between innovation and performance, offering the example of Sony, a leader in

innovation that has significantly increased market share by means of numerous new

products to clients. In essence, this variable is captured in the models of organizational

diagnostic by the technology available in carrying out activities. In this study we

considered three elements of this variable (in addition to the technology used), namely:

the extent to which new products were introduced, and the extent to which products and

production processes were improved in the past two years (Meyer, et al., 1993).

2.2.7 Strategy.

The strategy is reflected as a separate variable in many organizational diagnostic models

(Waterman et aL, 1980; Burke & Litwin, 2001; Kates & Galbraith, 2007). The empirical

studies which have examined this dimension can be divided into two categories: studies

that look at the impact of strategy on organizational performance and studies that analyze

the relationship between strategy and business performance measurement in

organizations. The former was analyzed by Prescott (1986) who examined the

17

relationship between an organization’s strategy and its performance. This study used a

database that included 1,500 firms between the years 1978-1981. According to this study,

business strategy significantly influenced performance, external environment having the

role to mitigate the effects of strategy on performance (Tachibanaki,et al., 2000). As

previously said, the second category of studies concerns the relationship between the

organization strategy and the performance measurement process. One of the most

significant studies belongs to Porter (1980). In this study the author compared two groups

of strategies (strategies aimed at reducing costs and differentiation strategies). The

objective of cost strategies is gaining competitive advantage through a reduction in costs

below the level of competitors (Tadio, 1. 2005). This assumes the involvement of all

departments within the company: production department to identify ways to reduce

production costs, research and development department to develop new products that can

be less costly, and the marketing department to identify less expensive ways to attract

customers (Jones & George, 2006). The objective of differentiation strategies is gaining

competitive advantage by concentrating all departments of an organization to

differentiate their products from those of competitors on one or more dimensions

(quality, after sales service and support) (Jones & George, 2006).

2.2.9 Structure.

The variable structure is very common in organizational diagnostic models (Waterman &

Peters, 1980; Nadler & Tushman, 1982; Burke & Litwin, 2001; Kates & Galbraith,

2007). This variable was reflected in our model through structural issues related to

company size (number of employees), age (years) and through aspects meant to identify

the organization of the firm, making reference to flexibility and adaptability of fhnctions

and positions. To quantify this dimension we used statements intended to reflect the

variable structure from the Organizational Diagnostic Questionnaire developed by

Preziosi in 1980.

2.2.9 Competitors/business uncertainty.

Numerous studies have shown that financial indicators are most appropriate when the

competitive environment is characterized by a low level of uncertainty, the foundations

of the competition being less complex (Brownell, 1982; Govindarajan, 1984). An

18

organisational assessment is a systematic process for obtaining valid information about

the performance of an organisation and the factors that affect performance. It differs

from other types of evaluations because the assessment focuses on the organisation as the

primary unit of analysis. Organisations are constantly trying to adapt, survive, perform

and influence. However, they are not always successful. To better understand what they

can or should change to improve their ability to perform, organisations can conduct

organisational assessments (Stuart, et at., 2001). This diagnostic tool can help

organisations obtain useful data on their performance, identify important factors that aid

or impede their achievement of results, and situate themselves with respect to

competitors. Interestingly, the demand for such evaluations is gaining ground (Shapiro,

D. 1978), Donors are increasingly trying to deepen their understanding of the

performance of organisations which they fund for example government ministries,

International Financial Institutions and other multilateral organisations, NOOs, as well as

research institutions not only to determine the contributions of these organisations to

development results, but also to better grasp the capacities these organisations have in

place to support the achievement of results.

Organizations have an important role in our daily lives and therefore, successful

organizations represent a key ingredient for developing nations. Thus, many economists

consider organizations and institutions similar to an engine in determining the economic,

social and political progress. Precisely for this reason, in the last 22 years, there were 6

Nobel prizes awarded to researchers who have focused on the analysis of organizations

and institutions. Continous performance is the focus of any organization because only

through performance organizations are able to grow and progress (Mitchell, D. 1988)

Thus, organizational performance is one of the most important variables in the

management research and arguably the most important indicator of the organizational

performance. Although the concept of organizational performance is very common in the

academic literature, its definition is difficult because of its many meanings. For this

reason, there isn’t a universally accepted definition of this concept. In the ‘50s

organizational performance was defined as the extent to which organizations, viewed as a

social system fulfilled their objectives (Georgopoulos & Tannenbaum, 1957: p. 535).

19

Performance evaluation during this time was focused on work, people and organizational

structure. Later in the 60s and 70s, organizations have begun to explore new ways to

evaluate their performance so performance was defined as an organization’s ability to

exploit its environment for accessing and using the limited resources (Yuchtman &

Seashore, 1967: p. 379).

The years 80s and 90s were marked by the realization that the identification of

organizational objectives is more complex than initially considered. Managers began

to understand that an organization is successful if it accomplishes its goals (effectiveness)

using a minimum of resources (efficiency). Thus, organizational theories that followed

supported the idea of an organization that achieves its performance objectives based on

the constraints imposed by the limited resources (Lusthaus & Adrien, 1998 after

Campbell, 1970). In this context, profit became one of the many indicators of

performance (Popoola et aL, 2007).

The authors Lebans & Euske (2006: p. 71) provide a set of definitions to illustrate the

concept of organizational performance: Performance is a set of financial and nonfinancial

indicators which offer information on the degree of achievement of objectives and results

(Lebans & Euske 2006 after Kaplan & Norton, 1992).

Performance is dynamic, requiring judgment and interpretation. Performance may be

illustrated by using a causal model that describes how current actions may affect future

results. Performance may be understood differently depending on the person involved in

the assessment of the organizational performance (e.g. performance can be understood

differently from a person within the organization compared to one from outside). To

define the concept of performance is necessary to lcnow its elements characteristic to each

area of responsibility. To report an organization’s performance level, it is necessary to be

able to quantify the results (Richard et al. 2009).

2.3 Employee Welfare and Performance

Improved maternity scheme of the employees, as attributed to the activities of the UASU,

significantly and positively affected the morale, motivation and cooperation of the UASU

members towards productivity (r=0.23, P<0.05). A positive and significant association

20

between unions and employee productivity has been reported by Doucouliagos &

Laroche (2003). For instance, heart attack recovery rates were higher in hospitals wher

e nurses were unionized than in non-union hospitals. Nurse unions improved care of

patients by raising staff-to-patient ratios, limiting excessive overtime, and improving

training of nurses (Michael & Seago 2004). Employment! contract terms and conditions

also significantly and positively (rrz0.27, P<0.05) affected employee productivity.

The collective voice is an information source on preferences of workers that should result

in an effective mix of wages and personnel policies. Unions negotiated for employees’

contracts and layoff recall procedures, and protected employees against firing for other

than ajust cause as well as help them build files in case of a disputed claim (Budd &

McHall 1997). Availability of recreational facilities correlated positively and

significantly with increased commitment to achieving organizational goals (r0.23,

P<0.05). Similarly, the employee pension scheme significantly and positively affected

employment! contract terms and conditions (r=0.24, P<0.05). Unions play a prominent

role in the enactment of a broad range of labour laws and regulations covering aspects as

diverse as overtime pay, minimum wage, the treatment of immigrant workers, health

and retirement coverage, civil rights, unemployment insurance and workers’

compensation, and leave for care of new-borns and sick family members. Common to all

ofthese rules is a desire to provide protections forworkers (Davis 1986; Amberg 1998)

and enhance their performance (Robert, 2005).

21

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter specifically focused on research design, area of the study, population of the

study, sampling design, sample size, sources of information, data collection instruments,

research procedures, validity and reliability, data analysis and presentation, ethical

consideration as well as research limitations.

3.1 Research Design.

A research is the process of findings answers to certain problems that are carried out

within a framework of philosophies, procedures, approaches, and techniques which are

tested for reliability. A research methodology is the process of systematic way of

collecting and analyzing information related to a topic for this case was a descriptive

research design. This study follows a method of problem identification in the company

related to the topic and then finding solutions to the problems and issues. For the purpose

of problem diagnosis and testing relevant data are collected and analyzed., “Research

Methodology- Methods and Techniques”, New Delhi, Wiley Eastern Limited, pp.2-5

3.2 Area of study

The study covered all departments/section in the ministry of public service in Kampala

Uganda, covering employees at each level

3.3 Population of the study

The study comprised a target population of 160 respondents from which a sample size of

80 respondents was selected (table 3.1).

3.4 Sample Size

Sample size is the number of employees chosen for the study from the total population of

employees in the company. The number of employees chosen among whom

questionnaire were distributed in commission is 100 which include 25% trainers and 75%

the trainees.

n’N/l+N(e2~.

Where: n = the required sample size

22

N = Known population size

e2 = Margin of error at 0.05 level of significance.

n= 1601+1160(e)2 e0.005

= 160/1+160 (0.052)

= 160 x 0.0025

n= 160/2

n80

Table 3.1: Summary of Sample population

Outlet Population Sample size Percentages

Administrator 27 20 20

Drivers 27 21 30

Members of parliament 27 21 30

Division counselors 27 20 20

Civil servants 27 20 30

Political Assistants 27 20 20

Grand total 160 82 100

Table 1 suggests that, the sample population was 100 distributed proportionally according

to the staffing levels of the public servant.

3.5 Sampling Procedure

The sampling method chosen in this study is convenient sampling were the author

distributes questionnaires to the employees. The population chosen for the study is the

employees of the company, under the category of trainers and trainees Infosys. Samples

are chosen according to the convenience of the author from both populations.

3.6 Data collection methods

The data collection instruments was basically be self-administered questionnaires, which

comprised of~ open and close-ended questions that require respondents to answer all the

questions to the best of their knowledge and options given to avoid deviating from the

variables under study. Interviews were conducted during data collection from which the

23

researcher had to ask questions and respondents answer from selected sections. The

interviews were supplemented with document Analysis of various sections or branches

and assess their performance.

3.6.1 Interviews;

The various drawbacks of questionnaires can be overcome using the interview method as

it provides an opportunity for researcher to have a face to face interaction with the

employees. Interview method is relevant as the interviewer can include more interactive

and open ended questions. This helped obtain more specific information related to the

topic. Interview method can be used in cases where the sample size is low. In this study

the researcher can interview the trainers and other employees and get their personal

opinions and suggestions on training and development followed in the company and how

it has brought about a change in them.

3.6.2 Questionnaires;

Questionnaires are a means to collect relevant data from the group under study. This

study carried out with the help of structured questionnaires that contain questions related

to the topic. It included questions regarding training and development and employee

performance in the company. Questionnaire help the researcher get direct responses of

the employees who are associated with the training and development activities of the

company. While using questionnaires there are chances that the responses obtained may

be biased and not the real response of the respondent. In this research the researcher

needs to prepare 2 types of questionnaires one for the trainers and another one for the

trainees. Thus he can obtain the response from both these groups regarding the topic.

3.6.3 Document Analysis

Data analysis is the process of converting the collected raw data into a polished form

which can be easily interpreted and understood to give relevant conclusions. There are

various data analysis techniques that can be used in different types of researches

according to the requirements. Empirical data are analyzed using statistical tools which

provide reliable and accurate results. In this particular study the data analysis method that

can be used are the percentage analysis and Chi-square test.

24

3.7 Data Analysis

Correlation analysis used to find out the associations between all concerns variables.

Correlations were used to find out the association between Employee Welfare and

Organisation Performance in Public Service, Kampala, Uganda.

3.7 Ethical Consideration

To ensure confidentiality of the information provided by the respondents and to ascertain

the practice of ethics in this study, the following activities were implemented by the

researcher:

1. The respondents and states were coded instead of reflecting the names.

2. The researcher obtained an introductory letter from the College of Humanities and

Social Science (Appendix A) of Kampala International University that introduced

him to the concerned authorities for permission to collect data for this study.

3. Solicit permission through a written request to the concerned officials of the

commercial transporting agents be included in the study.

4. Request the respondents to sign in the Information Consent Form.

5. Acknowledge the authors quoted in this study through citations and referencing.

6. Present the findings in a generalized and acceptable manner.

3.8 Limitations of the Study/solutions

The study is likely to face the following limitations

(i) The study was limited by time because there is a lot of information to be gathered,

sieved for knowledge and analyzed. The time for this research is short to capture the

very essence of the point why there are several loopholes within in the logistics and

procurement section.

(iii) The sample size is not enough to give the complete picture of all organizations

functioning in ministry of public service.

(iv) Data is collected thorough simple structured questionnaire and other method could

have been used for collecting data.

(v) Time factor as a constraint as may not have enough time to investigate other

organizations

25

CHAPTER FOUR

PRESENTATION OF FINDINGS, ANALYSIS AND INTERPRETATION

4.0 INTRODUCTION

This chapter presents analyses and interprets findings on demographic characteristics of

respondents, level of employee welfare, organisation performance in the ministry of

public service, Kampala, Uganda and the relationship between Employee Welfare and

Organisation Performance in the ministry of Public Service.

4.1 The demographic characteristics of respondents

The first independent variable in this study was Rewards for which the researcher wanted

to determine its level.

Table 1 presents the general characteristics of the members of the Public Service.

Males (72%) dominated the UASU membership. It was apparent that, compared to males,

women were less attached to the labour market and tended to accumulate less specific

human capital. Besides, trade union services have traditionally been directed to the needs

of male members. Women were, therefore, less likely to be union members. This

observation concurs with that of Tadiã (2005) in Croatia, who found a larger proportion

of employees that possessed masters or doctorate qualifications being male. Jack (2004)

found professional women being more committed to their careers than their male

counterparts while Akinyemi (2001) observed no significant relationship between gender

and career commitment.

Married respondents were the majority (89%) of the UASU members followed by the

singles (7.3%), and least was the widowed (1.2%). The married members were

responsible not only for themselves but also for their families, a situation that would

increase the propensity, especially when one had children or when being the only bread

earner for the family.

The findings agree with those of Popoola & Oluwole (2007) that majority of the

personnel in records management in the registries of Public Service were married. The

age category of 46-55 years was the majority (50%) of the membership to the UASU

followed by the age bracket 36-45 (29.3%) then 56-65 (15.9%) (Table l).It was,

26

therefore, apparent that majority of the Public Service were relatively old. This can be

attributed to the fact that many organizations have reduced investment in younger

employees, probably due to lack of fbnds and the longer time the existing employees took

to retire from the service. However, Robert (2005) noted that in any organisation older

workers were more likely to be committed to their careers than younger employees.

Other studies have shown that younger employees were more willing and eager to lean,

develop themselves, and had more opportunities for career development than older

employees (e.g., Meyer et al. 1993).

Table 4.1: General characteristics of the members of Public Service

Gender Frequencies Percentages (%)

Male 59 72

Female 23 28

Total 82 100Marital status of respondents

Single 6 7.3

Married 73 89

Widowed 1 1.2

No response 2 2.4

Total 82 100

Age of respondent (years)

Below 30 0 0

31-35 4 4.9

36-45 24 29.3

46-55 41 50

56-65 13 15.9

Total 82 100

Source: Primary Data, (2015)

Improved welfare motivates employees to work hard. This increases their performance

and the attainment of organization’s goals. Studies have found that unionized employees

had superior performance due to improved welfare negotiated by their unions (e.g.,

27

Tachibanaki & Noda 2000). Table 4.1 depicts the contribution of the activities of the

Public service on employee welfare and performance at Public service. The activities of

the Public service contributed positively to the employees’ maternity scheme. This was

confirmed by, correspondingly, 38% and 35% of the respondents who believed that the

Public service contributed moderately or to a large extent to the scheme.

Respectively, only 4% and 7% of the respondents confirmed that the activities of the

Public service had no or had a small contribution. Staff housing scheme was also

positively affected by the activities of the Public service. Correspondingly, 43% and 26%

of the respondents agreed that the effect of the activities of the Public service on the staff

housing scheme was moderate to large. Conversely, only 10% and 9% of the respondents

believed the activities of the Public service had no or had a small effect on the staff

housing scheme, respectively.

4.2 The Employee Welfare

The first independent variable in this study was Employee Welfare for which the

researcher wanted to determine its level. It was divided into Intrinsic Reward with three

aspects namely empowerment, identification and appreciation, delegation on addition to

extrinsic reward with four aspects namely; pay/salary, promotion, bonus, and fringe

benefits were measured using qualitative questions in which respondents were required to

indicate the extent to which they strongly agree, agree, strongly disagree, disagree with

each of the items by indicating the number that suits their perceptions. Each of these

questions was measured on a 4-point Lilcert scale. Their responses were analyzed using

SPSS and summarized using means as indicated in table 4.2 below;

However out of 120 questionnaires issued only 82 respondents returned and indicated in

table 4.1 below;

Table 4.2: Level of Employee Welfare (n=82)

28

categories Mean {nterpretation Rank

Maternity scheme

Effective mix of wages and personnel policies 3.33 Very high 1

Improved morale, motivation and cooperation towards productivity 3.20 High 2

Better organizational layout or improved working practices 2.98 High 3

Improved employment! contract terms and conditions of service 2.90 High 4

Increased employee commitment to achieving organizational goals 2.85 High 5

Average mean 3.05 High

Staff housing scheme

Labor welfare includes various facilities, services and amenities Highprovided to workers for improving their health, efficiency, economic 3.08betterment and social status.

Welfare measures are in addition to regular wages and other economic High 2benefits available to workers due to legal provisions and collective 2.98bargaining

Labor welfare schemes are flexible and ever-changing. New welfare 2 80 High 3measures are added to the existing ones from time to time.

Welfare measures may be introduced by the employers, government, 2 High 4employees or by any social or charitable agency.

The purpose of labor welfare is to bring about the development of the 269 High 5whole personality of the workers to make a better workforce.


welfare schemes

They provide better physical and mental health to workers and thus promote a 3 29 Very highhealthy work environment

Facilities like housing schemes, medical benefits, and education and recreation Very high 2facilities for workers’ families help in raising their standards of living. This 3 09makes workers to pay more attention towards work and thus increases theirproductivity.

Employers get stable labor force by providing welfare facilities. Workers take High 3active interest in their jobs and work with a feeling of involvement and 2.89participation.

Employee welfare measures increase the productivity of organization and 2 79 High 4promote healthy industrial relations thereby maintaining industrial peace.

The social evils prevalent among the labors such as substance abuse, etc are Low Sreduced to a greater extent by the welfare policies. 2.69


Medical scheme

combat trade unionism and socialist ideas 3.3 Very high 1

build up stable labour force, to reduce labour turnover and absenteeism 3.05 Very high 2

develop efficiency and productivity among workers. 3.01 High 3

29

categories Mean Interpretation Rank

Maternity scheme

Effective mix of wages and personnel policies 3.33 Very high 1

Improved morale, motivation and cooperation towards productivity 3.20 High 2

Better organizational layout or improved working practices 2.98 High 3

Improved employment! contract terms and conditions of service 2.90 High 4

Increased employee commitment to achieving organizational goals 2.85 High 5

save oneself from heavy taxes on surplus profits. 2.89 High 4

earn goodwill and enhance public image. 2.87 Low 5


Effective Employee Welfare Program Pension scheme

Conduct employee surveys to understand their needs and expectations 3.40 Very high

IndentitS’ key areas of building skills and engagement and facilitating Very high 2trainings for the same 3.30

Propose solutions for personal upkeep, family uplifting and future High 3

security 3.20

Create opportunities for greater synergies between the management and High 4employees 2.90

Conduct impact assessments and feedback surveys 2.87 Low 5


Staff transport arrangements

We are provided with transport allowances 3.20 Very high I

We have a staff van that pick us from home to the work place 3.10 high 2

We are provided with car loan 3.00 High 3

Every month the transport allowances are included on the salary 2.95 High 4

We are providing transport on our own 2.90 Low 5


Overall mean 3.01 High

Source: Primary Data, (2015)

Maternity scheme

Regarding Employee Welfare the findings revealed that five (5) items were measured on

maternity scheme, one items was rated very high for instance Effective mix of wages and

personnel policies (mean=3.33) and other rated high for example, Improved morale,

motivation and cooperation towards productivity (mean=3.20) Better organizational

layout or improved worlcing practices (mean=2.98) Improved employment! contract

30

terms and conditions of service(mean=2.90) Increased employee commitment to

achieving organizational goals (mean=2.85) with an average mean3.05



Staff housing scheme and all were rated high for instance Labor welfare includes various

facilities, services and amenities provided to workers for improving their health,

efficiency, economic betterment and social status (mean=3.08) Welfare measures are in

addition to regular wages and other economic benefits available to workers due to legal

provisions and collective bargaining (mean=2.98), labor welfare schemes are flexible and

ever-changing. New welfare measures are added to the existing ones from time to time

(mean~”2.8O) Welfare measures may be introduced by the employers, government,

employees or by any social or charitable agency (mean2.77) The purpose of labor

welfare is to bring about the development of the whole personality of the workers to

make a better workforce (mean=2.69) with average mean=2.86

Welfare schemes


welfare scheme, two (2) items was rated very high for instance They provide better

physical and mental health to workers and thus promote a healthy work environment

(mean3.29), Facilities like housing schemes, medical benefits, and education and

recreation facilities for workers’ families help in raising their standards of living. This

makes workers to pay more attention towards work and thus increases their productivity.

(mean3.09), two (2) items were rated High for instance Employers get stable labor force

by providing welfare facilities. Workers take active interest in their jobs and work with a

feeling of involvement and participation (mean= 2.89) Employee welfare measures

increase the productivity of organization and promote healthy industrial relations thereby

maintaining industrial peace (mean= 2.79) and one (I) item was rated low that is to say,

The social evils prevalent among the labors such as substance abuse, etc are reduced to a

greater extent by the welfare policies (mean=2.69).

31

Medical scheme


Medical scheme, two (2) items was rated very high for instance combat trade unionism

and socialist ideas (mean=3.3), build up stable labour force, to reduce labour turnover and

absenteeism (mean3.05), two (2) items were rated High for instance develop efficiency

and productivity among workers (mean3.Ol) save oneself from heavy taxes on surplus

profits (mean=2.89) and one (I) item was rated low that is to say, earn goodwill and

enhance public image (mean=2.87) with an average meant3.024.

Effective Employee Welfare Program Pension scheme


Effective Employee Welfare Program Pension scheme, two (2) items was rated very high

for instance Conduct employee surveys to understand their needs and expectations

(mean=3.40), Indentify key areas of building skills and engagement and facilitating

trainings for the same (mean=3.30), two (2) items were rated high for instance Propose

solutions for personal upkeep, family uplifting and future security (mean3.20) Create

opportunities for greater synergies between the management and employees (mean=2.90)

and one (1) item was rated low that is to say, Conduct impact assessments and feedback

surveys (mean’2.87) with an average mean3.13.

Staff transports arrangements


Staff transport arrangements, one (1) items was rated very high for instance We are

provided with transport allowances (mean=3.20), three (3) items were rated High for

instance We have a staff van that pick us from home to the work place (meaw=3. 10) We

are provided with car loan (mean=3 .00), Every month the transport allowances are

included on the salary (mean2.95) and one (1) item was rated low that is to say, We are

providing transport on our own (mean2.90) with an average mean3.03, thus with an

overall mean of 3.01.

4.3 Organisation Performance

The second objective of the study was set to determine the Organisation Performance for

which respondents were required to ascertain the extent to which they agree or disagree

with the items or statement by indicating the number which best describes their

32

perceptions. This variable was measured using thirty qualitative questions with response

rate ranging between 1’strongly disagree, 2=Disagree, 3Agree and 4strongly agree.

The responses were analyzed and described using means as summarized below in table

4.2.

The results in table 4.3 above shows the five items on the dependent variables which

were collected from respondents”. All the items for the dependent variables were

measured on a four lilcert scale (1 = strongly disagree, 2disagree, 3 = agree and 4 =

strongly agree).

The respondents contended that low level of Organisation Performance

Table 4.3: Level of Organisation Performance (n=82)

Categories Mean Interpreta Ranktion

Leadership,Reduce the threat of further government intervention. 3.51 High 1

Training evaluation method has to be understood 3.47 High 2

They provide better physical and mental health to workers and thus promote a 3.41 High 3healthy work environment

Facilities like housing schemes, medical benefits, and education and recreation 2.29 High 4facilities for workers’ families help in raising their standards of living. This makesworkers to pay more attention towards work and thus increases their productivity.

Employers get stable labor force by providing welfare facilities. Workers take 2.26 High 5active interest in theirjobs and work with a feeling of involvement andparticipation.


Quality

he social evils prevalent among the labors such as substance abuse, etc are 3.35 High 1~duced to a greater extent by the welfare policies.

The service should satis& real needs of the workers. This means that the manager 3.30 High 2must first determine what the employee’s real needs are with the activeparticipation of workers.

he service should such as can be handled by cafeteria approach. Due to the 3.29 High 3difference in Sex, age, marital status, number of children, type ofjob and theincome level of employees there are large differences in their choice of a particularbenefit

The employer should not assume a benevolent posture. 2.90 High 4The cost of the service should be calculated and its financing established on a 2.80 High 5sound basis.

Average mean 3.12 HighInnovation and developmentThere should be periodical assessment or evaluation of the service and 3.19 High 1necessary timely on the basis of feedback.

33

Adequate, suitable and clean washing facilities separately for men and 3.05 High 2women workersFacilities for storing and drying clothes 3. 01 High 3Canteens, if more than 250 workers are employed 2.96 High 4

Welfare officer, wherever more than 500 workers are employed 2.80 High 5


Competitors/business uncertainty

First aid boxes are provided 2.95 HighThe purpose and benefits of the assessment are clear to the organization’s 2.92 High 2stakeholdersThe main focus of the assessment is on learning rather than on accountability. 2.90 High 3Internal leadership is identified to champion the process and results of the 2.79 High 4assessment.The organisational culture is one that supports use of positive and negative 2.58 High 5feedback in planning and managing change


ClientsStakeholders see the assessment as relevant, credible, transparent, of high quality, Very High 1and the findings have face validity. 3.50The assessment team is able to communicate the intent of the assessment, their High 2approach, and the results to senior staff and board members. 3.20The report is timely (i.e., produced at an opportune time within the planning cycle High 3of the organisation). 3.00

High 4

There is a process in place and resources allocated to implement and follow-up onassessment’s recommendations

2.95Average mean 2.90 High 5Employees’ Performance measurement, and StructureWe always analyze the training needs of the organization 3.20 High 2

Objective of the training are formulated 3.00 High 3

Recommendations are realistic and feasible (for example, financially). 2.95 High 4

The already existing training methods are reviewed 2.90 High 5Develop a new method or select the already present method 2.89 high


Overall Mean 3.07 High

Source: Primary data (2015)

Leadership

Regarding Organisation Performance the findings revealed that five (5) items were

measured on Leadership and all rated high for example, Reduce the threat of further

government intervention (mean=3 .51) Training evaluation method has to be

34

understood(mean=3.47) They provide better physical and mental health to workers and

thus promote a healthy work environment (mean3.41) Facilities like housing schemes,

medical benefits, and education and recreation facilities for workers’ families help in

raising their standards of living. This makes workers to pay more attention towards work

and thus increases their productivity (mean=2.29) Employers get stable labor force by

providing welfare facilities. Workers take active interest in their jobs and work with a

feeling of involvement and participation (mean=2.26) with an average mean=3.3l

The leadership variable is also often found in organizational diagnostic models

(Weisbord, 1976; Waterman et aL, 1980; Burke & Litwin, 2001). The impact of this

variable on organizational performance is probably the most obvious of the models’

variables being the object of many studies. We can mention here the study conducted in

1981 by Weiner & Mahoney (1981) who studied the leadership in 193 manufacturing

companies.

According to this study, managerial practices have a significant impact on two

organizational performance components: profitability and share price. In addition to the

above-mentioned study there are others who have suggested that the leadership is a key

element that ensures the connection between the success factors of an organization

(Nohria et al., 2003).

Quality


measured on quality and all rated high for example, The social evils prevalent among the

labors such as substance abuse, etc are reduced to a greater extent by the welfare policies

(mean3.35) The service should satisfy real needs of the workers. This means that the

manager must first determine what the employee’s real needs are with the active

participation of workers (mean= 3.30), he service should such as can be handled by

cafeteria approach. Due to the difference in Sex, age, marital status, number of children,

type of job and the income level of employees there are large differences in their choice

of a particular benefit (mean3 .29) The employer should not assume a benevolent

35

posture (mean= 2.90) The cost of the service should be calculate and its

financing established on a sound basis (meair2.80) with an average mean=3.12

The key aspect of quality is essentially the extent to which the company is able to meet

stakeholder expectations on certain dimensions that have value for them (Saner &

Eijkman, 2005). In the vast majority of works that examine this variable, quality is

measured by the impact of ISO standards. In essence, the object is to identify the extent

to which implementation of such a quality standard has a significant influence on

financial performance.

The implementation of ISO 9001 standard provides the possibility to align the objectives

of the top levels, with the internal processes. With greater visibility into these processes,

managers will be able to transform the original goals of quality in a continuous

improvement process that will have a positive impact on financial performance.

Innovation and development


measured on innovation and development and all rated high for example, There should be

periodical assessment or evaluation of the service and necessary timely on the basis of

feedback. (mean=3.19) Adequate, suitable and clean washing facilities separately for men

and women workers (mean3.05) Facilities for storing and drying clothes (mean=3.0l)

Canteens, if more than 250 workers are employed (mean=2,96) Welfare officer, wherever

more than 500 workers are employed (mean=2.80) with an average mean=3.00. This

implies that, the innovative capacity of organizations is a dimension less surprised in

organizational diagnostic models although there are numerous studies that have been

focused on identifying impact of the innovative capacity on performance. The importance

of this variable and the impact it has on organizational performance was highlighted by

the study conducted by Deshpande et al. (1997) who considered several companies from

five countries. According to this study, firm’s innovative capacity was the critical factor

in explaining performance differences between firms from five countries: Japan, United

States, France, Germany and England.

36

Also, Kotler (2003) studied the relationship between innovation and performance,

offering the example of Sony, a leader in innovation that has significantly increased

market share by means of numerous new products to clients. In essence, this variable is

captured in the models of organizational diagnostic by the technology available in

carrying out activities. In this study we considered three elements of this variable (in

addition to the technology used), namely: the extent to which new products were

introduced, and the extent to which products and production processes were improved in

the past two years. These items were used according to the study conducted by Sanner &

Wijkman (2005).

Competitors/business uncertainty


measured on Competitors/business uncertainty and all rated high for example, First aid

boxes are provided (mean2.95) The purpose and benefits of the assessment are clear to

the organization’s stakeholders (mean=2.92) The main focus of the assessment is on

learning rather than on accountability (mean=2.90) Internal leadership is identified to

champion the process and results of the assessment. (Mean2.79) The organisational

culture is one that supports use of positive and negative feedback in planning and

managing change(mean2.58) with an average mean=2.83. Through this variable the

researcher tried to identi~’ the competitive environment in which the company operates

and the uncertainty of the business environment. We sought to illustrate the uncertainty

of the business environment in an effort to identif~’ the relationship between the degree of

uncertainty in the business environment and its impact on the performance measurement

process. Numerous studies have shown that financial indicators are most appropriate

when the competitive environment is characterized by a low level of uncertainty, the

foundations of the competition being less complex (Brownell, 1982; Govindarajan,

1984).

Clients


measured on clients and all rated high for example, Stakeholders see the assessment as

relevant, credible, transparent, of high quality, and the findings have face validity.

(mean3.50) The assessment team is able to communicate the intent of the assessment,37

their approach, and the results to senior staff and board members (mean3 .20) The report

is timely for instance, produced at an opportune time within the planning cycle of the

organisation) (meair’3.00) There is a process in place and resources allocated to

implement and follow-up on the assessment’s recommendations (mean=2.95) with an

average mean (meair’2.90)

Over time, the importance of customer orientation and its impact on organizational

performance has been highlighted in numerous studies. In this category is the study

conducted by Brady et cii. (2002) who demonstrated that customer orientation is linked

indirectly with organizational quality, customer satisfaction and performance of the

organization. Another study that had the same objective belongs to Pinar et al. (2003). In

this study, oriented toward Turkish companies, there were significant differences between

firms characterized by a greater orientation towards customers and firms characterized by

lower customer orientation. The first category of firms, showed noticeably higher

performance than the latter.

In our study we tried to capture the degree of customer orientation through questions

designed to clari& the following aspects: the measuring frequency of customer

satisfaction, the existence of procedures for customer complaints, and the extent to which

customers’ views are taken into consideration in establishing fhture objectives.

Employees’ Performance measurement, and Structure


measured on Employees’ Performance measurement, and Structure thus all rated high for

example, We always analyze the training needs of the organization (mean3.20)

Objective of the training are formulated (mean3.00) Recommendations are realistic and

feasible (for example, financially) (mean=2.95) The already existing training methods are

reviewed (mean2.90) Develop a new method or select the already present method

(mean2.89) average mean3.1 1 with an overall mean3.07. This dimension is reflected

in one form or another in all organizational diagnostic models, an aspect that reveals its

importance to the success of an organization. Often management decisions may generate

feelings of angry, frustration, grievance, and distrust, among employees, that may

38

contribute to a potentially detrimental effect on the general organizational performance

(Vasconcelos, 2011).

According to Hosmer (2001), because human resources are characterized by the highest

degree of restraint, attracting and retaining employees “quality” is a critical issue for

competitive advantage and organizational performance. Another author who has

emphasized the importance of this dimension in the performance of an organization was

Reichheld (1993) who showed that a few percent reduction in employee turnover rate

may have as a result an increase in profitability by 50%.

Within this dimension we sought to identify the frequency of measuring employee’s

satisfaction. Respondents were also asked to agree on a number of statements designed to

highlight the dedication of employees to the firm. These statements were taken from the

study conducted by Pinar & Girard (2008), which analyzed the impact of three

dimensions (leadership, customers and employees) on organizational performance.

39

CHAPTER FIVE

CONCLUSIONS, AND RECOMMENDATIONS

5.1 Introduction

This final chapter presents and summarizes the findings, conclusions and

recommendations based on the study objectives and study hypothesis.

5.2 Conclusion

This study includes two objectives: first, evaluating the influence of the demographic

elements, and second, assessing the impact of the reward elements (both extrinsic and

intrinsic) on the employees’ performance in two Malaysian tourism organizations as the

study.s sample population. The aim of choosing the study population is the ranking of

Malaysia as one of the most important countries in the tourism industry, and therefore,

this research is very important for this nation as the industry is one of the main income

generators.

On the whole, based on the obtained results, first the relationship between the

demographic and rewards elements is investigated. From these results, it can be

concluded that for different categories of gender, age, work experience, job position,

marital status and education of the employees, there are not any differences among their

performances. Therefore, the demographic elements brought in this study do not have any

relationship with the performance and in fact, they do not change the performance levels

in a significant manner.

5.3 Recommendations

5.3.1 Employee Welfare

Employees want to identii~’ with corporate principles. Today employees are very

opinionated about the moral and ethical issues in business today. They care about such

things as employee privacy and employee rights. By having a set of guiding principles,

and following these principles, your organization creates a framework within which to

develop principle-centered policies and procedures or make principle-centered decisions

regarding difficult employment related issues.

40

Employees want to know their employer cares about their opinions and concerns. If

you’re going to create a good employee relations program, you need to have a mechanism

for finding out what your employees care about, what they are concerned about, what

they think of you as an employer. Conduct employee opinion surveys.

Employees want to be productive and involved. Create employee participation teams.

The more the employee interacts with other members of the team, the greater the

employee will be linked with the organization. Getting as many people as possible

strategizing on how to make your business a success is another very viable part of a good

employee relations program.

Employees want to be appreciated and recognized for ajob well done. Link performance

with rewards. There are all different kinds of strategies that can be used to link

performance with rewards. From the very basic incentive programs to the use of equity,

stocks or royalties. Linking performance with rewards also promotes the entrepreneurial

spirit and encourages people to work as a team.

Employees want to be paid competitively. A principle element of a sound employee

relations program is to value the knowledge, skills, and abilities of your staff. One way of

doing this is to ensure that your salaries remain competitive. Conduct annual salary

surveys, establish fair, consistent pay practices and ensure the entire compensation

package is competitive, not just the base pay.

? Employees want to have challenging work. People like to be challenged, particularly

when they feel that they are supported in taking on new challenges. Presenting an

organizational challenge to your employees stimulates thinking and creates excitement

within the organization.

Employees want to achieve the greatest possible results professionally and personally

during their career. One of the measures of your effectiveness is how well your people

perform, right? However, it’s amazing how many organizations only provide training for

their employees if there’s money left over in the budget, rather than budgeting for it.

41

People inherently want to do well, and by providing management training or skill-based

training, you send the message to your people that you are interested in their success.

Employees today want to be knowledgeable about the company’s effectiveness and its

activities.

When employers fail to communicate with their employees about what’s going on, it

doesn’t just leave a void of information, it creates dissent, rumor and ill-will as your

employees come to believe that you must not see them as important enough to

communicate with them. By communicating your company’s effectiveness and its

activities, you pull the employee further into the family, so to speak, of your organization.

Employees want to receive assistance in balancing their work and family needs. This

element of establishing a good employee relations program has to do with understanding

that your people have lives outside of your business. By supporting their lives and

providing assistance to balance their lives’ you are building a relationship with your

employees that tells them you care and you recognize the need for that balance.

To summarize, building a strong employee relations program means that you create an

environment which delivers what people want today. They want to feel good about who

they are, what they do and where they work. These top 10 points should give you a

starting point to begin thinking about an employee relations strategy for your

organization. In creating that strategy, you will find the answers to some of your

organization’s perplexing human resource issues.

5.3.3 Organisation performance

Even in this difficult economic time, reward and recognition programs are alive and well.

But just having a program in place is not enough.

Share information and numbers; Let them in on what is going on within the company as

well as how their jobs contribute to the big picture. When you keep you employees

informed they tend to feel a greater sense of worth. Keep communication hopefUl and

truthful — do not be afraid to share bad news, instead be more strategic about how you

42

deliver it. Improve performance through transparency. By sharing numbers with

employees, you can increase employees’ sense of ownership.

Encourages open communication; You can get insight into what things are important to

the employee by using surveys, suggestion boxes and team meetings. Be open-minded

and encourage them to express their ideas and perspectives without criticism. This means

putting into practice everything you have learned about effective listening. Address their

concerns in the best way you can.

Not communicating or communicating late can damage engagement; Hearing about an

important update from media, colleagues or family and friends can have a negative

impact on employee engagement. Ensure employees hear these messages from the

business as soon as possible.

Actively promote organizational effectiveness, reputation, values and ethics; Actively

promote organizational effectiveness, reputation, values and ethics — Employees want to

feel good about their leaders, where they work, the products they sell and the reputation

of their company.

Culture; Encourage employees to find a personal fit with the company culture.

Let staff tell their own stories; Encourage them to tell their own stories about what they

are doing to support company strategies or embody organizational values.

Trust; Employees need to trust each other as well as their leadership. Employees are

constantly watching leadership to see how their decisions affect the strategic direction of

the organization and if their behaviors reflect what they say.

Build engagement; Show that you’re genuinely concerned about employees’ opinions and

use social media as a communications tool to build engagement.

43

Encourage innovation; Engaged employees are innovative. They’re always looking for a

better way.

Create a strong team environment; Strong employee engagement is dependent on how

well employees get along, interact with each other and participate in a team environment.

Sense of belonging; Non-work activities that foster relationships increase employee

engagement.

Provide constant feedback on the positives; When people know what they’re doing well,

they’ll keep doing it or, even better, do more of it. Providing someone with a little

recognition on what they’re doing well can go a long way toward boosting morale. This

is not to say “ignore the weaknesses” just don’t make the weaknesses the only focus area

of feedback. This doesn’t mean you should not create accountability, it actually means

the opposite but, if all you do is criticize, people will learn how to hide their mistakes or

shift blame.

Give immediate feedback; Feedback is two way communications. It is the opportunity to

share opinions and find solutions. Too many managers think should be the province of

the annual personnel revue. It’s not. It should be a daily occurrence.

Show how feedback is being used; Demonstrate to staff how their feedback is being used.

Support employees in their work and growth; How many of you have responded to a

subordinate’s idea as brilliant or even good. Success begets success. You can support

employee growth by providing education and learning opportunities, cross training,

coaching, and any other interactions that support employees’ personal development.

Collaborate and share on problem-solving; when employees get the idea that their

manager or leader is the one who has to solve all the problems, it takes away from their

sense of empowerment, and ultimately is likely to decrease engagement over time.

44

Encourage team members to take responsibility, and worlc through problems or issues on

their own, or collaboratively. It’s not the manager’s job to fix everyone else’s problems.

Delegation; Delegation is good for you because it expands your managerial span of

control. It’s good for your employees because it is a growth opportunity for them. It

demonstrates your trust in them to do the job correctly and increases their ownership of

the task.

Incentives; Incentives that are matched to accountability and results. Managers who want

their employees to be engaged recognize that incentives must be allocated based on

objective criteria and that different employees are motivated by different things.

Celebrate both financial and non financial achievements; Employees need to feel

validated and that they are a valued part of the organization. Leadership needs to show

how much they care for their employees and show recognition for efforts: “If you want

something to grow, pow champagne on it”.

45

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47

APPENDICES

APPENDIX I: RESEARCH INSTRUMENTATIONSKAMPALA INTERNATIONAL UNIVERSITY

COLLEGE OF HUMANITIES AND SOCIAL SCIENCES

Dear Sir/Madam,

Greetings!

I am Mwesije Geoffrey a candidate for a Bachelors’ Degree in Public Administration at the

college of Economics Humanities and Social Sciences of Kampala International University with

a thesis on, “Employee Welfare and Organ isation Performance in Public Service, Kampala,

Uganda”

As I pursue this academic requirement, may I request your assistance by being part of this study?

Kindly provide the most appropriate information as indicated in the questionnaires and

please do not leave any item unanswered. Any data from you shall be for academic purposes

only and will be kept with utmost confidentiality.

May I retrieve the questionnaires two days after you receive them?

Thank you very much in advance,

Yours faithfully,

Mwesije Geoffrey

0704697847 (RESEARCHER)

INFORMED CONSENT

I am giving my consent to be part of the research study carried out by Mr.

Mwesije Geoffrey that focused on “Employee Welfare and Organisation Performance in

Public Service, Kampala, Uganda”

I shall be assured of privacy, anonymity and confidentiality and that I will be given

the option to refuse participation and right to withdraw my participation any time. I have been

informed that the research is voluntary and that the results will be given to be if I request for

them

Initials

Date

48

APPENDIX IIA: DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS

Direction:Please provide information about yourself. Kindly tick or fill out in the blank spaces of eachoption:

Code# Date received by respondent

Company Staff

A. Gender:

Male Female

B. Age:

20-39 years I I 40-59 years I

60 and above

C. Educational level:

Certificate I Masters ____ Diploma ~ Ph.D.

Bachelors _____ Others (please specify) _____________________________

D. Your position/post in the organization: ____________________________

Manager ____ Employee I Director ~

E. Number of years in this business: _________________________________

1-3 years 4-6 years 7 and above

49

APPENDIX IIB: QUESTIONNAIRE TO DETERMINE EMPLOYEE WELFARE

Direction: Please write your preferred option on the space provided before each item. Kindlyuse the rating guide below:Instructions: RatingStrongly Agree (4)Agree (3)Strongly Disagree (2)Disagree (I)NO The following statements/components are related to Level of Employee Welfare

Maternity scheme Rating

Effective mix of wages and personnel policies 1 2 3 4

2 Improved morale, motivation and cooperation towards productivity T I I T3 Better organizational layout or improved working practices I I T4 Improved employment! contract terms and conditions of service I I I I5 Increased employee commitment to achieving organizational goals 1 2 1 1


6 Labor welfare includes various facilities, services and amenities 1 2 3 1provided to workers for improving their health, efficiency, economic

bettennent and social status.

7 Welfare measures are in addition to regular wages and other economic 1 i~ ~ Ibenefits available to workers due to legal provisions and collective

bargaining

8 Labor welfare schemes are flexible and ever-changing. New welfare I I I Imeasures are added to the existing ones from time to time.

9 Welfare measures may be introduced by the employers, government, I I Iemployees or by any social or charitable agency.

10 The purpose of labor welfare is to bring about the development of the I I 1 1whole personality of the workers to make a better workforce.

welfare schemes

1 1 They provide better physical and mental health to workers and thus I I I Ipromote a healthy work environment

12 Facilities like housing schemes, medical benefits, and education and 1 2 3 1recreation facilities for workers’ families help in raising their standards

of living. This makes workers to pay more attention towards work and

DescriptionYou agree with no doubt at allYou agree with some doubtYou disagree with no doubt at allYou disagree with some doubt

50

thus increases their productivity.

13 Employers get stable labor force by providing welfare facilities. 1 2 1 1Workers take active interest in their jobs and work with a feeling of

involvement and participation.

14 Employee welfare measures increase the productivity of organization 1 1 1 1and promote healthy industrial relations thereby maintaining industrial

peace.

15 The social evils prevalent among the labors such as substance abuse, etc 1 2 3 4

are reduced to a greater extent by the welfare policies.

Medical scheme16 combat trade unionism and socialist ideas 1 2 3 4

17 build up stable labour force, to reduce labour turnover and absenteeism 1 -i ~18 develop efficiency and productivity among workers. I I I I19 save oneself from heavy taxes on surplus profits. 1 1 I I20 earn goodwill and enhance public image. I I I I

Effective Employee Welfare Program Pension scheme —

21 Conduct employee surveys to understand their needs and expectations — — —

22 Indentify key areas of building skills and engagement and facilitating — —

trainings for the same

23 Propose solutions for personal upkeep, family uplifting and future — — — —

security

24 Create opportunities for greater synergies between the management and — — — —

employees

25 Conduct impact assessments and feedback surveys — — — —

Staff transport arrangements

26 We are provided with transport allowances — — — —

27 We have a staff van that pick us from home to the work place — — — —

28 We are provided with car loan

29 Every month the transport allowances are included on the salary — — — —

30 We are providing transport on our own — — — —

Thank youfor your valuable time and cooperation

51

APPENDIX IIC: QUESTIONNAIRE TO DETERMINE THE ORGANISATIONAL

PERFORMANCE

Direction:

Please write your preferred option on the space provided before each item. Kindly use the rating

guide below:

Response Mode Rating Description

Strongly Agree (4) You agree with no doubt at all.

Agree (3) You agree with some doubt

Disagree (2) You disagree with some doubt

Strongly Disagree (I) You disagree with no doubt at all

ORGANISATIONAL PERFORMANCE Rating

No Leadership, t T I I1 Reduce the threat of further government intervention. I I I I

2 Training evaluation method has to be understood I I I I3 They provide better physical and mental health to worlcers and thus I I I I

promote a healthy work environment4 Facilities like housing schemes, medical benefits, and education and 1 2 3 4

recreation facilities for workers’ families help in raising their standards ofliving. This makes worlcers to pay more attention towards work and thusincreases their productivity.

5 Employers get stable labor force by providing welfare facilities. Workers 1 2 3 4take active interest in their jobs and work with a feeling of involvementand participation.Quality

6 fhe social evils prevalent among the labors such as substance abuse, etc I 1 i~ T‘ire reduced to a greater extent by the welfare policies. — —

7 The service should satis& real needs of the worlcers. This means that the 1 2 3 4manager must first determine what the employee’s real needs are with theactive participation of workers.

8 he service should such as can be handled by cafeteria approach. Due to 1 2 3 4the difference in Sex, age, marital status, number of children, type ofjoband the income level of employees there are large differences in theirchoice of a particular benefit

9 The employer should not assume a benevolent posture. 1 2 3 4

10 The cost of the service should be calculate and its financing established I I I 1on a sound basis.Innovation and development

11 There should be periodical assessment or evaluation of the service and I 1 I Tnecessary timely on the basis of feedback.

52

12 Adequate, suitable and clean washing facilities separately for men and T I Twomen workers

13 Facilities for storing and drying clothes 1 2 3 4

14 Canteens, if more than 250 workers are employed I I I T15 Welfare officer, wherever more than 500 workers are employed 1 2 1 1

Competitors/business_uncertainty — — —

16 . . . 1 2 3 4First aid boxes are provided — — — —

17 The purpose and benefits of the assessment are clear to the organisation’s 1 2 3 4stakeholders

18 The main focus of the assessment is on learning rather than on 1 2 3 4accountability.

19 Internal leadership is identified to champion the process and results of the 1 2 3 4assessment.

20 The organisational culture is one that supports use of positive and negative 1 2 3 4feedback in planning and managing changeStakeholders are involved in the assessment process (from the negotiationand planning stages).

21 . 1 2 3 4Clients

22 Stakeholders see the assessment as relevant, credible, transparent, of high 1 2 3 4quality, and the findings have face validity.

23 The assessment team is able to communicate the intent of the assessment, 1 2 3 4their approach, and the results to senior staff and board members. — — — —

24 The report is timely (i.e., produced at an opportune time within the 1 2 3 4planning cycle of the organisation).

25 1 2 3 4There is a process in place and resources allocated to implement andfollow-up on the assessment’s recommendations

Employees’ Performance measurement, and Structure — — — —

26 We always analyze the training needs of the organization I I I I27 Objective of the training are formulated I I I I28 Recommendations are realistic and feasible (for example, financially). 1 2 3 4

29 The already existing training methods are reviewed I I I I30 Develop a new method or select the already present method I I I I

Thank yonfor your valuable time and cooperation

53

APPENDIX III: THE ADOTED TIME FRAME OF THE STUDY

No Activity Feb April June July. 2015

1 Report Preparation

2 Data Collection And Review

3 Data Processing, Coding, Typing Editing

4 Submission of Final Report ‘

5 Report Preparation

6 Data Processing, Coding, Typing Editing

7 Submission of the First Draft of The Report

8 Discussing The Results Wit The Supervisor

9 Reviewing and Correcting Typesetting Etc.

10 Submission of Final Draft of the Report

54

APPENDIX IV: THE ADOPTED BUDGET FOR THE STUDY.

NO. DESCRIPTION QUANTITY UNIT COST Total

Stationery

A) 3 Ream of Photocopying Paper 3 8,500 25500

B) I Ream Ruled Paper 1 7,000 7,000

C) 5 Floppy Diskettes 5 1,000 5,000

D)6Bic Pens 6 200 1,200

B) 1 Flash Disk of 2.0 GB 1 28000 35,000

F) 6 Pencils 6 100 600

G) 6 Pencils 2 75,000@ 1,50,000

Sub Total 224,300

2. Secretarial Services

A) Typesetting 35,000 35,000

B) Photocopying 15,000 15,000

C) Binding 3 copies 15,000 45,000

D) Printing 100 per page 1500 150,000

3. Travel Costs 285000

4. Data Treatment and Analysis

a) Literature Collection 60,000

b) coding 160,000

c) interpreting and analysis 120,000

d) Appointment schedules 20,000

Subtotal 290000

Grand total 892,300

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employee welfare and organisation performance in …

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