INFLUENCE OF WORKLOAD ON EMPLOYEE PERFORMANCE A CASE STUDY OF UGANDA RETIREMENT BENEFITS AUTHORITY

ABSTRACT

The topic of study was the influence of workload on employee performance a case study of Uganda retirement benefits authority, the study was guided by the following objectives; to identify the influence of stress management on employee performance, to establish the effect of working overtime on employee performance and to examine the factors that affect employee performance.

This is a case study adopting cross-sectional survey design in gathering of information on Workload and employee performance. The study will use qualitative and quantitative data.

This study will target a total of 88 respondents from Uganda retirement benefits authority. This is because all these categories of respondents are believed to be knowledgeable about the extent to which workload affects employee performance. The study will specifically include the employees from different department specifically record managers, secretaries, administrators and other human resource staff. Stratified sampling, Purposive sampling method will be employed in investigating respondents among the administrators, and Human resource staff, implying that specific target respondents will be selected because the have specific knowledge and skills in the above topic.

CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter presents the Background, problem statement, purpose, general objectives, specific objectives, and research questions, Significance of the study, scope of the study and operational definitions of key concepts.

1.1 Background of the Study

1.1.1 Historical perspective

For an organization to operate efficiently and effectively, it must know what its workload is. While there is no one exact definition of workload, it is commonly thought to be the amount of work assigned to, or expected to be completed by, a worker in a specified time period. Workload that is set too high or too low can negatively affect overall performance. The main objectives of assessing and predicting workload are to achieve an evenly distributed, manageable workload and to accurately determine the resource levels needed to carry out the work

It is the mental effort that human operator devotes to control or supervision relative to his/her capacity to expand mental effort (Boles & Law, 1998), the perceived relationship between the amount of mental processing capability or resources and the amount required by the task (Hart & Staveland, 1988), and the cost of performing a task in terms of a reduction in the capacity to perform additional tasks that use the same processing resource (Riley, Lyall & Wiener, 1994). Tsang and Velazquez (1990) suggests that the workload construct was conceived to explain the inability of human operator to cope with the requirements of task, and that workload measures are an attempt to characterize performance of a task relative to the operator’s capability

Backs and Ryan (1992) findings seem to argue that workload reflects demand on a single, undifferentiated pool of resources where all tasks interact similarly and constant overhead. It is now thought that the human information processor is appropriately represented as comprising multiple resources that are engaged differently according to the characteristics of the task demands (Wickens & Hollands, 2000). Workload is frequently described by terms such as mental strain (the concept of mental effort) and emotional strain (the excess mental effort that comes from anxiety evoking cognitive aspects of the task). Wickens and Hollands (2000) maintains that workload involve environmental demands and the ability of the operator to cope with those demands.

Backs and Seljos (1994) stated that the concept of mental workload is an applied construct and does not have a one-to-one relationship with attention capacity or resources in information processing theories. Aspects of workload seem to fall within three broad categories namely, the amount of work and number of things to do, time and the particular aspect of time one is concerned with, and the subjective psychological experiences of the human operator (Boles & Law, 1998). Workload is thought to be multidimensional and multifaceted, and it results from the aggregation of many different demands. Backs and Seljos (1994) noted that as workload cannot be directly observed, it must be inferred from observation of overt behaviour or measure of psychological and physiological processes. The assessment of operator workload has a vital impact on the design of new human machine systems. By evaluating operator workload during the design of a new system, or iteration of an existing system, problems such as workload bottlenecks and overload can be identified. Job performance is an extremely important criterion that relates to organizational outcomes and success. Job performance has been described as something a single person does, and it is the interpretation of the output and quality of job (Campbell, 1990), the balance between all factors of production that gives the greater returns for the smallest effort (Wickens & Hollands, 2000), and as the way employees perform their work (Boles, 2001).

This is era of globalization. Now, performance of employees in organizations is more concern by managers than earlier. They seek and recruit only high performance employees. Organizations hunt and retain talented employees to compete in global market. Low-efficient employees are avoided by the organizations. Organizations develop systems to avail optimal utilization of human resources. For this purpose, high performance work teams are developed. HR practices are combined into an overall system to enhance employee involvement and performance (Creating high performance work systems.

1.1.2 Theoretical perspective

Douglas McGregor’s theory X of motivation (in which he assumes “employees inherently dislike work and will attempt to avoid it, whenever, possible. They must be coerced, controlled, or threatened with punishment to achieve desired goals”) supports the notion of “management by stress”. Workload is one positive way to enhance stress level on employees (Weissman, 2001). Work related stress has negative impact on the performance and health of employees (Mackay, 2004). HSE report (UK) describes that work-related stress costs UK employers about £353 million to £381 million per annum, according to the prices in 1995-96 (Jones, 2003) and the cost of number of days lost due to stress is almost double of this figure.

Previous research identifies six variables (involving many elements) affect performance of employees (Yang, 2004). Workload is one of them. The empirical examination strengthen the hypothesis that workload has significant impact on the performance of employees (Yang, 2004).

Economic systems of developed countries are now dependent upon computerization, which has its proven worth for the lowering of production costs, increasing productivity, raising business competitiveness and generating higher profit margins (Sherwin, 2000). Importance of performance in such societies is much greater than developing economies.

It is a characteristic of most post-transition periods that a large number of tasks are demanded and imposed with very limited timeframes. These tasks are often characterized by the description of high workload. Although workload and performance are clearly related, however relationship between these two is much complex. Some vigilance studies suggests that participants using a visual task find it to be more stressful than those using other types of tasks, such as auditory, possibly due to the added tensions of eyestrain and posture (Szalma et al., 2004).A study to examine the sudden changes in workload level was designed and carried out by Cox Fuenzalida in 2006.

The notion of high performance work systems was originally developed by David Nadler to capture an organization’s architecture that integrates technical and social aspects of work (HPWS). Primary principlesthat support high performance work systems are shared information, knowledge development, performance reward linkage, and egalitarianism (Edward Lawler at el.). In many ways these principles have become the building blocks for managers who want to create high-performance work systems (HPWS). More importantly, they are also quickly becoming the foundation for current theories of human resources management (HPWS). A time tested adage of management is that the interests of employees and organizations naturally diverge. People may intentionally or unintentionally pursue outcomes that are beneficial to them but not necessarily to the organization as a whole (HPWS). A corollary of this idea, however, is that things tend to go more smoothly when there is some way to align employee and organizational goals. When rewards are connected to performance, employees will naturally pursue outcomes that are mutually beneficial to themselves and the organization (HPWS)

1.1.3 Conceptual perspective

Workload refers to the intensity of job assignments. It is a source of mental stress for employees. Stress is an active state of mind in which human being faces both an opportunity and constraint (Robbins, 1996). There are various ways that stress symptoms or outcomes are reflected in the workplace. In stress, outcome that is desired from an employee is generally perceived to be both uncertain and important (Robbins, 1996). If outcome of an activity is well known earlier or the employee has no interest to enjoy the fruit of task completion or to avoid the consequences of non-accomplishment, the potential stress cannot become actual stress. Besides workload, many other variables have their impact on the stress level of human beings. On the basis of previous studies, the stress factors at work may be classified into four groups that are the working conditions (including shift problems, weekend duty, inadequate pay, long working hours, discrimination, and safety issues), relationships at work (including poor relationships at horizontal and vertical levels), ambiguity in authority and responsibility (including ill-defined role, functions, expectations, and duties), and organizational structure and climate (including communication policy and practice, major changes in the workplace, culture of the organization, and lack of participation in decision-making). In organizations, reaction of people toward workload is different. Some tackle much better while others suffer in destructive consequences. Just as workload differs as a function of the individual, it also differs as a function of one’s type of occupation. Some occupations are, inherently more work loaded than others. All the stress strain relationships have an apparent impact on the organization and industry.

The term workload refers to a number of different yet related entities. It is the hypothetical relationship between a group or individual human operator and tasks demands (Riley, Lyall & Wiener, 1994). Workload can be characterized as a mental construct that reflects the mental strain resulting from performing a task under specific environmental and operational conditions, coupled with the capability of the operator to respond to those demands. Workload is not only task specific, but also person specific. It involves individual capacities and motivation to perform a task. Workload is also referred to as the total energy output of a system, particularly of a person performing strenuous task overtime. Mental workload is the portion of operator information processing capacity or resources that is actually required to meet system demands. It is a demand placed upon humans. Mental workload is the difference between the capacities of the information processing system that are required for task performance to satisfy performance expectations and the capacity available at any given time (Backs & Ryan, 1992).

Job performance deals with the workplace, it most commonly refers to the standard of work that corresponds to good quality and productivity. Performance must be directed toward organizational goals that are relevant to the job. Therefore, performance does not include activities where effort is expended toward achieving peripheral goals. For example, the effort put towards the goal of getting to work in the shortest amount of time is not performance (except where it is concerned with avoiding lateness). Employee’s performance is determined during job performance reviews, with an employer taken into account factors such as leadership skills, time management, organizational skills and productivity to analyse each employee on an individual basis. When analyzing job performance, you have to understand the aspects of the job you are completing as well as the goals that you are working to achieve. The elements of job performance consist of knowledge, thoroughness, responsiveness, motivation and support. To set objectives for job performance entails defining the elements of the job performance, and creating goals that represent this definition and work to achieve these goals (Omolayo, 2005).

1.1.4 Contextual perspective

Uganda has a working population of approximately 14 million people most of whom are in the informal sector and agriculture .

The current pension system comprising of NSSF , the Public Service Pension Scheme and occupational voluntary savings cover less than 5% of Uganda’s workforce.

The reforms therefore will expand coverage not only to those in the formal sector, but also to those who are self employed and in the informal sector who are the majority workers in Uganda.

The reform process in Uganda is in fact a very broad reform agenda.

Also aimed at protecting pensioners under the PSPS and improving how the system of currently being administered.

Providing a policy, legal and oversight framework for investment of voluntary contributions

Expanding coverage to those in the informal sector and also those in the formal sector who currently have no social protection

Ultimately, building a comprehensive social protection system for all Ugandans. This is why the Government is piloting the Senior Citizens Grant to funding options and affordability.

There are 3 pillars in the reform of the Retirement Benefits (Pension) Sector, namely:

Establishing the regulatory framework for the establishment and operation of retirement benefits schemes in the country;

Opening up the sector and introducing competition through the proposed Retirement Benefits Sector Liberalization Bill, aimed at improving governance, increasing coverage to more than 5% covered now, achieving long term fiscal sustainability and overall build trust and confidence in the pension industry;

1.2 Statement of the Problem

The Uganda Retirement Benefits Regulatory Authority (URBRA) is a government-owned, semi-autonomous agency responsible for regulating, licensing, supervising, and controlling the retirement sector in Uganda, the institution has faced  numerous challenges interms of employee poor performance , which has made the organization to fail to meet some of its expected projects , this study therefore intends to investigate into the influence of workload and employee performance a case study of uganda retirement benefits authority.

1.3 Purpose of the Study

The purpose of the study is to establish the influence Workload on employee performance.

1.4 Objectives of the Study

The objectives of the study were;

• To identify the influence of stress management on employee performance
• To establish the effect of working overtime on employee performance.
• To examine the factors that affect employee performance.

1.5 Research Question

The study was guided by the following research questions.

• What is the influence of influence of stress management on employee performance
• What are the effects of working overtime on employee performance?
• What factors affect employee performance?

1.6 Scope of the study

This will include the content scope, Time scope and Geographical scope.

1.6.1 Content scope

This will include; influence of stress management on employee performance, effects of working overtime on employee performance and the factors affect employee performance?

1.6.2 Time scope

The study will be carried out for a period of 8 months.

1.6.3 Geographical scope

The study will be carried out in Uganda retirement benefits authority.

1.7 Significance of the Study

This research will be of benefits to future academicians in understanding the influence of influence of stress management on employee performance.

The study will help the government in having information regarding the effects of working overtime on employee performance.

The study will help future researchers have information regarding the  factors affect employee performance.

1.7 Conceptual Frame Work

Independent Variable                                                           Dependent Variable

Workload                                                  Employee performance

Intervening Variables

Source:  Self developed, 2016

Figure 1.1: Model showing the relationship between workload and employee performance

Conceptual framework shows that key dimensions like stress management, overtime work and Handling more than one task by employees has an impact on their performance.

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter reviews the literature according to study objectives but in line with study objectives.

2.1 Stress management on employee performance

Change in workload tends to change the stress level of employees, which ultimately affect the performance of employees. Stress is not necessarily bad in and of itself, while it is typically discussed in a negative context. It is an opportunity when it offers potential gain. (Robbins, OB). Workload is an opportunity for the employees to learn and prosper more quickly. As employees do their jobs they gain more work experience, which enrich their exposure. It is also viewed that employees who have enough work to do remains more active and energetic while work-less employees leftover inactive and lazy. Workload pressure can be positive leading to increased productivity. Under utilization of human skills or failing to reach the full potential of the employees is also one cause to increase stress. Employees who possess the capabilities to perform a job enjoy workload. However, when this pressure becomes excessive it has negative impact. In this stage, the individuals perceive that they don’t possess necessary skills and abilities, required to affray with the stress. However, occupational stress is discomfort at a personal level unless it exceeds a person’s coping capabilities and resources to handle them adequately (Malta, 2004). Stress is acknowledged to be one of the main causes of absence from work (Mead, 2000). If employees are not interested with their jobs or they are not satisfied with the job field they take extra work as fatigue and it causes to contribute job stress. Parikh & Taukari (2004) says, another contributing factor is the nature of the job, which might amount to an immense amount of physical and emotional exhaustion. In the late 1980s, a survey of HSE department, USA showed that stress is second major cause of ill health in serving employees (Colin J. Mackay et al, 2004).

Organizations face a number of competitive challenges such as embracing technology, managing change, keeping the customers satisfied, developing intellectual assets, and containing costs (HPWS). All these challenges require efficient and high performance employees to compete in the global environment. It is the liability of organizations to manage employee related issues to achieve optimal production by the employees. Employee related issues involve managing workforce diversity, recognizing employee rights, and adjusting workloads (HPWS). Organizations must create work environments that merge these employees related concerns to simultaneously get the optimal from employees to meet the goals of the organization

For longer time researchers in the field of human resources have been interested to find out that how workload affects task performance. Nevertheless, knowledge remained limited regarding the characteristics and dynamics of workload that are relevant to work performance. The study of workload history in particular examines how prior work activity effects subsequent work activity (Cox, in press). In 1993, the National Research Council identified workload transition as an important concern for human factors researchers. The Council highlighted the importance of examining the effects of workload variation on performance. Indeed, workload history (and, more specifically, a workload shift) has important implications for many occupations, especially those in which employees are confronted with varying workload levels (Huey & Wickens, 1993).

A document on the subject “evaluation and management of staff workload”, duly approved by CEO (HR) of Vincent policy manual witnesses that excessive workload, actual or perceived can contribute towards stress related psychological illness. CEO is committed to offer an opportunity to all employees to review their workloads on request, if they desires.

Mica R. Endsley and David B. Kaber (1999) suggests in their research that automation of task implementation portion in manufacturing processes gives major benefit to operator in normal operating conditions. However, if operator is removed from task implementation phase, performance declines or stops, if automation system fails to function properly. They suggest that compatible utilization of human / automation resources improve performance.

2.2 Effects of working overtime on employee performance

Reward management is one of the strategies used by Human Resource Managers for attracting and retaining suitable employees as well as facilitating them to improve their performance through motivation and to comply with employment legislation and regulation. As a result of these pressures, HR managers seek to design reward structures that facilitate the organizations strategic goals and the goals of individual employees. Reward systems are very crucial for an organization (Maund, 2001). Rewards include systems, programs and practices that influence the actions of people. The purpose of reward systems is to provide a systematic way to deliver positive consequences. Fundamental purpose is to provide positive consequences for contributions to desired performance (Wilson, 2003). The only way employees will fulfil the employers dream is to share in their dream (Kotelnikov, 2010). Reward systems are the mechanisms that make this happen. They can include awards and other forms of  recognition, promotions, reassignments, non monetary bonuses like vacations or a simple thank–you. When employees are rewarded, they get work done. Employers get more of the behaviour they reward, not what they

According to De (2007), organizational culture affects behavior in six aspects. First of all, organizational culture has as a guiding role. Organizational cultures not only clearly affect the highest or long-term objectives, but also target the organizational objectives as individuals’ goals. The objectives set by the organization allow its members to feel the value of work and inspire the desire of succeeding.

2.2 Factors affecting employee performance

Wilmot (2007), asserts that people must have in mind a clear picture of any end or goal they are to achieve. If this picture does not exist, they cannot tell if they are making progress or when they have completed the task or assignment, let alone if it has been completed properly. Knight (2008), agrees and adds that keeping the end in view has been sage advice for almost two thousand years. The time a manager spends in developing, communicating and clarifying the goals or ends to be achieved is time well spent.

Fred (2003), noted that figuring out what to do in a particular situation require knowledge of the structure of that situation. People must understand the elements that make up the situation, how those elements are connected to one another and the relationships that exist between and among these elements. Sara (2004), agreed and added that employees can only perform to the best of their knowledge and therefore those with good knowledge about the structures will perform better.

Gerhart (2004), wrote that without information about actual conditions in relation to intended goals or results, no one can perform to standard. Such information is known as feedback. It informs progress, enables corrections and, eventually, signals attainment of the objective. For most hard tasks (that is, tasks involving tangible products or other immediate and readily measured effects of one’s actions), feedback is generally available without much effort on any-one’s part. We are aware of our actions and their effects. But, for soft tasks (that is, tasks where the effects of our actions are not tangible, immediate nor readily measured), the feedback loop is essentially open. This is especially true when the main effects of a person’s actions are the reactions of other people. Therefore, lack of good feedback leads to lack of correction and hence poor performance.

Sara (2004), asserts that absent feedback, people have no choice except to act in ways that are consistent with internally-held views or mental models of what is appropriate or what should work instead of externally-based information about what is and isn’t actually working. For this reason, it is worthwhile spending time working with people to identify the mental models they currently use in situations where feedback isn’t readily available. In some cases, this will surface mental models that are inappropriate or inadequate. In other cases, it might surface mental models that are superior to those held by most people. This means that employee performance does not only depend on the information provided to the employees but also to their mental models.

In his studies on performance, (Rynes, 2004) found out that performance might not occur if the environmental conditions are so unsuitable as to present insurmountable barriers to performance. He writes that most of us can successfully drive our cars on windy days but none of us can drive through a tornado. In less dramatic terms, missing tools and equipment, competing priorities, a repressive climate and other factors can interfere with our ability to perform as expected, regardless of our motives or our repertoire, the presence or absence of feedback and the quality of the mental models that guide our thinking and actions. In short, the task environment must support the desired performance; at the very least, it must be manageable.

Samuel (2010), was of the view that technology is primary tool that can be used to boost employee performance. Ha writes that improvement in technology accompanied by training of the employees can significantly increase their levels of performance because it reduces the stress that comes with doing the job manually.An organization which is in relatively stable conditions both internally and externally is able to implement its pay policy in relative ease yet an organization which is undergoing massive will probably find that it has to completely restructure its way system due to market pressure (Cole 1997).

Scott (2000), defined ability as the capacity to learn and perform the tasks required.  He revealed that a good mixture of ability, training and experience is the root cause best performances. He asserts that best performing employees at least have two of the three factors. Cole (1997), suggests that its important to recognize the training fact since sometimes trained employees are asked to meet needs which ought to be met or to be dealt with in some other way that is replacing machinery. The main purpose of training in an organization is to equip the employees within skills to enable them deliver well their jobs and this keeps employees updated in the modern way of doing things (Hippo, 2002).

Fear is a great motivator for very short time, that is why a lot of yelling from the boss will not seem to light a spark under employees for a very long time. In turn, this implies that some employees are threatened from work hence having a lot of fear that make them not to effectively perform their required tasks at the required time (Gary, 2003).

Plans provide a sense of directions by focusing the attention on specific targets and direct employee efforts towards important outcomes (Draft,1991) through goal setting and planning, managers learn what the organization is trying to accomplish. They can make decisions to ensure that internal policy, roles performance structure, products and expenditures will be made in accordance with desired outcomes.

Koontz (2002),inclines that some employees may not be able to cope with the changes that occur at work. Equipments may change or the type of work can change in an organization. This can make the employee unable to adapt. Adequate training is necessary to help the employee to cope and be able to perform better. The type of work in an organization may also involve a sense of compassion. This is especially true when the organization deals with people. People who tend to be aggressive by nature may find conflicts in the situation. Good performance may be affected, not because of lack of ability or interest, but by conflict of values (Stoner et al , 2002).

Cole (1997) , revealed that some people are highly sensitive to the environment and the climate. These should be conducive for work; otherwise even good performers can also become poor performers. The work situation and environment should be adequately modified to help the employees have better working conditions. Work ethics is very important for the performance of an employee. Good morals and ethics can help a person to improve their performance. Otherwise, it can lead to poor performance and can also demotivate the other employees (Martin, 2002).

This involves poor remuneration, inadequate equipments and poor working facilities. When employees perceive the organization as having poor working conditions, poor labour relation may result (Dubrin, 2007). Some people are highly sensitive to the environment and also climate. These should be conducive for work; otherwise even good performers can also become poor performers. The work situation and environment should be adequately modified to help the employees have better working conditions (Kotler, 2008).

All the basic policies and procedures relating to labour relations should be communicated to employees and management should communicate the general objective of the enterprise and it should have an open-door policy (Thompson, 2006). Poor communication skills leads to poor performance of employees that is to say when employees are not told what they have to do at the right time in the right place they tend to forget their responsibilities which reduces the rate at which work has to be accomplished thus communication still avail the different departme4nts of the organization with information required to perform the various tasks in an organization (Cole, 2001).

Determination of employment, dismissal without formal or normal warning leading to disagreement between the employees and management (Freeman, 1999).Robinson (2001), indicates that poor labour practices like working over time (longer hours) decreases the performance of employees. Employees need to work in shifts so that they maintain their performance level.

Smith (2004), emphasizes that the introduction of new technology in different organizations has affected employee performance both positively negatively whereby it requires training workers which becomes costly and on the other hand such improves worker’s efficiency and organizational development. Balunywa (2004), adds that introduction of new technology into the market has greatly affected the performance of employees in organizations because employees tend to relax and only monitor the machines, this has increased the rate at which they relax in so doing employees cannot use their skills to achieve what they can hence decreasing their level of performance.

Poor working materials and equipments may not depict employee performance because of the fact that poor results are ascertained which also to organizations collapse(Derek, 2000). Appleby (2001), observes that a good working environment influences worker’s performance. In areas where there is no security worker’s lives are put at risk and this may not induce their workings.  Neo-classical theorists, pointed out that in order for a worker to perform effectively he must be coarsed with punishments. Witkin (2000), disagrees adding that poor supervision purely leads to poor results which does not depict employee Performance. Conflict within an organization cannot yield employee performance but simply triggers gradges in between workers therefore affecting employee performance (Robbins, 2005).

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter presents the method that will be used in conducting the study. It describes research methodology, the area of study, the study population and sampling design, sources of data, data collection, data collection procedure and instruments, data analysis tools and limitations to the study.

3.1 Study Design

This is a case study adopting cross-sectional survey design in gathering of information on Workload and employee performance. The study will use qualitative and quantitative data. The combined analysis will be helpful in that qualitative approach will generate rich details and valid data which will contribute to the depth understanding of the research problem. Quantitative approach will generate reliable information based on gathering data using numerical figures. Both approaches will complement each other and help reconcile the findings.

3.2 Study Population

This study will target a total of 88 respondents from Uganda retirement benefits authority. This is because all these categories of respondents are believed to be knowledgeable about the extent to which workload affects employee performance. The study will specifically include the employees from different department specifically record managers, secretaries, administrators and other human  resource staff.

3.3 Sampling Technique

Stratified sampling, Purposive sampling method will be employed in investigating respondents among the administrators, and Human resource staff, implying that specific target respondents will be selected because the have specific knowledge and skills in the above topic. However, simple random sampling will also be used in selected other staff especially the secretaries and staffs and other blue cola staff.

Using simple random sampling technique the respondents will be selected randomly without bias and this will be give equal chances to all the respondents, using these technique Human resource staff will be selected  without following a specific procedure.

This technique will be used because the secretaries population are bigger therefore it would be bias to choose them purposively yet they have different opinions.

3.5 Data Collection Methods and Sources

Data collection methods are an integral part of research design which involves selection of both qualitative and quantitative data (Amin, 2005). The study employed both primary and secondary data collection approaches.

3.5.1Secondary data Collection

Roston, (2001) defines secondary data as the data that is available, already reported by some other scholars. Secondary data will  include,  policy documents and abstracts of the various scholars relating to the topic of discussion in question. Secondary data for this study will be got from sources like libraries, archived records of compliance practice and related organizations. This is because it might be readily available and easier to comprehend, as it comprises of extensively researched work.

3.5.2 Primary Data collection

According to Roston, (2001), primary data is that kind of data that has been gathered for the first time, it has never been reported anywhere. Short comings of secondary data sources such as out datedness and inadequacy in terms of coverage, will necessitate the use of primary sources for first hand data. Self-administered questionnaire will be used and this will enable the researcher to cover a large population quickly and at a reasonable cost.

3.6 Data Collection Instrument

3.6.1 Structured Questionnaire

The questionnaire will be used on the basis that the variables under study cannot be observed for instance the views, opinions, perceptions and feelings of the respondents. The questionnaires will be equally used because the information will be collected from a large sample in a short period of time because most respondents can read and write (Sekaran, 2003). Personally administered questionnaires will be used to draw information regarding compliance practice. The questionnaires will be open and closed ended with a likert scale on five anchors. The researcher will choose the questionnaire as an instrument because the study will be virtually descriptive and the tool is an easy method of data collection. Respondents respond honestly because of anonymity. It’s also time saving and cost effective.

3.6.2    Interview Guide

Qualitative data will be collected from the informants using interviews. The interview guide will be structured. The interviews will be held with administrators, and take approximately thirty to sixty minutes. These are noted to be the best tools for getting first hand information /views, perceptions, feelings and attitudes of respondents. Both formal and informal interviews will be used to get maximum information from the different respondents to participate in the research.

3.6.3    Documentary Analysis Checklist

This instrument will contain a list of documents that will be reviewed to obtain the necessary secondary data in revere to the study objectives, questions and hypothesis.

This method will enable the researcher to obtain secondary information on the Workload and employee performance by carefully studying written documents, and visual information which will include official correspondents, text books, news papers or articles, it will be a critical examination of the study related to the issue under investigation. This will be used to triangulate the data collected using questionnaire and interviews. Documents like the correspondence between the different documents.

3.6.4    Observation check list

Observation check list will be used in assessing analyzing the workload and employee performance.

3.7 Reliability and Validity

3.7.1 Validity of the Instrument

Validity of Instruments is the extent to which the instruments used during the study measure the issues they are intended to measure. To Ascertain the Validity, questions will be discussed with the supervisor, given to two independent lecturers. This will be done to clear any lack of clarity and ambiguity to assess the relevancy of the questions with the objective of the study and the content validity index will therefore computed using the formulae below.

Content validity index (CVI) =   Number of items rated relevant

Total Number of Items in the questionnaire

The content validity index will be calculated basing on the different sections of the questionnaire. This is supported by Amin (2005) who stated that for any instrument to be accepted as valid. The average index should be greater than 0.5.

3.7.2 Reliability of Instrument

Reliability is the extent to which the measuring instrument produces consistent scores when the same groups of individuals are repeatedly measured under the same conditions (Amin, 2004).

For consistency of research results from the study instrument, the researcher will use Cronbach’s alpha method with the help of SPSS to determine reliability of this instrument.

3.8 Data collection Procedure

The researcher after designing and pre-testing data collection tools will obtain a letter from Uganda management institute introducing her to the authorities and the sub counties.

Upon being allowed she will contact some respondents to build rapport with them and make appointment. Then she will be back on an appointed date and administer questionnaires assisted by a research assistant.

Then questionnaires will be filled and collected, while those that will not complete will be collected later as agreed with respondents. During the time of administering questionnaires, the researcher will also contact key informants, and make appointment with them for an interview.

For observation method, the researcher will visit the schools with her observation check list which she will fill basing on what she will observe.

 3.9 Research Variables and their Measurements

The variable of the study will be measured on a five point Likert scale ranging from 1- strongly disagrees to 4-Strongly agree. The choice of this measurement will be  that each point on the scale carries a numerical score which will be used to measure the opinions of respondents and it will be the most frequently used and summated scale in the study of business and social attitude.

3.10 Data Processing and Analysis

After receiving the filled questionnaires from the field, a data entry capture template will be designed in Statistical Package for Social Scientists (SPSS), which will be used for data entry and cleaning. For exploratory factor analysis, frequency distributions, percentages and cross tabulations will be ran to summarize the respondent’s views on the questions under study.

3.10.1 Qualitative Data Analysis

Qualitative data, such as findings out of interviews of respondents, will be put into meaningful and exhaustive categories. Content analysis will be the main method of analyzing the data collected (Miles & Huberman, 2004). The Data will be classified into categorical variables. Therefore, data will be analyzed thematically. In using this form of analysis, major themes will be identified and classified. The researcher will examin the collected and identified information that will be relevant to the research questions and objectives, (Mbabazi, 2008).

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