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

A CASE STUDY OF SSEKAANA & ASSOCIATED

ADVOCATES AND CONSULTANTS

CHAPTER ONE

1.0 Introduction

This chapter will 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 is 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 aims 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 will be 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 is to examine the effect of automation on the performance of administrative assistant in an organization. Specifically, the study intends; 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 will be 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 will consider 2010-2016 as the period of data to be considered in the organization. It will be carried out for a period of four months from April to August, 2017 and considering 2000-2017 as the period of body of knowledge to review literature.

1.7 Significance of the Study

To policy makers, the results of the study will 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 will 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 will 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 will 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 will be a case study since the results of the study will be 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 will consist of all employees and management deemed to be suitable stakeholders for generating relevant data to the problem which will be 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 will target 37 employees and 3 top managers will be drawn to represent the whole population using probability of proportions as shown in table 3.1 below.

This is because they will be readily available and co-operative given the fact that they are also the most informed persons. The research will consider the fact that the sampling from chosen has vast knowledge on the topic being researched and they will be 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 will use 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 is 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 will use the questioning method whereby she will draft to respondents structured questions. This method will be 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 will be used and this will be in form of close ended in nature and this will allow the study respondents to fill the questionnaire in the study field. The questionnaire method of data collection will be used because of being cheap and that the method collects responses with minimum errors and high level of confidentiality.

An interview guide will be drafted with a set of questions that the researcher asked during an interview and this will be structured (close ended) in nature. Interview guide will be 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 will observe all procedures followed in research. Using the letter of introduction obtained from the Research Coordinator, School of management and Entrepreneurship, the researcher will be introduced to every respondent reached at, fully explaining the purpose of research. After getting their consent, she will set a program with the respondents on when the questionnaires will be administered and date for the interview sessions will be set. The researcher also will build the confidence of the respondents by assuring them that their views will be confidential and will be 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 will be to be based on prior research. Secondly, the questionnaire should be 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 will be provided. The supervisor will review the questionnaires and approve them.

3.7.2 Reliability

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

3.8 Data analysis and Presentation

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

Presentation of data will involve use of tables, pie-charts and graphs that will be generated from the questions relevant to the study variables. Interpretation and discussion of the results will be done as the researcher will explain 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 also will be expensive in terms of stationary. However the researcher will mobilize funds from her friends and family members for the study to be completed successfully in time with the help of her supervisor.

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

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

REFERENCES

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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 Secretaries in the

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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 will be confidential and only used for academic purposes.

SECTION A: BACKGROUND INFORMATION OF THE RESPONDENT

1. Name (optional) ……………………………………
2. Gender of the respondent

1. Male
2. Female
3. Age bracket
4. >20≤29
5. >29≤39
6. >39≤49
7. >49≤59
8. Education Level
9. Certificate
10. Diploma
11. Degree
12. Masters
13. Others (specify) …………………
14. Number of years you have spent within the institution.
15. >1≤3 years
16. >4≤8years
17. >9≤12years
18. >10≤20years

6. Marital Status
7. Single
8. Divorced
9. Married
10. Widow
11. 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?
9. Pen drives & CDS
10. Electric typewriters
11. Personnel computers
12. Scanning machines
13. Photocopiers
14. Electric calculators
15. Duplicating machines
16. Filling equipment
17. Telephone equipment
18. Video conferencing tools
19. Others Specify ……………………………………………

SECTION C: INDICATORS OF PERFORMANCE

9. What are the available indicators of performance at Ssekaana & associated advocates and consultants?
10. Communication
11. Decision-Making
12. Work Relationships
13. Timeliness Indicators
14. Competency Indicators
15. Productivity Indicators
16. Quality Indicators
17. 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. Physical condition of works increase performance
13. Office equipment increase performance
14. An elegant workplace increase employee efficiency
15. A computer base message system improve performance
16. Computers increase the volume of work performed
17. Others 9specify) …………………………………..
18. What is your general comment on the study under investigation?

……………………………………………………………………………………………………………………………………………………………………………………………………

THANK YOU FOR TIME, GOD BLESS YOU

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?