Project - Lorna Okatch Edify

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FACTORS AFFECTING EMPLOYMENT RELATIONS IN THE PUBLIC

SECTOR: A CASE STUDY OF KENYA NATIONAL AUDIT OFFICE.

BY

LORNA ATIENO OKATCH

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF

THE REQUIREMENT FOR THE AWARD OF DIPLOMA IN HUMAN

RESOURCE MANAGEMENT TO THE KENYA INSTITUTE OF

MANAGEMENT

JULY 2012


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DECLARATION

Declaration by the Student

This project is my original work and has not been presented to any other examination

body. No part of this research should be reproduced without my consent or that of

Kenya Institute of Management

Name: __________________________ Sign: ________________ Date: __________

NRB/DHRM/42856

Declaration by the Supervisor

This Research has been submitted with my approval as The Kenya Institute of

Management supervisor

Name: __________________________ Sign: ________________ Date: __________

Lecturer Supervising

For and on behalf of The Kenya Institute of Management

Name: __________________________ Sign: ________________ Date: __________

Branch ManagerNairobi Branch


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DEDICATION

I would like to dedicate this project to my entire Family members who have accorded me full

support during my studies at KIM.


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ACKNOWLEDGEMENT

I would like to acknowledge my supervisor Rhoda Chumba for the help and guidance she has

continued to provide in during my undertaking of this research. My colleagues at KIM also

deserve to be acknowledged for the advice and support. The management and lecturers at

KIM also deserve my acknowledgement for the conducive learning environment they have

continued to provide to us students. May God bless you all.


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ABSTRACT

The main purpose of the study was to evaluate the factors affecting employment

relations in the public sector with specific reference to Kenya National Audit Office

(KENAO). The specific objectives of the study were; to determine the effect of

reward policy, to determine the effects of management style, to determine the effect

of workload and, to determine the influence of training on employment relations. The

study will benefit the Management of KENAO, Future researchers and the Human

Resource Professionals. The study is expected improve the researcher knowledge on

the subject under study and also help fulfill part of the requirements of the diploma

course.

The methodology used in the study was descriptive research method to enable

collection and description of relevant details. The target population of the study was

made up the 150 staff at the KENAO head office. Stratified random sampling was

used to pick a sample of 45 respondents from the target population. Data was

collected by use of questionnaires. Interviews were conducted to supplement data

collected by questionnaires. The collected data was qualitatively and quantitatively

analyzed and the results presented in form of frequency tables, charts and pie charts.

The study findings show that majority of respondents (84%) indicated that reward

policy affect employment relations at KENAO. On whether management style has an

effect on employment relations at KENAO, majority of respondents (76%) indicated

that management style affect employment relations. Majority of respondents (89%)

indicated that workload affect employment relations while training was also cited as

having an effect on employment relations. Majority (89%) indicated that training

affect employment relations.

The researcher recommends that; continuous training should be incorporated in all

public institutions in order to improve employee skills, the Workload for each

employee should be commensurate with the compensation received, public

institutions should employ a participatory and democratic type of leadership that

allows all staff to participate in decision making at all levels and the reward policy of

public institutions should try to match those of the private sector.


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TABLE OF CONTENTS

DECLARATION..II

DEDICATION ...................III

ACKNOWLEDGEMENT .....IV

ABSTRACT.........V

TABLE OF CONTENTS....VI

LIST OF TABLES...VIII

LIST OF FIGURES............IX

OPERATIONAL DEFINATION OF TERMS.......X

LIST OF ABBREVIATIONS............XI

CHAPTER ONE

INTRODUCTION OF THE STUDY

1.1 Introduction.........1

1.2 Background of the Study.1

1.3Statement of the Problem.6

1.4 Objectives of the Study...........6

1.5 Research Questions..7

1.6 Significance of the Study................7

1.7 Limitations of the Study..8

1.8Scope of the Study...8

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction.....9

2.1 Review of Theoretical Literature.........9

2.2 Review of Critical Review ....25

2.3Summary and Gaps to be Filled.........26

2.4 Conceptual Framework......27

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.0 Introduction......29

3.1 Research Design.......29

3.2 Target Population.....29


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3.3 Sampling Design...30

3.4 Data Collection..30

3.6 Data Analysis Methods.....31

CHAPTER FOUR

DATA ANALYSIS, PRESENTATION AND INTERPRETATION

4.1 Introduction.....32

4.2 Presentations of findings.....32

4.3 Summary of data Analysis.......46

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1 Introduction.48

5.2 Summary of the Findings.....48

5.3 Conclusion....49

5.4 Recommendation......49

5.5 Further Studies.........50

References...51

REFERENCES.....32

APPENDICES

APPENDIX I KIM Introduction Letter

APPENDIX I Questionnaires


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LIST OF TABLES

Table 3.1 Target Population .30

Table 3.2 Sampling Design......31

Table 4.1 Response Rate .........32

Table 4.2 Response according to gender.....33

Table 4.3 Highest Level of Education..........34

Table 4.4 Age of Respondents ........35

Table 4.5 Years of Service ......36

Table 4.6 Effect of Reward Policy......38

Table 4.7 Extent of the effect of Reward Policy....39

Table 4.8 Effect of Management Style.......40

Table 4.9 Extent of the effect of Management Style.41

Table 4.10 Effect of Workload.........42

Table 4.11 Extent of the effect of Workload.......43

Table 4.12 Effect of Training.......44

Table 4.13 Extent of the effect of Training......45


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LIST OF FIGURES

Figure1.1 Organizational Structure........4

Figure 1.2 Conceptual Framework........27

Figure 4.1 Response Rate .........32

Figure 4.2 Response according to gender.....33

Figure 4.3 Highest Level of Education..........34

Figure 4.4 Age of Respondents ........35

Figure 4.5 Years of Service ......37

Figure 4.6 Effect of Reward Policy......38

Figure 4.7 Extent of the effect of Reward Policy....39

Figure 4.8 Effect of Management Style.......40

Figure 4.9 Extent of the effect of Management Style.41

Figure 4.10 Effect of Workload.........42

Figure 4.11 Extent of the effect of Workload.......43

Figure 4.12 Effect of Training.......44

Figure 4.13 Extent of the effect of Training......45


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DEFINITION OF KEY TERMS

Employer A person, business or firm that employs

workers

Employee A person who is hired to provide

services to a company on a regular basis

is exchange for compensation

Employment Relations Employment Relations involves the body

of work concerned with maintaining

employer-employee relationships that

contribute to satisfactory productivity,

motivation, and morale

Management Style Different ways and dimensions in the

dynamic world today used by managers

to manage organizations.

Employer-Employee Relationship Is the relationship between an

organizations management and itsworkers. The Management is referred to

as the employer and the workers as the

employees


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LIST OF ABBREVIATIONS/ACRONYMS.

KENAO Kenya National Audit Office

OSHA Occupational Safety and Health Act

DHRM Diploma in Human Resource Management

HRM Human Resource Management

KIM Kenya Institute of Management

NRB Nairobi


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CHAPTER ONE

INTRODUCTION OF THE STUDY

1.1 Introduction

This chapter examines the background information of the study, the statement of the

research problem and the purpose of the study. The research objectives, questions,

justification of the study, importance of the study and scope are also discussed.

1.2 Background of the Study

Employment relationship can be defined as the relationship between a companys

management and its workers where the management is referred to as the employerand the workers as the employees. This research aims to clearly define employer-

employee relationship Employment relationship may be formal or informal, in the

shape of psychological contracts which highlighting its effects on an organization.

Expresses certain assumptions and expectations about what managers and employers

have to offer and are willing to deliver, (Kessler & Undy, 1996).

Employment relations consists of all those areas of Human resource management that

involve relationships with employees directly through collective agreement where

trade unions are recognized .Employee-employee relationship are concerned with

generally managing the employment relationship. Employee relations are mainly

conducted on a day to day informal basis by line managers and team leaders without

the framework of the employment and employee relations policies by acting mainly

on their own initiatives, (Armstrong, 2005).

Todays employees have substantially different expectations from organizations

stemming from their own articulateness about their career needs as well as mistrust of

organizations loyalty in the aftermath of the recent waves of organization downsizing,

(Mir 2003).

According to Edwards (1994),several changes in recent years have been responsible

for more attention being paid to employment relations within the organizations.

Organization have to build a stable and co-operative relationship with employees so

as to minimize conflict and to achieve commitment through rewards ,better


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management style ,good working conditions. Employers more than ever have to make

every effort to establish an environment of mutuality where employees feel they

belong and employers feel they are getting what they deserve,(Budd, 2004).

The HR function to employee relations is to provide guidance and training .It may

also deal directly with trade unions and their representatives (Armstrong 1999).They

can and should develop employee relation strategies and policies. However,

Milkovich et al (1998) concluded that effectiveness of employee relation relies in its

efficiency and equity outcome for employees and employers.

Sriyan de Silva(1997), noted that when employees are given challenging work and

allowed to participate in decision making they will become motivated and willing to

control their behaviour, become more involved in their work, increase their

commitment to the organizational goals and use their skills and abilities to make

valuable contributions to organizational goals. Milkovich et al (1998) observed that

the qualities of employee relations are influenced by internal ,external and employee

conditions

Brewer (1993) suggests that when an employee experience of work is comprised of a

balance among identification, trust, investment, participation and equity, there is agreater likelihood of employee commitment .If this balance doesnt exist one of three

alternative non-commitment responses are more likely .Compliance voice and

resistance present responses by employees who find that the costs of commitment to

their jobs and the organization outweigh the benefit.

Thompson (1998) sees trust as a unique human resource capability that helps the

organization fulfill its competitive advantage leading to a core competency that leads

to high business performance. Thus there is a business need to develop a climate of

trust as there is a business need to introduce effective pay for contribution processes,

which are built on trust.

Herriot et al (1998) points out that issue of trust are not in the need to do with

managing people or processes, but are more about relationships and mutual support

through change.

While employees may want what they have always wanted-security, career, fairrewards , interesting work and so on ,employers no longer feel able or obliged to


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These issues are genuine and therefore require urgent measures to address them

before they become chronic. The researcher therefore intends to determine measures

to overcome Employer-Employee relationship.

1.2.1 Profile of Kenya National Audit Office (KENAO)

The Kenya national Audit Office (KENAO) was established in through an Act of

Parliament, The Public Audit Act 2003 came into effect on 9 th January 2004. The

office was Office was previously referred to as the Exchequer & Audit Department

which with time changed to the Office of the Controller and Auditor-General. During

this period, the Office derived its mandate from the Exchequer and Audit Act Cap 412

which provided for the audit of the Central Government by the Controller and Auditor

General. Later the Act was amended to provide for audit of Local Authorities and

State Corporations.

KENAO is mandated by the Constitution of Kenya, Chapter 12 to audit and report on

the accounts of; national and county governments, all funds and authorities of the

national and county governments; all courts; every commission and independent

office established by this Constitution; the National Assembly, the Senate and the

county assemblies; political parties funded from public funds; the public debt; and any

other entity that legislation requires the Auditor-General to audit. The Auditor-

General may audit and report on the accounts of any entity that is funded from public

funds.

The total workforce at KENAO stands at 974 staff composed of 716 Auditors and

Examiners and 258 Administrative and Support Staff. The members of staff are

deployed in five departments, namely;

Finance, Administration and Human Resource (FA & HR) Central Government (CG) State Corporations (SC) Local Authorities (LA) Specialized Audits (SA)

Each Department is headed by a Deputy Auditor General.


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Fig1.1 Organizational Structure of KENAO

Source: KENAO (2012)

AUDITOR

GENERAL

Director

FA

Director

HR

Dep. AuditorGeneral

(FA&HR)

Dep. AuditorGeneral (LG)

Dep. AuditorGeneral (SA)

Dep. AuditorGeneral

(Corporations)

Dep. AuditorGeneral (Central

Government)

Dep.

Director

FA

Dep.

Director

HR

Director

LG1

Director

LG2

Dep.

Director

LG1

Dep.

Director

LG2

Director

SA1

Director

SA2

Dep.

Director

SA1

Dep.

Director

SA2

Director

Corp1

Director

Corp2

Dep.

Director

Cor 1

Dep.

Director

Cor 2

Director

CG1

Director

CG2

Dep.

Director

CG1

Dep.

Director

CG2

KEY

FA- Finance Administration HR - Human Resource

LG Local Government SA Specialized Audits

Corp State Corporations CG Central Government

Dep. - Deputy


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1.3 Statement of the Problem

Employees are one of the most important assets of an organization, by developing a

good Employer-Employee relationship, organizations are able to achieve their overall

strategies and retain the right employees. It is therefore important to put into place

measures to help develop a good relationship between the two parties which will also

lead to employee retention. People are happiest in a relationship when the give and

take is about equal. If one person is getting too little from the relationship, they will

be unhappy than the person getting the lions share. Similarly, this applies to the

organizational relations.

Stacy Adams in Equity theory looks at an individuals perceived fairness of an

employment situation and finds that perceived inequalities can lead to changes in

behaviour. Reward systems plays a major role on the relationship developed between

the management ant its employees. A good reward system leads to motivation of

employees leading to better performance thus leading to the development of a good

relationship between the management and the employees.

Unfavorable working conditions between the employer and employees are re-current

issue in many organizations .These unfavorable working conditions lead to poorrelations in the organization. Some of the management styles used by managers do not

put into consideration the employees and their well being hence leading to the

development of a poor relationship.

In many organizations, the relationship between the Management and its staff has not

been give priority. The key factors that affect Employer-Employee relationship

include; reward systems, management style, and workload and employee working

conditions. This research therefore seeks to find out how best deal with factors

influencing Employer-Employee relationship.

1.4 Objectives of the Study

1.4.1 General Objective

The purpose of the study was to establish factors affecting employment relations in

the public sector with reference to Kenya National Audit Office.


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1.4.2 Specific Objectives

The specific objectives of the study were:

i. To determine the effect of reward policy on employment relations.ii. To determine the effects of management style on employment relations.

iii. To determine the effect of workload on employment relations.iv. To determine the influence of training on employment relations.

1.5 Research Questions

The following research questions guided this study:

i. What is the effect of reward policy on employment relations?ii. How does management style affect employment relations?

iii. What is the effect of workload on employment relations?iv. What is the effect of training on employment relations?

1.6 Significance of the Study

1.6.1. Management of KENAO

This will enable management of KENAO to realize avenues through which the

Employment relations can be improved resulting in employee satisfaction, increased

productivity and better organizational performance.

1.6.2 Future Researchers

Future researchers will have a benefit of increasing their knowledge on the

relationship between the management and their employees. This will be through a

systematic review of the literature provided in this study. This study will help

upcoming researchers as they will use the information gathered in the study to

enhance and encourage the development of appropriate measures to overcome factors

that negatively impact employment relations.

1.6.4 Human Resource Professionals

Human Resource professionals may use this study to identify the best ways to

improve Employment relations within organizations. If the employment relations are

positive, there will be fewer disciplinary issues within organizations, the level of


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employee satisfaction will improve leading to easier human resource management.

This study will contribute to the improvement in organizations by ensuring that

effective measures are applied putting into consideration the needs of the organization

and individual employees.

1.7 Limitations of the Study

1.7.1 Access to Information

The researcher encountered difficulty in accessing information that would lead to the

success of the study. The researcher sought permission from management of KENAO

to enable both access to premises and information from the respondents.

1.7.2 Fear of Victimization

Most organizations tend to react negatively to strangers and therefore tend to withhold

information. It was important for the researcher to take precautions by explaining the

purpose of the study thereby erasing the fears of the respondents and gaining their

trust.

1.7.3 Confidentiality

Confidentiality issues in work-place are usually critical especially where there is

competition. Attempts to preserve confidential information might have denied the

research relevant information but the researcher overcome this by stating categorically

the academic nature of the study and that the information acquired would treated with

confidentiality

1.8 Scope of the Study

This study was carried out at KENAO Head office located at Anniversary Towers

along University Way within Nairobi Central Business District. The study went on

for a period of two months from March and April 2012. The study targeted the 150

staff working at KENAO Head office. The target population was divided into three

categories namely Top Management, Middle Level Management and Operations

Staff.


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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter presents the literature review which is the process of identifying,

locating, reviewing and compiling relevant information to a given study from the past

academic literature. The main aim of literature review was to provide the researcher

with background information about the topic under investigation.

2.2 Review of Past Literature

2.2.1 Reward Policy

Monetary rewards are part of comprehensive performance improvement strategy.

Team rewards present a great opportunity to help faster team bonding. With the

proper application of a reward and recognition program, you can help build a high

performance team and foster crossorganizational cooperation. But team rewards are

not to be treated carelessly: misapplication could lead to unhealthy competition, lack

of cooperation and untimely severe financial consequence for the organization. Team

motivation and reward programs should make up part of your overall employee

recognition program. You need to consider a mix of team and individual rewards andbalance the mix between awards that encourage both cooperative and competitive

behaviors. With a balanced strategy, you can then prepare a blend of monetary and

non-monetary rewards that will help you achieve your goals in a cost effective

manner. The desired outcome of recognition programs is to improve productivity and

improve employee retention. Its a proven fact that motivated workforces are critical

to a companys bottom line. By recognizing yourpeoples dedication, commitment

and results you boost their morale, increase their productivity, enthusiasm and create

powerful motivators (Jimenez, 1999).

Satisfaction levels are also influenced by both reward packages (both in terms of

amount and composition) and the firms recognition of an individual or teams

achievements. The latter point does not necessarily involve simple matters such as

personal comments. Commercially, the firm needs to draw a line between paying

adequate rewards and being overly generous and the use of benchmarking exercises

with similar firms and salary surveys can provide valuable information on those


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sensitive issues. Basic issues such as employee views on working conditions are

important. Enquiry should encourage feedback about a full range of issues including

hours of work, holidays, training opportunities, as well as office accommodation and

equipment. (Keller, 1999).

Like a child being given a chocolate cupcake and a big hug after cleaning her room,

rewards and recognition can be powerful tools for employee motivation and

productivity improvement. Many types of rewards and recognition have direct costs

associated with them, such as cash bonuses and stock awards and a wide variety of

company paid perks, like car allowances, paid parking and gift certificates. Other

types of rewards and recognition may be less tangible, but still very effective. These

non-monetary rewards include formal and informal acknowledgement, assignments

of more enjoyable job duties, opportunities for training and an increased role in

decision making. Non-monetary rewards can be very meaningful to employees and

so, very motivating for performance improvement.

Jack Zigon (1998) defines reward as something that increases the frequency of an

employee action. This definition points to an obvious desired outcome of rewards

and recognition: to improve productivity. Non-monetary recognition can be very

motivating, helping to build feelings of confidence and satisfaction.

Management task is to remove obstacles to growth, encourage decentralization,

delegation, participation and recognition. Organizations expect efficient performance

form the employees in order to contribute to the attainment of the individual goals

thus reward the employees who contribute to the achievement of its goals (Schein,

1965).

According to Armstrong (1999), money provides the means to achieve a number of

different ends. Its a powerful force linked directly or indirectly to the satisfaction of

many needs. Pay is a dominant factor in the choice of employer and consideration of

pay seems most powerful in binding people to their present job. If actual reward meet

or exceed perceived level of equitable rewards, the individual will feel satisfied. If

these are less than equitable rewards, the individual will feel dissatisfied. It is often

said that what gets rewarded gets done and is key that reward reflect what the


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organization sees as important for productive workers, bonuses may relate to the

number of items produced. If quality is important then bonuses may reflect rejection

rate or customer complaint rate. (Armstrong, 2005)

Policy is guidelines for action. Policy varies with organization since promotion is a

sensitive issue to the employees, its very essential that promotion policies are clearly

stated, widely circulated and fully explained to their employees. Policies influence a

number of factors such as morale, motivation and turn over of personnel in the

organization. It also affects productivity, innovative, skill and ultimately the

competitive advantage of the firm in the market. (N. G Nair & Latha Nair, 1999).

Armstrong (2005), points out that the aims of the promotion policy of a company

should be first, to enable management to obtain the best talent available within the

company to fill more senior posts and second to provide employees with the

opportunity to advance their careers within the company, in accordance with the

opportunities available. Taking into accounts equal opportunity policies and their own

abilities in any organization. Where there are frequent promotional moves and where

promotion arrangements cause problems it is advisable to have a promotion policy

and procedures which is known to both management and employees.

Armstrong (2005) further argues that the policy should take full account of equal

opportunity policy statements. The basic points that should be included in such policy

are :- i) Promotion vacancies should be notified to the human resource department (ii)

vacancies should be advertised internally iv) departmental manages should not be

allowed to refuse promotion within a reasonable time unless the individual

department has recently suffered heavy loses through promotion or transfers iv)

promotion opportunities should be open to all, irrespective of race, creed, sex or

marital status.

According to Hellen Murlis (2009), promotion is a form of extrinsic motivation done

to and for people to motivate them. Promotion is also seen in the form of non

financial rewards to employees where employees are motivated by being given more

responsibility for their own work. This is essentially what empowerment is about and

is in line with the concept of intrinsic motivation based on the content of the job. It is


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also related to the fundamental concept that individuals are satisfied when they are

provided with the means to achieve their goals. Providing motivation through

increased responsibility is a matter of job design and use of performance management

process. The philosophy behind motivating through responsibility was expressed as

follows in McGregors theory X and Y: the average human being learns, under

proper condition, not to accept but to seek responsibility

According to Nair et al (2004), promotion is governed by the following principles;

principle of consistency: promotion must follow certain rules and regulations in

regard to qualification, experience, special training or courses, years of service, laid

down steps of hierarchical positions of jobs. Any violation of such rules and

regulation goes against rule of consistency. Secondly, this rule also envisages

uniformity of promotion changes within various sections and departments within the

organization; principle of fairness and equity: in most organization promotion is a

subject viewed by employees skeptically. All rules and regulations must be

meticulously followed so that no form of rumours and disinformation exist; principle

of transparency: transparency is improved by the following steps; publication of rules

and regulations, seniority list of employees for promotion are circulated periodically,

notifying vacancies and persons selected, notifying list of selection committee

members and list of persons promoted after selection process and permission for

representation from aggrieved persons.

Principle of policy planning; promotion must be properly planned. Planning involves

forecasting future vacancies in advance. Taking inventory of existing skills, assessing

gaps in skills and knowledge, taking stock of T and D programme. Locating potential

candidates for promotion sufficiently early, preparing such people to acquire required

knowledge and ability, preparation of succession plans. Deciding on mix of internal

promotion and external recruitment to fill up potential future vacancies. In order to

plan properly there must be a clear cut on various aspects of promotion like criteria

and seniority. Principle of seniority: seniority is an important aspect of promotion.

Proper consideration must be accorded to seniority in promotion. This is because,

such consideration influences morale and motivation of existing employees, as it

affects their career prospects (Nair et al, 2004)


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Dessler G. (2008), argues that most working people look forward to promotions,

which usually mean more pay, responsibility and (often) job satisfaction for

employees, promotion can provide opportunities to reward exceptional performance

to fill open position with tested loyal employees. Yet the promotion process is not

always a positive experience for either employer or employee. Unfairness,

arbitrariness, or secrecy can diminish the effectiveness of the process for all

concerned. Several decisions, therefore loom large in any forms. Thus he suggests

that before promotion one should decide on the following decisions; should seniority

or competence rule; How should competence be measured; Should the process be

formal or informal; Should one be vertical, horizontal or other.

2.2.2 Management Style

Top managers are given significant prospects and discretion to develop bold new

initiatives and to overcome organizational resistance to change. If organizational

changes are judged to be significant or if an organization comes up with a crisis

situation a change in top management is often seen as necessary measure in

transforming the company. Calori and de Wool (1994) observe that in some

organization top management is viewed as the captains of the team and leadership isless direct or visible. The role of managers then is to facilitate change and innovation

among the members of an organization itself.

Daren port and Purank (1987) observe that various researchers have observed various

differences in the management style across countries and the role of top management.

In many big organizations, top management is viewed as the central process unit of

the company making useful sections and commanding behaviours of the rest of the

company. Visible top leadership is the norm and therefore a strategic innovation and

changes management are viewed as top management responsibilities. Strategic

changes are formulated by the top management and implemented by the lower level

staff. It is not necessarily the intention that top managers initiate the entrepreneurial

activities themselves. Changes come from within the body of the organization instead

of being imposed in it from above.


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Stacey (1990), observes that this approach makes the management of the changes

more staff/ employee inclusive as it is owned by the very people who are targeted by

the change process. Change under this type of management rather notes Calori and De

wool (1994) will often be evolutionary rather than revolutionary change. The

possibility of a hidden change also exists for corporate change process initiated by the

operating company base. This type of change is characterized often more with

flexibility to the staff during its implementation. Since it originates from the

subgroups themselves the management will naturally be more inclined towards giving

the workers more of free hand in the change management process and it will be more

often characterized by discussions within the subgroups.

In the suggestion of the Finlay (2000), these guerilla tactics may be a narrative

answer to employees within the company that they would like to own and participate

in the planning of the change and its management style triggers of a counter

revolution from within the organizations operating base may be an innovation by

lower and middle management of the need for change which has been ignored by top

management. According to Bowman (1995), the special difficulty and challenges that

most managers come across with change will demand a demonstration by the

managers of a particular strategic courage. Bowman gives an example on how the

German public was battled and could not understand when BMW made 3000

employees redundant in the middle of car production boom 1991/1997.

Kemall et al (2005) shows that there are participation cases where it may be of benefit

to combine evolutionary change and revolutionary changes in what can be described

as a counter current process with regard to process optimization, both the bombing

and guerilla tactics could be combined and harmonized to produce a single all

inclusiveness process. This will make the high management, the middle management

and the lower levels agree. The framework of the terms and conditions of the change

is determined top down by impacts from the operation base. This approach can be

referred to as controlled evolution (Schein, 1985).

Daren Port and Frank (1998) expressed that the common basis of success of most

change management processions is the comprehensive concepts of integration. The


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individual should become integrated within the changes of management process in

different ways in order to ensure efficiency and effectiveness of change.

The term management is defined in different ways and dimensions in the dynamic

world today since it is not all about reinventing the wheel but doing better than has

been done before. Management in all business and human organization activity is

simply the act of getting people to accomplish desired goals. It comprises of planning,

organizing, leading, directing, staffing and controlling an organization or effort for the

purpose of accomplishing a goal (Moore, 1989).

Management is concerned with effective and efficient use of organizational resources

in which employees are productive and co-operate with one another. Therefore

management focuses on the utilization of human, physical and financial resources to

achieve business goals. Management styles are characteristic ways of making

decisions and relating to subordinates. This idea was further developed by

Tannenbaum and Schmidt (1973), who argued that the style of leadership is

dependent upon the prevailing circumstance; therefore leaders should exercise a range

of management styles and should deploy them as appropriate.

Koontz & ODonnell (1990), define management as the creation and maintenance of

an internal environment in an enterprise where individuals and working groups can

perform effectively and efficiently towards the attainment of group goals.

Charles (1998) views management as the process of getting things done through the

agency of communicating with a view to fulfill the purpose for which it exists. This

definition emphasizes the accomplishment of tasks through the effort of people;

therefore it is the duty of managers to guide and co-ordinate the efforts of others

towards certain specified goals. This can be well attained if the managers are well

equipped with knowledge on management and that also influences the development of

a good relationship between the management and its employees.

Kramar sees management styles as a system that involves a series of processes

designed to manage performance. It includes a number of components as work and

job design, reward structure, the selection of people in the way work is done, the


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assessment of how employees are doing their work and policies for rewarding and

improving performance.

To be an effective manager, knowledge on the different styles of management that

may help a business to achieve the objectives and goals is important. They include:

Autocratic- This is a style of management were all responsibility and authority in an

organization is at the top with communication almost exclusively moving from top to

bottom. The manager who uses this style makes decisions without consulting any one;

directives are given which must be carried out without any questions. He doesnt feel

accountable to any one hence acts independently. Although this style leads to low

morale amongst the staff and may cause negative reactions, the leader has a great

sense of self-confidence, a clear vision of what needs to be done and manipulative

skills to achieve the desired outcomes. This style also leads to conflicts and

misunderstandings between the manager and his employees. Free reign style of

management sets no rules and regulations and each person is responsible for activities

undertaken. This style is suitable for mature, experienced but mostly committed

people and provides for creativity, handwork and self fulfillment. On the other hand,

this style management might lead to anarchy and chaos as everyone does what pleases

him or her. The management may lose control of the organization to the detriment of

providing good services to its customers. This type of management is a major

challenge to employer-employee relationship; it might lead to conflicts and

misunderstandings thus leading to a poor relationship between the management and

its staff (Mullins, 2005).

Democratic is a style that involves obtaining ideas and opinions from workers. It

involves the staff and other relevant stakeholders in the process of decision making.

Decisions are reached after consultations within the framework of the mission and

objectives of the institutions. Job interest is promoted and staff morale boosted thus

improving the relationship between the management and its employees. Contingency-

In this approach, the management reacts to issues in different ways according to the

situation at hand. It is also referred to as the situational approach. This approach can

also be defined as the management technique that best contributes to the attainment of

organizational goals which might vary in different types of situations or


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circumstances. This style was developed by managers, consultants and researchers

who tried to apply the concepts of the major schools to real life situation.

A technique that works in one case will not work in all cases. According to this

approach the managers task is to identify which technique will, in a particular

situation, under particular circumstances and particular time, best contribute to the

attainment of management goals. In contrast the contingency approach showed

renewed concern with the importance of structure as a significant influence on

organization performance. This approach highlights possible means of differentiating

among possible alternative forms of organizational structures and systems of

management (Irwin, 2008).

The most appropriate structure and system of management is therefore dependent

upon the contingencies of the situation for each particular organization. The

contingency approach implies that organization theory shouldnt seek to suggest one

best way to structure or manage organization but should provide insights into the

situational and contextual factors which influence management decisions. Major

contingency models of leadership include; Fiedlers contingency model-this theory

was developed by Fielder based on studies of a wide range of group situations and

concentrated on the relationship between the leadership and organizational

performance In order, to measure the attitudes of the leader, Fielder developed a least

preferred co-worker(LPC) scale. This measures the rating given by the leaders about

the person with whom they could work least with. Fielders work brings into

considerations the organizational variables which affect leadership effectiveness and

suggests that in given situations a task-oriented or structured style of leadership is

most appropriate. The best styles of leadership will be dependent upon the variable

factors in the leadership situation. Position power, task structure and leader member

relations can be changed to make the situation more compatible with the

characteristics of the leader (Hannagon, 2004).

Vroom and Yetton contingency model bases its analysis on two aspects of a leaders

decision, its quality and its acceptance. Decision quality or rationality is the effect that

the decision has on group performance. Decision acceptance refers to the motivation

and commitment of group members in implementing the decision. The third


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consideration is the amount of time required to make the decision. This model

suggests five main management decision styles; Autocratic whereby the leader solves

the problem or makes the decision alone using information available at the time or

obtains information from subordinates but then decides on a solution alone.

Consultative approach - The problem is shared with relevant subordinates,

individually. The leader then, makes the decision which may or may not reflect the

influence of subordinates or the problem is shared with the subordinates as a group

then the leader makes decision which may or may not reflect the influence of

subordinates (Vroom & Yetton, 1990).

2.2.3 Workload

Workload is the amount of work assigned to or expected from a worker in a specified

time period. The amount of work given to employees goes hand in hand with their

skills and job description. One is supposed to be given tasks for which they qualify

for. The amount of job will determine the type of relationship between the

management and its employees. Managers should always be fair in the distribution

and allocation of tasks. Equality is a very important factor in terms of workload and in

the aim of ensuring a good relationship is developed between the management and its

employees. Workload is a main determinant of the kind of relationship that exists in

the management between the latter and its employees (Armstrong, 2007).

There is no one agreed definition of workload and consequently not one agreed

method of assessing or modeling it. One example definition by Hart and Staveland

(1988) describes workload as "the perceived relationship between the amount of

mental processing capability or resources and the amount required by the task".Workload modeling is the analytical technique used to measure and predict workload.

The main objective of assessing and predicting workload is to achieve evenly

distributed, manageable workload and to avoid overload or under load.

Excess workload caused by a task using the same resource can cause problems and

result in errors or slower task performance. For example, if the task is to dial the

phone then no excess demands are being placed on any one component. However, if

another task is being performed at the same time that makes demands on the same


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component(s), the result may be excess workload. The relationship between workload

and performance is complex. It is not always the case that as workload increases

performance decreases. Performance can be affected by workload being too high or

too low. Sustained low workload (under load) can lead to boredom, loss of situation

awareness and reduced alertness. Also as workload increases performance may not

decrease as the operator may have a strategy for handling task demands (Nachreiner,

1995).

Hopkins developed a training methodology, where the background to his training

theory is that complex skills are, in essence, resource conflicts where training has

removed or reduced the conflicting workload demands, either by higher level

processing or by predictive time sequencing. His work is in effect based on Gallwey

(1974) and Morehouse (1977). The theory postulates that the training allows the

different task functions to be integrated into one new skill.

Appropriate Human Resource Management (HRM) can motivate employees, develop

their capabilities and enhance their productivity. A firms HRM practices could create

an environment that elicits more customer-oriented behavior from employees. In turn,

the behavior that these employees display will positively impact on service quality.

However, employee workloads may influence the success of HRM practices. For

example, if an employee has a heavy workload, meaning that they lack the ability to

take on additional tasks, using incentives may not have a significant effect. Under this

circumstance, the appropriate HRM practices should focus on training programs that

develop the capabilities and productivity of employees. (Morrison, 1996).

However, before selecting the HRM practices to adopt, the workload levels of

employees should be considered, since they may influence the success of such efforts

and the relationship between the management and the employees. The HRM

department is aimed at ensuring good organizational relations (Franco et al., 2002).

A long-term heavy workload can affect an employees physical or mental health,

performance, or productivity. Consequently, heavy workloads have been shown to

have a negative impact on turnover (Iverson and Pullman, 2000).


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2.2.4 Training

Definition of training can be agreed to be a learning experience in that it seeks a

relatively permanent change in an individual that will improve his/her ability to

perform on the job. It may mean changing what employees know, how they work

their attitudes towards their work or their interaction with their co-workers or their

supervisor.

Training is vital for high productivity and every Company requires the employees to

have an appropriate set of skills (Multi-Skilled) so as to cope with the various

demands of the job. The new skills strengthen their sense of job ownership and

become more important as employees are expected to assume more decision-making

roles in a de-layered organizational structure. Regular and relevant training

programmes energize employees at all levels and ensures that they have the necessary

skills to efficiently perform and to help the company compete in the market place.

These skills requirements altogether limit the entry of new staff into companies in the

private sector. Much has been argued about the role and utility of training particularly

non-technical or non-skill training.

To succeed and survive, organizations need to re-invent themselves regularly.

Learning underpins the efforts of a management team that does not shy away from the

challenge of change and proactively seeks to find better ways of doing things. The

routine act, find out what works, reflect and retain desirable behaviours needs to

permeate all levels of organizations at both individual and group level. In short, the

challenge is to strike the right balance between learning and control, change and

stability, thought and action (Laegreid, 2001).

Laegreid (2001) argue that maintaining the right skill mix and enhancing employee

flexibility are two sides of the same coin and a direct consequence of a more unstable

business environment, necessitating more frequent re-inventions and a continuous

search for better ways of doing things. Training should be viewed as an activity that

should be undertaken by performing a set of tasks in a sequential order in each of its

three phases such as pre-training (planning/designing), training [implementation] and

Post training (application and evaluation). It is a joint activity of three such actors as


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Provider (Training institutions or trainers), receivers (trainees) and users [work,

organization or employer and trainers themselves] and hence its success depends very

much on collaborative efforts of all these actors (Boer, 2005).

Job enrichment also provides opportunities for individual growth and skills

development, challenge, meaningful work, autonomy and where the end results of

employees work are seen; Improved productivity. When each and every employee is

valued openly and supported with the capabilities that an organization provides-

motivation explodes within the organization. (Wilson and Hogarth, 2003).

Training provides a positive learning environment which is required so as to meet the

present and future needs of the organization. The existence of such an environment

depends on the active encouragement and support of the top management, the belief

by the line management that training activities pay off and the extent to which the

workforce generally are motivated to learn. The human resource department should

provide learning and training opportunities to employees that will convince them that

they will benefit.

Cole (1997) viewed training of employees as an issue that had to be faced by every

organization even though the amount and quantity of training will vary from one

organization to another differ in policies. He further observed that a systematic

approach to training would generally follow a logic sequence of activities

commencing with the establishment of a policy and resources to sustain it.

Miller (1979) stated that the training methods should always consider the employees

priorities and also address their concerns. Luthans Fred (1992) argues that training is

the backbone of organizations and just like any other resource it should be managed

economically.

Bennet & Roger (1989) said that technology advances and the structure of work life

changes, thus the need for assessment of current re-training measures and practices

become more important.


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Rosemary (1998) identified several factors that influence training. Such factors

include; environment of the organization, opportunities and constraints, threats and

challenges, business goals and strategies, organizational structure and culture etc.

The benefits of training both to the employees and the organization should be outlined

to give them a clear picture as to why it is important. Investing in people by training

them for the best returns in the business involves commitment.

Training programme must be properly designed to make it meaningful and interesting.

This attribute improves the efficiency and effectiveness of training programmes.

Training is what will work in gaps left by inadequacies of education, the dislocation

of apprenticeship and the delay and division of family and elders. Training is a highly

visible phenomenon in the developing countries. Modernization means a perception

of gaps and self-conscious comparisons, the institutionalization of careers and

objective changes in education apprenticeship and family. (Schaffe, 1974).

Trainers must be aware of the close relationship between training and profit. Training

for the sake of training is not the order of the day. Training is needed not only to

create skilled workforce, but also to maintain the high level of skills demanded by the

constantly changing workplace and to equip people to meet future demands. (Pont,

2003).

2.3 Critical Literature

Jack Zigon (1998) defines reward as something that increases the frequency of an

employee action. This definition points to an obvious desired outcome of rewards

and recognition: to improve productivity. Non-monetary recognition can be very

motivating, helping to build feelings of confidence and satisfaction.

Daren port and Purank (1987) observe that various researchers have observed various

differences in the management style across countries and the role of top management.

In many big organizations, top management is viewed as the central process unit of

the company making useful sections and commanding behaviours of the rest of the

company. Visible top leadership is the norm and therefore a strategic innovation and

changes management are viewed as top management responsibilities. Strategic


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changes are formulated by the top management and implemented by the lower level

staff. It is not necessarily the intention that top managers initiate the entrepreneurial

activities themselves changes come from within the body of the organization instead

of being imposed in it from above.

As Morrison (1996) stated, appropriate Human Resource Management (HRM) can

motivate employees, develop their capabilities and enhance their productivity. A

firms HRM practices could create an environment that elicits more customer-oriented

behavior from employees. In turn, the behavior that these employees display will

positively impact service quality. However, employee workloads may influence the

success of HRM practices. For example, if an employee has a heavy workload,

meaning that they lack the ability to take on additional tasks, using incentives may not

have a significant effect. Under this circumstance, the appropriate HRM practices

should focus on training programs that develop the capabilities and productivity of

employees. (Morrison, 1996).

Cole (1997) Viewed training of employees as an issue that had to be faced by every

organization even though the amount and quantity of training will vary from one

organization to another differ in policies. He further observed that a systematic

approach to training would generally follow a logic sequence of activities

commencing with the establishment of a policy and resources to sustain it. Miller

(1979) on the other hand stated that the training methods should always consider the

employees priorities and also address their concerns. Luthans Fred (1992) argues that

training is the backbone of organizations and just like any other resource it should be

managed economically.

All the authors, though they have extensively written on reward policy, management

style, workload and training, have failed to clearly show how these variables impact

in on employment relations, especially in the public sector. This researcher therefore

attempted to fill the gap left by the authors reviewed by clearly showing the impact of

reward policy, management style, workload and training of employment relations in

the public sector.


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2.4 Summary

The foregoing literature review on reward policy, management style, workload and

training have not succeeded in showing the link between these variables and

employment relations. The authors reviewed have mostly dwelt on how they affect

employee productivity. Therefore this study aimed at establishing how reward policy,

management style, training and workload are linked to and affect employment

relations.

2.5 Conceptual Framework

Figure 2.1 Conceptual Framework

Independent Variables Dependent Variable

Source: Author (2012)

Reward Policy

Management Style

Workload

Training

Employment Relations In

Public Sector


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2.5.1 Reward Policy

Employee Reward covers how people are rewarded in accordance with their value to

an organization. It is about both financial and non-financial rewards and embraces the

strategies, policies, structures and processes used to develop and maintain reward

systems. The ways in which people are valued can make a considerable impact on the

effectiveness of the organization and is at the heart of the employment relationship.

The aim of employee reward policies and practices is to help attract, retain and

motivate high-quality people.


The leadership method a manager uses in administering an organization. For example,

it may be said a manager has a very informal style, which signifies that the manager

does not practice close supervision and believes in open communication.

2.5.3 Workload

Workload is the amount of work assigned to or expected from a worker in a specified

time period. The amount of work given to employees goes hand in hand with their

skills and job description. Employees are supposed to be given tasks for which they

qualify for. The amount of job will determine the type of relationship between the

management and its employees.

2.5.4 Training

Definition of training can be agreed to be a learning experience in that it seeks a

relatively permanent change in an individual that will improve his/her ability to

perform on the job. It may mean changing what employees know, how they work

their attitudes towards their work or their interaction with their co-workers or their

supervisor.


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CHAPTER THREE

RESEARCH, DESIGN AND METHODOLOGY

3.1 Introduction

This chapter presents the research design, target population, sample design and

procedure data collection instrument and data analysis procedures.

3.2 Research Design

Research design is a framework of every stage of the collection and analysis of data.

This study employed a descriptive research design whereby according to Kothari

(2004) defined it as those studies which are concerned with describing the

characteristics of particular individual group. Descriptive research design involves

collecting information through interview and administering questionnaires. It portrays

on accurate practice of persons, events or situations. It seeks to establish factors

associated with certain occurrence, outcomes, conditions or types of behavior. This

method involves more than collection of data measurement, classification analysis

and interpretation of data to be collected.

A descriptive research design has large samples and gathers data from a relatively

large number of cases at a particular time. It involves describing recording, analyzingand interpreting conditions that either exist or existed thus the variables that exist or

have already occurred and selected and observed. The design is also appropriate for

social and behavioral sciences and involves field research. However, it will require

caution when drawing conclusions because it is difficult to know how typical the

selected cases really are and also the rigidity calls for protection against bias and

reliability must be maximized as the aims are to obtain computer and accurate

information (Mugenda & Mugenda, 2003).

3.3 Target Population

Mugenda and Mugenda (2003) defined target population as the specific complete

group that fit a research specification for the researcher to generate the results of the

study. The target population that was used in this study are the head office staff of

Kenya National Audit Office. It was made up of 150 staff grouped into three groups

namely; Top Management, Middle Level Management and Operations staff.


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Table 3.1 Target Population

Category Target Population Percentage

Top Management 15 10

Middle Level Management 45 30

Operations Staff 90 60

Total 150 100

Source; Author 2011

3.4 Sampling Design

This is a representative of the population that was targeted and the researcher used

stratified random sampling whereby the population was divided into strata on the

basis of the subgroups. Stratified random sampling was preferred because it gave

every member of the population an equal chance of being selected. A sample of 30%

was drawn from each stratum from which the respondents were randomly picked asshown in the table below.

Table 3.2 Sample Design

Category Target Population Sample Size Percentage

Top Management 15 5 11

Middle Level Management 45 13 29

Support Staff 90 27 60

Total 150 45 100


3.5 Data Collection Instruments and Procedures

The researcher used questionnaires as the main data collection instrument for the

study. The questionnaires will consist of a number of questions printed and typed in a


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defined order. The questions were of two types; open-ended and closed-ended. The

open-ended questions had a space provided for relevant explanation by the

respondents, the closed-ended questions provided a list of all possible alternatives

from which respondents choose the answers that best suits them. The questions were

also very specific so as to provide short and precise answers. The questionnaires were

then administered to the respondents and collected later to give them enough time to

fill them.

3.6 Data Analysis Methods

Data analysis is the process of packaging the collected information in a form that can

be understood by the person who is undertaking the research study. Before analyzing

the data, it was first edited and coded. The data was then analyzed using quantitative

and qualitative techniques then the results have been presented in percentages, pie

charts and graphs for easier understanding and interpretation.


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CHAPTER FOUR

DATA ANALYSIS PRESENTATION AND INTERPRETATION

4.1 Introduction

The chapter discusses the analysis data collected from the respondents, the

presentation and interpretation of the data analysis results. The researcher issued

questionnaires to the 41 respondents and the responses received by the researcher

have been used for the data analysis presented in this chapter.

4.2 Presentation of the Findings

4.2.1 Response rate

Table 4.1 Response Rate

Category Frequency Percentage

Response 37 82

No Response 8 18

Total 45 100


Figure 4.1 Response Rate


82%

18%

Response

No Response


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The researcher distributed 45 (45) questionnaires to the field and 37 (82%) of them

were fully filled and returned while 8 (18%) were not returned. This shows a good

and high response rate that was adequate for this study.

4.2.2 Gender Analysis

Table 4.2 Response according to gender

Gender Response Percentage

Male 16 44

Female 21 56

Total 37 100


Figure 4.2 Response according to gender


Table and Figure 4.2 above show 16 male respondents (44%) compared to 21 female

respondents (56%). This can be concluded that there are more female staff that male

staff at KENAO.

44%

56%

Male Female


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4.2.3 Highest Level of education

The researcher considered the education background of the respondents to find

out the highest level of education attained by each of them.

Table 4.3 Highest Level of Education

Category Frequency Percentage

Secondary 6 16

College 9 24

University 22 60

Total 37 100


Figure 4.3 Highest Level of Education


From the analysis show in table and figure 4.3 above, 16% of the respondents

had secondary level education, 24% had college level education while the

0

10

20

30

40

50

60

Secondary College University

16%

24%

60%

PERCETNAGE

CATEGORY


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majority of them 60% had attained university level education. This is an

indication that most of the employees of KENAO are well educated.

4.2.4 Age Analysis

On the age of the respondents the findings were as follows

Table 4.4 Age of Respondents

Age (years) Frequency Percentage

18-25 4 12

26-35 10 28

36-41 12 32

42-49 7 18

50 and above 4 10

Total 37 100


Figure 4.4 Age of Respondents


0

5

10

15

20

25

30

35

18-25 26-33 34-41 42-49 50 and

above

12%

28%

32%

18%

10%PERCENTAGE

CATEGORY


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Table and figure 4.4 above show that 12% of the respondents were between the ages

of 18-25, 14% were between ages 26-35, 16% were between ages 36-41, 9% were

between ages 42-49 and 5% were in the range of 50 and above. The researcher

observed that the majority of the respondents were between the ages of 34-41

4.2.5 Years of service

The researcher wanted to find out how long the respondents had been working at

KENAO. The respondents had different levels of experience in the company as shown

in the table below

Table 4.5 Years of Service

Years in Service Frequency Percentage

Less than 1 year 5 14

1-5 years 5 14

6-10 years 15 40

Over 10 years 12 32

Total 37 100



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Figure 4.5 Years of Service


From the figure above it is noted that 14% of the respondents had less than 1 yearexperience of service, 14% had between 1-5 years experience, 40% had between 6-10

years of experience and 32% had over 10 years of service at KENAO. It is observed

that that majority of the respondents (72%) in the company had worked there for over

5 years

0%

24%

28%

34%

14%

Less than 1 year

1-5 years

6-10 years

11-15 years

Over 15 years


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4.2.6 Reward Policy

Table 4.6 Effect of Reward Policy

Category Response Percentage

Yes 31 84

No 6 16

Total 37 100


Figure 4.6 Effect of Reward Policy


The table and figure 4.6 above show that the majority (84%) indicated that reward

policy affect employment relations at KENAO while 16% said reward policy does not


84%

16%

Yes

No


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4.2.7 Extent of the effect of Reward Policy

Table 4.7 Extent of the effect of Reward Policy

Response Frequency Percentage

Great 25 67

Moderate 7 19

Low 5 14

Total 37 100


Figure 4.7 Extent of the effect of Reward Policy


Table 4.7 and figure 4.7 above show that 67% of the respondents agreed that reward

policy affect employment relations to a great extent at KENAO, 19% said to a

moderate extent and 14% said to a low extent. This means that reward policy is a

major determinant when it comes to employment relations.

67%

19%

14%

Great

Moderate

Low


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4.2.8 Effect of Management Style

Table 4.8 Effect of Management Style


Yes 28 76

No 9 24

Total 37 100


Figure 4.8 Effect of Management Style


The table and figure 4.8 above show that the majority (76%) indicated that

management style affect employment relations at KENAO while 24% said reward

policy does not affect employment relations.

76%

24%

Great

Moderate


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4.2.9 Extent of the effect of Management style

Table 4.9 Extent of the effect of Management Style


Great 26 70

Moderate 8 22

Low 3 8

Total 37 100


Figure 4.9 Extent of the effect of Management Style


Table 4.9 and figure 4.9 above show that 67% of the respondents agreed that

management style affect employment relations to a great extent at KENAO, 19% said

to a moderate extent and 14% said to a low extent. This means that management style

is a major determinant when it comes to employment relations.

70%

22%

8%

Great

Moderate

Low


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4.2.10 Effect of Workload

Table 4.10 Effect of Workload


Yes 30 81

No 7 19

Total 37 100


Figure 4.10 Effect of Workload


The table and figure 4.10 above show that the majority (89%) indicated that workload

affect employment relations at KENAO while 19% said workload does not affect

employment relations.

89%

19%

Great

Moderate


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4.2.11 Extent of the effect of Workload

Table 4.11 Extent of the effect of Workload


Great 23 62

Moderate 10 27

Low 4 11

Total 37 100


Figure 4.11 Extent of the effect of Workload



workload affect employment relations to a great extent at KENAO, 27% said to a

moderate extent and 11% said to a low extent. This means that workload is a major

determinant when it comes to employment relations.

62%

27%

11%

Great

Moderate

Low


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4.2.12 Effect of Training

Table 4.12 Effect of Training


Yes 33 89

No 4 11

Total 37 100


Figure 4.12 Effect of Training


The table 4.12 and figure 4.12 above show that the majority (89%) indicated that

training affect employment relations at KENAO while 11% said training does not


89%

11%

Great

Moderate


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4.2.13 Extent of the effect of Training

Table 4.13 Extent of the effect of Training


Great 30 81

Moderate 5 14

Low 2 5

Total 37 100


Figure 4.13 Extent of the effect of Training



training affect employment relations to a great extent at KENAO, 14% said to a

moderate extent and 5% said to a low extent. This means that training is a major

determinant when it comes to employment relations.

81%

14%

5%

Great

Moderate

Low


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4.3 Summary of Data Analysis

4.3.1 General Information

The response rate was high, 82% of the questionnaires distributed were returned fully

filled. While only eleven (18%) of them were not returned were not returned. Gender

analysis showed that male respondents made up (44%) compared to female

respondents at 56%. This can be concluded to mean that there are more female staff

that male staff at KENAO.

The researcher considered the education background of the respondents to find out

the highest level of education attained by all of them. 16% of the respondents had

secondary level education, 24% had college level education while the majority of

them 60% had attained university level education. This is an indication that most of

the employees of KENAO are well educated.

Analysis of the respondents ages revealed that12% were between the ages of 18-25,

14% were between ages 26-33, 16% were between ages 34-41, 9% were between ages

42-49 and 5% were in the range of 50 and above. The researcher observed that the

majority of the respondents were between the ages of 34-41 years.

The researcher also analysed the working experience of the respondents which

revealed that 10% of the respondents had less than 1 year experience of service in the

company, 24% had between 1-5 years experience, 28% had between 6-10 years of

experience and 34% had between 10 and 15 years experience while 15% had over 15

years of service at KENAO. It is observed that that majority of the respondents (76%)

in the company had worked there for over 5 years

4.3.2 Reward Policy

Responses received on the issue of reward policy indicate that majority of respondents

(84%) indicated that reward policy affect employment relations at KENAO while the

minority (16%) said reward policy does not affect employment relations.


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On whether management style has an effect on employment relations at KENAO,

majority of respondents (76%) indicated that management style affect employment

relations while 24% said reward policy does not affect employment relations.

4.3.4 Workload

The study revealed that workload affects employment relations as the majority of

respondents (89%) indicated that workload affect employment relations at KENAO

while 19% said workload does not affect employment relations.

4.3.5 Training

Training was also cited as having an effect on employment relations. Majority (89%)

indicated that training affect employment relations at KENAO while 11% said

training does not affect employment relations.


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CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1. Introduction

This chapter presents the summary of the findings, the conclusion and the

recommendations that need to be put in place in order to improve employment

relations in public institutions. Finally the researcher has suggested the need for

further research has been given in order to shed more light on employment relations.

5.2 Summary of Findings

5.2.1 What is the effect of reward policy on employment relations?

Many of the respondents (67%) of the respondents agreed that reward policy affect

employment relations to a great extent at KENAO, 19% said to a moderate extent and

14% said to a low extent. This means that reward policy is a major determinant when

it comes to employment relations.

5.2.2 How does management style affect employment relations?Majority of respondents (67%) agreed that management style affect employment

relations to a great extent at KENAO, 19% said to a moderate extent and 14% said to

a low extent. This means that management style is a major determinant when it comes

to employment relations.

5.2.3 What is the effect of workload on employment relations?

Workload burden on employees was also cited as having an effect on employment

relations within the organization. 62% of the respondents agreed that workload affect

employment relations to a great extent at KENAO, 27% said to a moderate extent and

11% said to a low extent. This means that workload is a major determinant when it

comes to employment relations.


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5.2.3 What is the effect of training on employment relations?Responses on the extent to which training affects employment relations show that

81% of the respondents agreed that training affect employment relations to a great

extent at KENAO, 14% said to a moderate extent and 5% said to a low extent. This

means that training is a major determinant when it comes to employment relations.

.

5.3 Conclusion

Stable employment relations are of critical importance in the success of any

organization, whether it is a public or private entity. The factors under study have all

been found to influence employment relations in public institutions. Reward policy of

the organization should be designed in such a way that it boosts the morale of

employees. The management style used should be one that allows all staff to

participate in decision making. There should be balanced workload in a way that some

employees do not think that they are doing more work than others and training should

be continuously used in order to improve staff competencies.

5.4 Recommendations

Based on the foregoing findings of this study, the researcher offers the following

recommendations

5.4.1 Reward Policy

The reward policy of off public institutions should try to match those of the private

sector. Staff should be well rewarded for their input into the organization. Other formsof rewards should be offered to the staff over an above the normal salaries and

allowances. This is sure to motivate them to put more effort in their work.


Public institutions should employ a participatory and democratic type of leadership

that allows al staff to participate in decision making at all levels. By doing this

employee morale will be boosted by making them know that they are part an parcel ofthe organization and this will contribute to improved employment relations.


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5.4.3 Workload

The Workload for each employee should be commensurate with the compensation

received. No employee should be made to feel that he/she is overworked more than

others.

5.4.4 Training

Continuous training should be incorporated in all public institutions in order to

improve employee skills.

5.5 Suggestion for Further Study

The researcher feels there still room for more studies to be done in the area of

employment relations and calls for other researcher to look into other factors not

covered in this study.


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APPENDIX I

RESEARCH QUESTIONNAIRE

Instructions to Respondents

The following questionnaire is designed to collect data on factors affecting

employment relations in the public sector. The information given will be treated as

confidential and used for academic purposes only. Please tick where appropriate and

fill in the spaces provided.

SECTION A: GENERAL INFORMATION

1) Gender: Male [ ] Female [ ]

2) Age 18-25 [ ] 26-35 [ ]

36-45 [ ] 46-55 [ ]

Over 55 [ ]

3) For how long have you worked at KENAO

1-5 years [ ]

5-10 years [ ]

Over 10 yrs [ ]

4) Highest level of Education

Secondary [ ]

College [ ]

University [ ]

SECTION B: REWARD POLICY

5) Does reward policy affect employment relations at KENAO?

Yes [ ]

No [ ]

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