THE EFFECT OF AUTOMATION ON THE PERFORMANCE OF ADMINISTRATIVE ASSISTANT IN AN ORGANIZATION:

A CASE STUDY OF SSEKAANA ASSOCIATED

ADVOCATES AND CONSULTANTS

ABSTRACT

The study was carried out at Ssekaana associated advocates and consultants with the main aim of examining the effect of automation on administrative assistant performance in an organization. Specifically, the study identified the range of new office technologies used by administrative assistants, the indicators of performance of administrative assistant and the relationship between automation and performance of administrative assistant.

The study adopted a case study design. Quantitative and qualitative approaches of data collection methods were used while carrying out the study where questionnaires were administered to various respondents.

In line with the objectives of the study and the data gathered from chapter four, the following conclusions have been reached; the organization has sufficient modern office equipment and technologies including personal computers, photocopiers, scanners, calculators, filing equipments among others. The indicators of performance of administrative assistants were communication, timeliness, productivity, competency, work quality and work relationships. There is a high level of usage of these equipments, the use of modern office equipment increase performance of administrative assistants believe they are highly productive.

The study recommended that although there exists high levels of productivity among the staff at organization, the business environment has become very competitive and there is no place for firms who relax on the past glory. The secretarial staff department must constantly be made to review their system to discover weaknesses that can quickly be addressed to meet customer satisfaction.

CHAPTER ONE

1.0 Introduction

This chapter presents the background to the study, statement of the problem, purpose of the study, objectives of the study, research questions, scope of the study and significance of the study.

1.1 Background to the study

Every office in today’s business world, be it government, industry or other human endeavors, require facts and accurate information for quick decision-making. The office worker, including the administrative assistant, expects certain support from the organization into which he/she is employed. This support can be technological (machines and equipment) and human. In offices of past, manager’s dictated memos and letters and administrative assistants typed them. Most recently, business have developed word processing centers and relied on personal computers and even electronic mail in an effort to lessen the need for administrative assistant support and make the employee-administrative assistant very productive (Osuala, 2004).

Wordnet (2008) defines administrative assistant as a person who assists a member of staff or top management level, and who undertakes a lot of administrative tasks for the smooth running of the office. For decades now, fast changes have been taking place in all facets of human life including the office environment. This is as a result of technological advancement.

Administrative assistants now have many technologically advanced office gadgets to ease their jobs and enhance proficiency and productivity leading to improved access to goods and services globally (Wofersohn, 2001). There are wide range of office machines and equipment which now enable administrative assistants to improve their performances. Such new machines take the form of electronic typewriters that have replaced the manual ones.

New technological equipment that has altered the procedures and technique for office functions include the computers, electronic mail/ commerce, voice mail, and the Internet. Word processors with milt-purpose facilities, computers and other sophisticated office machines and equipment are now provided by employers. Some of the physical equipment used by administrative assistants includes computer communication equipment and electronic pocket organizers (Lucas, 2007).

As a result of changes in technology, the role of administrative assistants in business has changed tremendously from that of typewriting and shorthand dictation, answering of telephone calls and processing of mails. Today’s administrative assistants are exposed to office technology including the internet that make work much easier and knowledge more accessible (Edwin, 2008).

It is now easier to send messages by telex, electronic mails (e-mails), fax and telephones. Other office gadgets available to the administrative assistant are photo-copy machines, duplicating machines, dictating machines, printers, among others. This is the era of computers and information technology which has become an enabler of greater convenience. Three of the most popular types of computer software programs are word processing, which help the user to write and edit memos, letters and reports, data management programs or databases, which help the user/ administrative assistant to use long lists of data and spreadsheet programs, which handle tables and numbers (Edwin, 2008).

However, these new developments brought by technological challenges require even more knowledge and skills beyond being a professional administrative assistant. For the administrative assistant to be abreast with the changing times, face the challenges and overcome the old ways of doing things she or he needs training requirements in recent times to help meet organizational objectives (Appah and Emeh, 2011).

The roles of administrative assistant professionals have been turned around by technology. It has provided the tools that shift the role of administrative assistants from that of information recorders to business strategists (Appah and Emeh, 2011). Several other authors are of the view that the administrative assistant has to be well equipped to meet the present challenges of a modern office.

For Ssekaana associated advocates and consultants to achieve its broad objectives it has employed a significant number of administrative assistants to perform clerical works (Ssekaana, 2016). This study seeks to examine the effect of automation on administrative assistant performance in an organization.

1.2 Problem Statement

Duniya (2011) observed that due to the introduction of sophisticated technological (electronic) office equipment into today’s office and the role administrative assistants need to play in ensuring accuracy and efficiency in their jobs, the administrative assistants need to meet the challenges by acquiring new skills and competencies for efficient operations in the electronic office. There is continuous advancement in technology which has affected the administrative assistant profession in terms of the quality, speed and accuracy of works performed (Appah and Emeh, 2011). This study was therefore undertaken in order to gain understanding about the effect of automation on administrative assistant performance in an organization.

1.3 Purpose of the study

To examine the effect of automation on administrative assistant performance in an organization. A case study of Ssekaana associated advocates and consultants.

1.4 Specific Objectives

The research aimed at achieving the following objectives.

1. i) To identify the range of new office technologies used by administrative assistants.
2. ii) To examine the indicators of performance of administrative assistant.

• iii) To establish the relationship between automation and performance of administrative assistant.

1.5 Research Questions

In order to achieve the objectives of this study a number of questions were explored to guide the study;

• (i). What new office technologies are used by administrative assistants?
• What are the indicators of performance of administrative assistant?
• What is the relationship between automation and performance of administrative assistant?

1.6 Scope of the study

1.6.1 Content scope

The main aim of the study was to examine the effect of automation on the performance of administrative assistant in an organization. Specifically, the study intended; to identify the range of new office technologies used by administrative assistants, to examine the indicators of performance of administrative assistant and to establish the relationship between automation and performance of administrative assistant.

1.6.2 Geographical scope

The study was carried out at Ssekaana associated advocates and consultants which is located at Colline house, Pilkington road, plot 4, suit no.6, 3rd floor, Kampala – Uganda.

1.6.3 Time scope

The study considered 2010-2016 as the period of data to be considered in the organization. It was carried out for a period of four months from April to August, 2017 and considered2000-2017 as the period of body of knowledge to review literature.

1.7 Significance of the Study

To policy makers, the results of the study would provide a benchmark that can be used in assessing the effectiveness of the implementation of new office technologies in an office environment as well as define key productivity factors.

To other organizations, the findings would help them to improve on the use of automation in their organizations so as to improve the performance of administrative assistants.

To employees, the findings would provide them with the benefits of using automation in order to improve their performance and providing them with the grounds to have automation services established well.

To future researchers, this study would provide a foundation for future researches as this will serve as a motivation for many researchers to further examine other aspects of the subject matter.

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter presents an exploration of the various perspectives on the subject of automation and performance of administrative assistants. The review is based on the study objectives.

• Range of new office technologies by administrative assistants

Office equipment refers to the machines used for the efficiency of workers in the office. Office equipments free workers from many of the routines and time-consuming tasks done manually. These are categorized into three accounting, administrative assistant, and general (Osuala, 2004).

Accounting Machines: they are either operated manually or electrically. Accounting machines are used for posting the ledger cards, writing cheques, receipts and preparing the payroll. Some accounting machines are calculators, electronic calculators, adding machines other basic accounting machines are book-keeping, electronic billing, and electronic alpha-numeric accounting machines (Osuala, 2004).

According to Edwin (2008), administrative assistant machines are machines used for administrative assistant office routine. They include typewriters, franking, and reprographic machines. Others are Dictaphone, automatic time-and-date stamping machines envelope sealing machine, jogger, shredder, etc. Typewriters are either manually or electrically operated. Franking machine is used to print stamp impression on envelopes without the use of adhesive stamps. Reprographic machines are photocopier, spirit or ink duplicating machines. Chief executives make use of Dictaphone to dictate messages for administrative assistants to type on either computer or typewriter. The automatic time and data stamping machine is used to print the impression of the time and date of receipt on office correspondence. The envelope sealing machine moisturizes the flap of envelope before sealing it. The jogger is used to collate papers before binding. A shredder is used to destroy unused office document into unreadable forms.

Gay (2003) argues that there are general office machines that are generally used in the office. They include computers, fax, offset litho and laminating machines. Computer processes data and it is most commonly used in offices. There are desktop laptop and series of other forms of computers in offices today. The fax or facsimile facilitates the dissemination of information and diagrams over telephone wires through facsimile telegraphy. Documents are scanned by a beam of light and an identical image is reproduced on the other fax machine operated by another subscriber at the other end. The offset litho is more of printing machine. It is good for producing staff magazine, inter-office memoranda, etc. The laminating machine is used for protecting documents against moisture, dirt, creasing and tampering by the use of cellophane. This is done through the heat process. The machine seals the document automatically for durability.

Internet (www, e-mail, search engine, etc.): this is an intangible facility on the computer. WWW stands for worldwide web and it is a collection of information in multimedia form on the internet. This information is stored at locations, called websites, in the form of web pages. Websites are an effective way of distributing information, such as advertisements, technical information, comments, ideas, etc. Other applications on the internet are chatting for simultaneous communication between people and the use of a web camera for seeing while chatting. Search engines like Google, yahoo, msn, etc. are used to find information on the internet – looking through millions of sources all over the world (Lysons, 2000).

Aston (2000) states that teleconferencing usually is embedded in the telephone technology, allows more than two people to communicate via phone at the same time. This makes it possible for people in different cities to hold meetings together.

For Miller and Moutes (2006), video conferencing usually makes use of the internet with or without the telephone and allows visual and speech communication among several people at the same time. Like teleconferencing, it enhances remote communication. For example, your colleague in America can remotely participate in a meeting held in Uganda whereby he sees and hears everybody who attends the meeting in Uganda as he makes his own contributions.

Stevenson and William (2009), states that a scanner is used to convert hard copy documents into soft copies to later be transmitted from one place to the other via the internet. This format can include colors, unlike the typical fax machine. While Allen and Ra (2006), printers and photocopiers: printers are used to convert our documents from soft copy formats to hard copies and photocopiers are used to make additional copies of such documents.

• indicators of performance of administrative assistants

According to Kluger et al (2006) defines performance indicators are the areas that employers use to gauge how well an employee is performing. These indicators are typically general and applicable to all employees in the company, although businesses may customize their own indicators based on the business activity. Key performance indicators standardize evaluations, giving managers a rubric they can use to analyze employees and create plans for improvement and problem solving. Supervisors include performance indicators on performance evaluations, and these indicators assess and rate employee performance. Performance indicators allow managers to gauge how effectively their staff is working and how close they are to meeting mandatory objectives. As a result, managers can use the information gathered by performance indicators to work with their employees, help them develop professional goals and encourage employee career advancement.

2.3.1 Communication

Communication refers to the ability of employees to share information with their coworkers, customers and employer. Employees communicate using reports, email, phone conversations and face-to-face discussions. The better an employee can communicate, the more efficiently she can do her job and the better decisions everyone around her can make (Gibbs et al, 2004).

2.3.2 Decision-Making

According to Moers (2005) decision-making is the indicator that shows how well an employee can judge a situation and respond to it. Some businesses look for quick decision-making, the ability to make snap judgments with limited information. Others prefer employees to think carefully and research before responding to customers or project activities. Decision making also refers to the ability of the employee to manage his time and allocate resources effectively.

2.3.3 Work Relationships

A work relationship is a more emotionally based key performance indicator than communication. An employee’s mental state, attitude and spirit are all vital to the success of the business and affect all those around her. Work relationships include not only relations between peers, but also customers and management (Gibbs et al, 2004).

2.3.4 Timeliness Indicators

One common performance indicator is the measurement of time. Time-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectations. By examining timeliness indicators, supervisors can interpret how an employee’s efficiency scores based on what the expected timeliness outcomes were. For instance, if an objective is to complete a project in two months, but it takes the employee four months to complete it, this will serve as an indication to the supervisor that something went awry. If timeliness indicators reflect negative scores on performance evaluations, then supervisors may examine the issue further to see if the employee could benefit from supplemental training or mentoring (Moers, 2005).

2.3.5 Competency Indicators

Many performance evaluations contain performance indicators that measure employee competencies. Competency evaluations include indicators such as whether or not employees demonstrate ethical business practices and show consistency between their values and performance, if employees demonstrate the skills and knowledge necessary to perform their jobs, how much innovation, planning and organizational skills an employee displays and how much initiative an employee has toward meeting required goals. Competency indicators help supervisors determine the level of an employee’s integrity and credibility. Job skills include all abilities and skills that the employee needs to successfully work at his current position. Naturally, these changes based on the job, but knowledge of current software, accounting skills, customer service abilities and knowledge of processes are all common job skills. An employee who does not have the required job skills needs either immediate coaching or reassignment (Gibbs et al, 2004).

2.3.6 Productivity Indicators

According to Alvero et al (2001) performance indicators often review productivity, or how much of something an employee produced. Supervisors can measure productivity by incorporating indicators on evaluations that focus on capturing measurable data. Productivity-related indicators may examine quantity of projects that an employee has versus what the production outcomes are. Productivity indicators typically link back to targeted objectives or mandates, and supervisors use them to perform comparison studies between employees. From this information, supervisors can find out which employees are more productive than others. Ultimately, how productive an employee is can impact the final outcome of his performance evaluation.

2.3.7 Quality Indicators

Quality of work is a common performance indicator that aims to capture how employees score against internal or external standards of excellence. Indicators of this nature look at how employees deliver services or produce outputs and how well employees demonstrate commitments to continuous improvement. Some quality indicators examine how an employee demonstrates accuracy and thoroughness in her work, whether or not the employee participates in improvement projects and if an employee monitors her own work to ensure quality and correctness (Gibbs et al, 2004).

2.3 Relationship between automation and performance of administrative assistants

Buseni (2013) has defined performance as “achieving goals with defined quality and quantity”. Oxford dictionary of English defines performance as the act of performing, applying or executing anything organized or promised. This definition shows that performance is related to doing an activity and also the results. Therefore performance can be considered as a kind of behavior.

Many business executives are under the mistaken impression that the level of employee (administrative assistants) performance on the job is proportional to the size of the employee’s compensation package. Although compensation package is one of the extrinsic motivation tools, it has a limited short term effect on employees’ performance. A widely accepted assumption is that better workplace environment motivates employees and produces better results (Leblebici, 2012).

Al-Anzi (2009), essentially an elegant and functional workplace environment often culminates in improved employee efficiency and productivity. In recognition of this fact, most offices are now designed and furnished with the employee in mind to ensure that his workplace environment including furniture and equipment adequately supports and induces high performance.

The quest to equip employees and workers with most suitable workplace environment, furniture, equipment, tools and techniques to discharge their duties efficiently and effectively is the fundamental philosophy behind the development and growth of ergonomics. The performance of an employee is measured actually by the output that the individual produces and it is related to productivity. At corporate level, productivity is affected by many factors such as employees, technology and objectives of the organization. It is also dependent on the physical environment and its effect on health and employees’ performance (Al-Anzi, 2009).

Leblebici (2012) argues that, the modern work physical environment is characterized by technology; computers and machines as well as general furniture and furnishings. To enhance employee performance therefore, it is imperative that the organization’s physical environment is fashioned to support employee in their quest to attain organizational objectives.

The concept of secretarial productivity can be seen the level of performance of administrative assistants in relation to their tasks. This study advocates the level of modern administrative assistants’ performance is far greater than those of the previous generation Leblebici (2012).

The focus of this study is to examine the relationship between administrative assistants’ productivity and their use of modern equipment. A number of study present successful experiences of how the introduction of modern office technologies led to tremendous benefits. For example, an Administrative Management article (Busein, 2013) reports surveying a number of companies that had installed word processing systems; all indicated “productivity gains and cost effectiveness” with the system.

Another study Anderson, 1978 as cited by Busein, 2013 finds that computer-based message systems improve productivity by saving time, by increasing the volume of work performed, and by more efficient problem-solving.

Specific positive accounts range from a pharmaceutical firm Clutterbuck, 1978 as cited by Busein, 2013 whose office system had saved time at both the managerial and secretarial levels (increasing productivity at the latter level as well).

A life insurance firm McCormick, 1980 as cited by Busein, 2013 whose introduction of minicomputers and distributed processing had cut proposal preparation time from days to half an hour.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents the research methodology which includes; Research design, study population, sample size, sampling method, instruments of data collection, data collection procedure, validity and reliability, data analysis and presentation and limitation and delimitation of the study.

3.1 Research design

The research design adopted was a case study since the results of the study was used to reflect what is happening in organizations that have automation services. This is also because the organization chosen in this study deals with automation services.

3.2 Study population

Study population is a complete set of individuals, cases or objects with some common observable characteristics. The sample population consisted of all employees and management deemed suitable stakeholders for generating relevant data to the problem which was under investigation.

3.3 Sample size

This is a process of selecting a representative sample from the target population for the purpose of data collection and analysis. The study targeted 37 employees and 3 top managers was drawn to represent the whole population using probability of proportions as shown in table 3.1 below.

Table 3.1: Sample size

This is because they were readily available and co-operative given the fact that they are also the most informed persons. The research considered the fact that the sampling from chosen has vast knowledge on the topic being researched and they was able to communicate effectively.

3.4 Sampling methods

A sample is a small part of something intended as representative of the whole. Sampling is that part of statistical practice concerned with the selection of an unbiased or random subset of individual observations within a population of individuals intended to yield some knowledge about the population of concern, especially for the purposes of making predictions based on the sample frame.

3.4.1 Purposive sampling

Purposive sampling is one of the most cost-effective and time-effective sampling methods available, it may be the only appropriate method available if there are only limited number of primary data sources that can contribute to the study and this sampling technique can be effective in exploring anthropological situations where the discovery of meaning can benefit from an intuitive approach.

3.4.2 Simple random sampling

The study also used simple random method to reduce on the biasness of the purposive data and will mainly be used on residents because it is free of classification error, and it requires minimum advance knowledge of the population other than the frame. Its simplicity also makes it relatively easy to interpret data collected in this manner. For these reasons, simple random sampling best suits situations where not much information was available about the population and data collection can be efficiently conducted on randomly distributed items, or where the cost of sampling is small enough to make efficiency less important than simplicity.

3.5 Data collection methods and instruments

3.5.1 Data collection methods

Questionnaire

The researcher used the questioning method whereby she drafted to respondents structured questions. This method was used because some respondents may have no time to sit down and answer during interviews.

Interview method

An interview is a conversation where questions are asked and answers are given. Interview refers to a one-on-one conversation with one person acting in the role of the interviewer and the other in the role of the interviewee.

3.5.2 Data collection instruments

A questionnaire was used and this was in form of close ended in nature and this allowed the study respondents to fill the questionnaire in the study field. The questionnaire method of data collection was used because of being cheap and that the method collects responses with minimum errors and high level of confidentiality.

An interview guide was drafted with a set of questions that the researcher asked during an interview and this was structured (close ended) in nature. Interview guide was used by the study since the methods helps in the collection of more data as it allows the interaction of both the researcher and the respondents.

3.6 Data collection procedure

The study observed all procedures followed in research. Using the letter of introduction obtained from the Research Coordinator, School of management and Entrepreneurship, the researcher was introduced to every respondent reached at, fully explaining the purpose of research. After getting their consent, she set a program with the respondents on when the questionnaires was administered and date for the interview sessions was set. The researcher also built the confidence of the respondents by assuring them that their views were confidential and was used only for academic purposes.

3.7 Validity and reliability of research instruments

There are no scientific principles which would guarantee a valid and reliable questionnaire, but there are ways in which this can be pursued. First, the items in the questionnaire should be based on prior research whenever possible. Due to this, in this study most of the questions were to be based on prior research. Secondly, the questionnaire was pre-tested (Malhotra & Birks 2007).

3.7.1 Validity

To test the construct validity, citations of all sources where materials and evidence of material collected from was provided. The supervisor reviewed the questionnaires and approved them.

3.7.2 Reliability

When conducting research, the researcher tried to act as neutral as possible in order to avoid being bias. The researcher was also conscious about the type of questions to ask.

3.8 Data analysis and Presentation

Both quantitative and qualitative data was gathered for the study using questionnaires and interviews.  After collating the data from the questionnaires and interviews, the data was coded and fed into Ms-Excel. Analysis was undertaken to generate a descriptive picture of the data gathered. Simple percentages were used to analyze the quantitative data obtained from questionnaire administration. The qualitative data from interviews conducted with all other categories of respondents was analyzed manually by making summaries of the views of the respondents and was organized under themes derived from the data..

Presentation of data involved use of tables, pie-charts and graphs that was generated from the questions relevant to the study variables. Interpretation and discussion of the results was done as the researcher explained the strength of the study variables basing on the frequencies and percentages, charts and graphs.

3.9 Limitations and delimitations of the Study

The study was faced with a problem of not finding all respondents in the study area especially the employees who went to field as a group. The researcher however arranged with them to fix for her an appropriate time in order to collect reliable and valid information from them for the study.

The study also was expensive in terms of stationary. However the researcher mobilized funds from her friends and family members for the study to be completed successfully in time with the help of her supervisor.

The researcher further faced a problem of some respondents not providing information for the study as information relating to the study variables, however to overcome this, researcher explained to them that the information was only for the academic purpose while making them to understand the study variables.

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF FINDINGS

4.0 Introduction

The main aim of this chapter is the presentation and analysis of data collected from the primary research. The data for this study are presented in tables, graphs and pie charts and are analyzed subsequently. The analyses are done in line with the research questions and objectives.

4.1 Characteristics of Respondents

This aspect of the analysis deals with the characteristics of the respondents of the questionnaires.  Forty (40) respondents were selected for this study using purposive  and simple random sampling methods. The results obtained are presented below;

Figure 4.1: Gender of respondents

Source: Primary Data

The table above shows that majority of the participants constituting about 75% (30) are female while the remaining 25% (10) are male. This result is generally a fair idea of the formal working population in the administrative assistants departments since most of the staff are women.

Table 4.1: Age brackets of respondents

Source: Primary Data

From the table above, the dominant age of the respondents is between >39≤49 years representing 40% of the sample population. This is followed by >49≤59 representing 25%. The lowest age group from the table is the ages >20≤29 representing 15% (06). The greater percentage achieved from 29 years and above especially for the staff. The recruitment criterion for most companies in Uganda requires at least 3 years of the relevant experience. This makes the majority of the respondents to be at least 25 years or older as it is very rare to have one with less than 25 years having at least 3 years of relevant experience. Experience and qualification also matters, therefore most of the respondents are 29 years or older considering the issue of experience and qualification in recruitment processes.

Figure 4.2: Highest level of Education

Source: Primary Data

The sample population reflects a fair level of education. 55% of the respondents have obtained degree level and 40% have Diploma. With this level of education, opinions and views provided by these respondents are to be considered well-reasoned.

Table 4.2 4.3: Number of years spent at work

Source: Primary Data

According to the table above, majority of the respondents 50% (20) have spent in the organization for a period >4≤8years, 12(30%) of them have spent >1≤3years. The remaining (6)15% and (2)5% have spent >9≤12years and >10≤20years in the Organization. Evidently, majority of the respondents have spent >4≤8years at the Organization, the majority of the participants had stayed there for a big period of time thus, have relevant information needed to complete the study. This implies that the organization retains existing employees and also recruits more. This shows that the working experience for the categories of workers was enough to get conclusive results, since it’s assumed that by virtue of their positions, they know about automation and its effect on performance of administrative assistants.

4.2 New office technologies that exist in an organization.

The result as shown on the table suggests that the organization has provided all the necessary modern equipment to their administrative assistants. Findings on the availability of various technologies that administrative assistants’ use is shown below;

Table 4.2: List of Available Modern office equipments

Source: Primary Data

According to the table 4.2 above, majority of respondents 12(30%) indicated personnel computers, 8(20%) of respondents mentioned telephone equipment, Photocopiers 5(12.5%),  Pen drives & CD, Scanning machines, each indicated by 4(10%) of the respondents, 3(7.5%) of respondents mentioned filing equipment, others Duplicating machines 2(5%), Shredding machines 1(2.5%), Electric calculators 1(2.5%). The equipment that is not available is video conferencing tools, Franking machines and Electric typewriters. Also 36(90%) of the respondents also opined that the listed equipments are vital to their performance and high levels of productivity.  This implies that major of the respondents indicated personnel; computers and telephone equipment as the main modern office equipments available at Ssekaana associated advocates and consultants

4.3 Indicators of performance in organizations.

The researcher further went ahead to find out the indicators used and result are presented below;

Table 4.3: Indicators of performance in organizations

Source: Primary data

Findings as shown above indicate that, majority of the respondents 11(27.5%) mentioned communication, followed by 8(20%) who mentioned productivity, 7(17.5%) of the respondents, 6(15%) of the respondents said timeliness, 4(10%) of the study respondents revealed competency, only work relationships and quality was mentioned each by 2(5%) of the respondents. This implies that most respondents indicated communication as the main indicator of performance at Ssekaana associated advocates and consultants. This is because communication is done in weekly reports of individuals and later on departments, weekly meeting every friday, they also said that some communication is done through phones and emails although this one is limited by lack of constant electricity and computers.

4.4 The relationship between automation and performance of administrative assistants in an organization

The last section of the analyses seeks to analyse the contributions made by modern equipment to workplace performance of administrative assistants. This is not a work study method program but an assessment based on the understanding of the administrative assistants’ opinions.

Table 4.4: Relationship between automation and performance of administrative assistants

Source: Primary data

From table above, majority of the study respondents 13(32.5%) indicated a computer base message system improve performance, 11(27.5%) of the study respondent agreed that office equipment increase performance, 8(20%) of them said physical condition of works increase performance, 6(15%) of the respondents indicated an elegant workplace increase employee efficiency and only 2(5%) of the respondents argued that computers increase the volume of work performed. This implies that majority of respondents cited that a computer base message system improves performance and office equipment increase performance. This is because computerized system makes work easier.

Results from the interview guide

According to the study findings, respondents indicated that the physical condition of the offices or workplace contribute significantly to their levels of productivity. physical condition is here defined as the existence of floor space for easy movement, existence of lightning as well as all necessary amenities needed to enhance performance of tasks.

Respondents said that employees’ level of productivity is connected to the equipments and gadgets that they use. The better these equipments the greater the productivity of the administrative assistants would be.

Majority of respondents agreed that an elegant workplace increases employee efficiency while 10% of them agreed. While modern equipments at the Organization has improved performance. Therefore, the Organization should invest more in technology so that it administrative assistants’ performance is improved.

The result as seen above indicates that a large number of the respondents agreed computers increase the volume of work performed. This could lead to tiredness and decline in productivity. Management must assure the respondents about their future irrespective of the improvements in performance levels. Therefore, the organization should invest more in modern technology so that the administrative assistants can increase the volume of work produced.

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMENDATION/SUGGESTION FOR FURTHER STUDIES

5.1 Introduction

This chapter is the last chapter of the report and its aim is to draw conclusions from the findings of the study in correlation with the literature review, objectives of the study and then make recommendations that enhance secretarial performance in organizations.

5.2 Discussion of the Study

5.2.1 The Existence of Modern Office Equipments or Technologies

The primary data collected clearly indicate that Ssekaana associated advocates and consultants has sufficient modern equipments. The data again showed the five major equipments present include the following; telephone equipments (Land and Mobile), personal computers, scanning, sealing and photocopiers. The study used employee knowledge of equipment to conclude the level of usage. The correlation is that knowledge suggests usage. Based on this premise the study found that there is a very high knowledge among the staff about these equipments hence the usage of these equipments are significantly high. For instance, respondents’ responses on some equipment were virtually 100%, indicating frequent use. Equipments such as telephone equipments (Land and Mobile), personal computers, scanning, sealing and photocopiers. This result confirms the works of Nwosu (2001), who concluded in his study that the use of computers, telex equipment, and email/commerce, etc. has become the order of the day in our society. Based on the available data that Ssekaana associated advocates and consultants has modern offices. Modern offices as noted in the literature review are offices with available modern office technologies.

5.2.1 Indicators of performance of administrative assistants

Study findings in table 4.3 revealed that the organizations use communication as an employment performance indicator. Thus communication is a key indicator of employee performance. This is done in weekly reports of individuals and later on departments, weekly meeting every Friday, they also said that some communication is done through phones and emails although this one is limited by lack of constant electricity and computers. This is in line with (Gibbs et al, 2004) who argues that employees communicate using reports, email, phone conversations and face-to-face discussions. The better an employee can communicate, the more efficiently she can do her job and the better decisions everyone around her can make.

Table 4.3 in chapter four also showed decision making as another performance indicator in organizations. Here each department has some authority to make decisions pertaining their department and some of their decisions have been very beneficial to the institution. This finding concur with Moers (2005) who argued that some businesses look for quick decision-making, the ability to make snap judgments with limited information. Others prefer employees to think carefully and research before responding to customers or project activities. Decision making also refers to the ability of the employee to manage his time and allocate resources effectively.

Results in table 4.3 also revealed timeliness as another performance indicator in organizations. Most of the activities of each department there is a time limit. This is also an important aspect in most departments for example the loans department uses this indicator to reduce of loan default and delinquency. This is in line with (Hensen, 2005) who stated that supervisors can interpret how an employee’s efficiency scores based on what the expected timeliness outcomes were. For instance, if an objective is to complete a project in two months, but it takes the employee four months to complete it, this will serve as an indication to the supervisor that something went awry. If timeliness indicators reflect negative scores on performance evaluations, then supervisors may examine the issue further to see if the employee could benefit from supplemental training or mentoring.

From Productivity is another indicator of employee performance. This method was common as an indicator of performance of employees in the organization though it was used at a smaller extent. Respondents acknowledged that the various indicators above are used in assessing employee performance. Here managers, supervisors and department heads use productivity to carry out performance appraisal. For example in this case, they look at how much money is loaned out, how much is recovered how many deposits among others. This finding is in agreement with Alvero et al (2001) who argued that performance indicators often review productivity, or how much of something an employee produced. Supervisors can measure productivity by incorporating indicators on evaluations that focus on capturing measurable data.

5.2.3 The Relationship between automation on the performance of administrative assistants in an organization

The study in table 4.4 found out that the atmosphere at work is calm and pleasant, administrative assistants have a good relationship with their superiors who encourage them to make recommendations.  This is in agreement with Al-Anzi (2009) who argued that essentially an elegant and functional workplace environment often culminates in improved employee efficiency and productivity. In recognition of this fact, most offices are now designed and furnished with the employee in mind to ensure that his workplace environment including furniture and equipment adequately supports and induces high performance.

The study also found out that the use of computers at workplace increases the volume of work produced and a computer based system improves the performance of administrative assistants. This finding is in line with Leblebici (2012) who argued that, the modern work physical environment is characterized by technology; computers and machines as well as general furniture and furnishings. To enhance employee performance therefore, it is imperative that the organization’s physical environment is fashioned to support employee in their quest to attain organizational objectives.

5.3 Conclusions of the Study

In line with the objectives of the study and the data gathered from chapter four, the following conclusions have been reached; the organization has sufficient modern office equipment and technologies including personal computers, photocopiers, scanners, calculators, filing equipments among others. The indicators of performance of administrative assistants were communication, timeliness, productivity, competency, work quality and work relationships. There is a high level of usage of these equipments, the use of modern office equipment increase performance of administrative assistants believe they are highly productive.

5.4 Recommendations

Performance monitoring involves an in-depth analysis of a process or project, to determine whether it is efficient and efficacious.  It involves developing criteria, conducting interviews and examining documentation to determine how the process or project is conducted. Additionally, Compliance monitoring and compliance auditing aim to establish whether a process or procedure is carried out in conformance with pertinent external requisites, whether set through legislation, regulations or directions.

Although there exist high levels of productivity among the administrative assistants at Organization, the business environment has become very competitive and there is no place for firms who relax on the past glory. The administrative assistants department must constantly be made to review their system to discover weaknesses that can quickly be addressed to meet customer satisfaction.

A learning organization where the members are continually gaining knowledge and enhancing their capabilities to aid the organization in adapting to dynamic environments and remain competitively superior over competitors. The driving force behind such an organization is its ability to effectively manage knowledge. The administrative assistants must constantly be trained to become their very best. The Organization must invest in continuous training.

The organization should continually invest in the acquisition of the latest equipments that would enhance the productivity of its staff. For example, the study reveals a lack of video conferencing equipments, and these must be purchased to reduce travelling and promote technological advancement at the Organization.

5.5 Suggestions for further studies

The researcher recommends that further studies should be carried out on:

1. the effect of work relationships on employee performance in an organization
2. the effect of communication on employee performance in an organization

REFERENCES

Agbatogun, A. O. (2011). “Computer-Assisted Programmed Instruction Revisited: A Study on Teaching Typewriting in Nigeria Higher Institution”, Asian Journal of Information Technology.

Akinleye, A. O. (2012). The Impact of Office Technology on Information Processing and Its Implications for Secretarial Training in the 21st Century in Nigeria. Business Education Journal.

Akpohornor, B. A. and Iwhiwhu, E. B. (2007). Management of Staff Records at Delta State University Library, Abraka, Nigeria. Library Philosophy and Practice.

Akpomi M. E. (2006). Effects of Modern Office Technology as Perceived

Aromolaran, E. A. (2006). An Evaluation of the Continuous Relevance of Administrative assistants in the

Automated Office. Business Education Journal 4 (1).

Buseni, J. (2013). Effects of Information and Communication Technology on by Administrative assistants. Business Education Journal.

Dawson, R. (2006). How Technology will Change Your Career Canadian Secretarial Journal. Ontario.

Ssekaana, M. (2016). Self-employment: An option for professional administrative assistants in Uganda. Journal of Contemporary Business Education Research. (JOCBER).

gbinedion, V.I (2010). Knowing the Graduate Office Administrative assistant. Ozean Journal of Social

Sciences 3(1), 2010 ISSN 1943-2577. Ozean Publicationvicidion@yahoo.com

Igwoku, I. F. (2008) An Analysis of Record Management Strategies in Western Nigeria. An unpublished M.Ed. Dissertation.

Leblebici, D. (2012) Impact of workplace quality on employee’s productivity: case study of a bank in Turkey. Journal of Business, Economics and Finance. ISNN 2146 – 2943

Mishra, A. and Akman, I. (2010). “Information Technology in Human Resource Management: An Empirical Assessment”. Public Personnel Management.

Noris, J (2008). Teaching Word/Information Processing: Truth or Consequence? Century 21 Report. 11 (1).

Ordu, P. and Akpomi, M. (2009). Modern Office Technology and the Administrative assistant’s Productivity in Private Business Organizations. African Journal of Business Management Vol. 3 (8).

Porter, R. (2006). Applying Electronic Records Management in the Document Management Environment: An Integrated Approach. Xerox White Paper 2006.

Administrative assistants’ Performance in Contemporary Organizations in Bayelsa State, Nigeria. Information and Knowledge Management. Vol.3, No.5, 2013.

APPENDICES

APPENDIX I: QUESTIONNAIRE

Dear Respondent,

I am Nalumansi Josephine, a student of Kyambogo University offering Bachelor’s in Administrative and Secretarial Science. Am carrying out a study on the Effects of Automation on Performance of Administrative Assistants in an Organization as a requirement for the partial fulfillment of this award. I kindly request you to provide me the necessary information having been chosen to be one of the respondents to enable me complete my research project successfully. The information you will provide was confidential and only used for academic purposes.

SECTION A: BACKGROUND INFORMATION OF THE RESPONDENT

1. Name (optional) ……………………………………
2. Gender of the respondent
3. Male
4. Female
5. Age bracket
6. >20≤29
7. >29≤39
8. >39≤49
9. >49≤59
10. Education Level
11. Certificate
12. Diploma
13. Degree
14. Masters
15. Others (specify) …………………
16. Number of years you have spent within the institution.
17. >1≤3 years
18. >4≤8years
19. >9≤12years
20. >10≤20years
21. Marital Status
22. Single
23. Divorced
24. Married
25. Widow
26. Others (specify)…………………………….

SECTION B: NEW OFFICE TECHNOLOGIES USED BY ADMINISTRATIVE ASSISTANTS

7. Are there new office technologies used by administrative assistants in Ssekaana associated advocates and consultants?

Yes

No

8. If yes, which new office technologies are used by administrative assistants?

Others Specify ……………………………………………

SECTION C: INDICATORS OF PERFORMANCE

9. What are the available indicators of performance at Ssekaana associated advocates and consultants?

Others specify …………………………………………………………………………

SECTION D: RELATIONSHIP BETWEEN AUTOMATION AND PERFORMANCE OF ADMINISTRATIVE ASSISTANTS

10. Does automation improve on the performance of administrative assistants?

Yes

No

11. How does automation improve performance of administrative assistants?

12. What is your general comment on the study under investigation?

…………………………………………………………………………………………………

THANK YOU FOR TIME, GOD BLESS YOU

APPENDIX II: INTERVIEW GUIDE

1. Are there new office technologies used by administrative assistants in Ssekaana associated advocates and consultants?
2. Which new office technologies are used by administrative assistants?
3. What are the available indicators of performance at Ssekaana associated advocates and consultants?
4. Does automation improve on the performance of administrative assistants?
5. How does automation improve performance of administrative assistants?
6. What is your general comment on the study under investigation?