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INFLUENCE OF WORKLOAD ON EMPLOYEE PERFORMANCE A CASE STUDY OF UGANDA INDUSTRIAL RESEARCH INSTITUTE (UIRI)
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
There is no doubt that organizations worldwide are striving for success and out-competing those in the same industry. In order to do so, organizations have to obtain and utilize her human resources effectively this is by ensuring that the human resources is well trained and able to give the organization on the same way (Noakes, 2011) asserts that most of the global organizations like Toyota invest in the human resource to ensure maximum productivity and improvement in output.
Afshan, Sobia, Kamran & Nasir (2012) contends that employee performance has been an issue for most industrialists since the beginning on the industrial revolution in Britain. The need to invest in Human resource to ensure better employee also moved to the Japanese automobile industry in the 1960s’ this was to ensure that Japanese companies could compete with the industrial powers.
In most of the African companies the performance of employees has been a matter of concern for most of the stake holders as the industries have failed to compete with the industrial powers as such these organizations are facing increased competition due to globalization, changes in technology, political and economic environments and therefore prompting these organizations to train their employees as one of the ways to prepare them to adjust to the increases above and thus enhance their performance.
Support from management will help to reduce or increase worker stress, the management support work as a cushion which acts positively in decreasing worker stress. There have many causes of worker stress workload and family conflicts are some of the reason. If the organizational does not appreciates their hard work employees or contribute toward creates stress and intention to leave was create (Afshan et al.2012).
The performance of the employees plays an important role in determining the profitability of the organization as the employees are the one of the most vital assets of the any company. This is because the both manufacturing and service sector industries are manpower-intensive industry for which the performance of employees is of utmost importance (Bin, 2015).
Kotter & Schlesinger (2008) indicates that workload to employees has been used by organizations to enable them be in position to maximize on the productivity of the employees.
Dulger, (2009) in the era of globalization 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. In Uganda, human resource management challenges have been reported which include weak performance management of Ugandan employees.
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. 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). When employees are given to much work this may affect their health well being. Yang, (2004) identifies six variables involving many elements that affect performance of employees. Workload is one of them. The empirical examination strengthen the hypothesis that workload has significant impact on the performance of employees. This theory will guide the study in determining the key factors that affect employee performance and also in indentifying the influence of work load on employee performance.
This theory has major weakness in that it doesn’t clearly explain the reasons as to why workers dislike work in addition to that there are many factors that determine employee performance.
1.1.3 Conceptual perspective
Employee performance can be defined as the job-related activities expected of a worker and how well those activities were executed. Many employees are assessed on an annual or quarterly basis in order to help identify gaps in their performance. The public sector can be defined as part of the economy concerned with providing basic government services. The public sector might provide services that non-payers cannot be excluded from (such as street lighting), services which benefit all of society rather than just the individual who uses the service (such as public education). Hence services that encourage equal opportunity, planning, organization, and delivery of health services in public sector must reflect an added sense of urgency (Motsoaledi, 2012).
Job performance – job performance is an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables. The work related activities expected of an employee and how well those activities were executed. Many business personnel directors assess the job performance of each employee on an annual or quarterly basis in order to help them identify suggested areas for improvement.
A review of the entity’s organizational structure revealed that out of the approved 560 posts, only 225 posts were filled leaving 335 vacant. For instance Directors of Product Development, Product Systems and Finance and administration departments as well as some regional project coordinators, scientists and engineers were not filled. There is a risk that service delivery may be hampered by delays. Staff fatigue and heavy workload may not be ruled out (Auditor general report, 2015).
It was noted that UIRI had budgeted to receive a sum of UGX.14, 946,552,724 from treasury and a sum of UGX.15, 949,383,660 was received. Procurements worth UGX.3, 843,526,574 were however not implemented during the year. Despite full financing, core procurements related to construction of juice processing facility for Itojo fruit growers (UGX.718,225,307), construction of fruit wine processing plant at Maziba (UGX.621,219,806) and supply of extractors and associated accessories for juice project (UGX.447,731,200) were not procured as had been planned.
1.2 Statement of the Problem
According to the auditor general report, (2015) Uganda industrial research institute is faced with a challenge of shortage of staff. Management explained that for the last 2 financial years, UIRI has constantly requested additional funding of 1.2bn from Ministry of Finance Planning and Economic Development specifically for Staff recruitment and retention, especially of high caliber scientists and engineers and is still awaiting response, the report further indicates that UIRI organizational structures revealed that out of the approved 560 posts , only 225 posts were filled leaving 335 vacant. Due to shortage of staff in senior management level of UIRI, the organization has recommended employees to handle more than one task to enable UIRI achieve its objectives, however the auditor general report, (2015) indicates that UIRI has failed to achieve its goals and objectives in addition to that UIRI lacks IT strategic plan and risk management policy an indication of poor performance among staff. It’s against this Background that this study intends to investigate into the influence of workload on employee performance a case study of Uganda industrial research institute (UIRI)
1.3 Purpose of the Study
The purpose of the study is to establish the influence of workload on employee performance.
1.4 Objectives of the Study
The objectives of the study are;
- To identify the influence of stress management on employee performance
- To establish the relationship between motivation and 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 stress management on employee performance?
- What is the relationship between motivation and 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; the influence of stress management on employee performance, the relationship between motivation and employee performance and factors affect employee performance.
1.6.2 Time scope
The period of data to be considered from the company records will be from 2015 to 2018 while the period of data carrying out research will be from March 2018 to November 2018 and the period of body of knowledge to review literature will be from 2008 up to date.
1.6.3 Geographical scope
The study will be carried out at Uganda industrial research institute.
1.7 Significance of the Study
This research will be of benefit to future academicians in understanding the 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
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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
According to (Saravani & Abbasi, 2013) Sustaining employee interest in a single job is not easy since most of the people will develop stress in the long run which affects their productivity which is perhaps why retention poses such a big challenge for businesses even in a slow economy. Employees outgrow their jobs quickly and it may not be possible for employers to provide enough diversity within a career path to maintain employee interest in the job and therefore it is imperative to transfer employees from one department to another for their skill development and enables them to have wide variety of skills something that helps them to be more productive. Ford, (2015) notes that Toyota motor corporation has been able to transform as the world’s leading car manufacturing because of the ability of the organization to enable the employees acquire different skills to enhance their productivity.
Somuyiwa (2009) indicates that employee transfer within departments creates stress this has a big effect on the bond and friendship that employees develop with their employees in the long run, however on the contrary Bandura, (2010) when employees transfer from one department to the other they able to make friendship across different departments something that helps them to work as a team.
One of the greatest challenges in ensuring that stress among employees is reduced is the cost involved in its implementation. Stress among employees brings about low in productivity since it takes time for new members to adjust to the system. Difference in skill level among staff may be significant resulting in additional expense in upgrading staff or loss of productivity for some period. Another cost is the length of training and learning period required for staff for new job (Rangriz, Moradi, 2014).
Stress reduction is a great tool to enhance staff motivation, commitment and participation in the work which is also important in an effective and integrated performance of the organization. Stress reduction is accepted as an effective way to develop skills and motivation of the employees. According to (Rangriz, Moradi, 2014) Stress reduction ways include Job rotation which is described as a job design process that is widely used in many organizations at different levels of the organizational hierarchy. Job rotation is the result of effort and determination and implementation of human structure with technological processes. Job rotation is an important process in human resource capital development policies, which potentially plays a role in improving job satisfaction and enhances the capabilities of employees (Wageeh, 2014).
Fringe benefits are often known are items an employee receives in addition to their normal wage and salary this helps to motivate employees and reduce stress since most of the employees in an organization get stress because of low wedges a midst their large amount of needs these include company cars, health insurance, free meals and education. He asserts that these encourage loyalty to the company such employees may stay longer with the company. job rotation with the departments helps employees to learn new skills they previously did not have, this helps the organization in identification and development of new talents there by leading to better organization performance (Sarfarazkhan, 2012).
There is creation of a strong bond between employees and the organization since employees realize that organization belongs to them this helps in improving on the performance of employees. An individual will be motivated to do something if they have the mental ability and skills to accomplish it. He writes that when employees are trained, they get the knowledge of performing tasks and challenges and thereby feel less intimidated by their jobs/tasks (Jamalodin, Gohari & Falahdar, 2012).
Employees are able to understand the company objectives and goals since employees are exposed to all the resources and facilities of the organization. Through job rotation therefore employees are able to understand their goals and objectives and reduce costs for hiring new staff (Delpasand, Raeisi, & Shahabi, 2010).
Blumenthal (2013) went on to argue that excess stress is harmful, destructive and detrimental to human well-being and productivity. Stress can have an impact on an individual’s wellbeing by causing dysfunction or disruption in multiple areas. This dysfunction extends into the organizational world and leads to decreased productivity. Even though each individual has a desire to own a job of his/her choice, not all succeed in getting one. Family and personal financial needs usually forces the individuals to accept the jobs available rather than selecting a job related to their skills and knowledge.
If an individual has much work to do in insufficient time and unreasonable pressure to finish on deadline, they are going to feel stress, parasuraman, (2014) has stated that worker stress is a situation where a person feels pressure or when the demands of situation are much larger than what someone can handle and if it continues for the long time without stop or pauses, then various behavioral, mental and physical problem may arise. Unrealistic deadlines and expectations and unmanageable workloads will create worker stress even to the most capable employee.
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. 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 remain more active and energetic while work-less employees become inactive and lazy. Workload pressure can be positive leading to increased productivity (Malta, 2014).
2.2 The relationship between motivation and employee performance
According to Ali & Ahmed, (2009) it’s important for an organization to motivate its employees and boost their morale. Employees who are motivated are more willing to work and enable the organization to achieve its goals and objectives. Motivated employees help the organization to become more successful because motivated employees are consistently looking forward to improve their work performance.
Salleh et al., (2011) indicates that the outcome from a motivated employee will produce high level of productivity since they are enjoying their work therefore; they feel satisfied in the workplace which results in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future.
According to Ollukkaran and Gunaseelan (2012), management’s new challenge is to create a work environment that entices and inspires its workforce because the quality of workplace environment affects the level of motivation and employees performance.
Workplace environment of organizational employees influences productivity, morale and employee’s engagement-both positive and negative. When employees are physically and emotionally have the desire to work, then their performance shall be increased. It is the quality of the employees’ workplace environment that impacts their level of motivation and subsequent performance (Leblebici, 2012).
Motivation is an employee’s intrinsic enthusiasms about and drive to accomplish activities related to work. According to (Chaudhary & Sharma, 2012), motivation is the interior drive that causes a person to decide to take action, now and then managers neglect to comprehend the significance of inspiration in fulfilling their central goal and vision. Actually when they comprehend the essentialness of motivation, they do not have the expertise and learning to give a work place that can cultivate employee motivation (Naharuddin & Sadegi, 2013).
Chaudhary and Sharma (2012) states that, study shows that the employee motivation has direct effect on gainfulness and development. A highly motivated employee tries his or her best in carrying out each and every aspect of his or her duties and responsibilities. Improved job performances of the employee will increase the value to the organization itself and to the employee’s productivity. In order to increase work effectiveness and performance, it is important to address a number of issues, including increasing motivation among employees, making them feel satisfied with their job and increasing their-job related wellbeing in general (Bogdanova & Naunivska, 2008). A motivated person has the familiarity with particular goals must be accomplished in particular ways, according on how he or she coordinates the push to attain that such goals (Owusu, 2012). It means that motivated person is best fit for the goals that he/she wants to achieve as he/she is fully aware of its assumptions.
2.2 Factors affecting employee performance
Getting employee feedback is essential to enhance better performance among employees, 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 (Vernon, 2009).
Ahmed , Sharif , Saeed A &Niazi. (2012), 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, on the same note Knight (2014) 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.
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, 2013).
Gerhart (2014) 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.
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 study will adopt a survey research design. A survey research design is a process of collecting information from a sample of people who have been selected to represent a defined target population. In survey research design, a researcher will collect information that describes, explores, and quantifies social phenomena, particularly issues, conditions and problems that are prevalent in the society at a particular point in time (Mugenda &Mugenda, 2012; Cooper & Schindler, 2011).
This study will adopt a survey design because it is easy and convenient to be conducted through interviews or questionnaire instruments, or both. In this study, both instruments, i.e. self-administered interview guides and questionnaires will be employed as appropriate. The approaches that will be adopted by the researcher include both quantitative and qualitative approaches as explained below; Quantitative Research Approach, this approach usually involves the collecting and converting of data into numerical form so that the statistical calculations can be made on it the reason for use of this approach is that quantitative research will help the researcher to gather information using constructed questionnaires with both closed and open ended questions which help in understanding a number of phenomena such as generalization prediction, impact on respondents, behaviors, performance and therefore quality data.
Qualitative Research Approach, this approach is associated with recording, analyzing and attempting to uncover the deeper meaning and significance of human behavior and experience, including contradictory beliefs, behaviors’ and emotions. Qualitative design will help in gathering and evaluating data on respondent’s preference, interpretation, attitude, opinions and behaviors.
3.2 Study Population
This study will target a total of 239 respondents from Uganda industrial research institute. 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 Sample Size, Techniques and Selection
3.3.1 Sample size
Mugenda and Mugenda (2003), argue that it is impossible to study the whole targeted population and therefore the researcher shall take a sample of the population. A sample is a subset of the population that comprises members selected from the population. Using Krejcie and Morgan’s (1970) table for sample size determination approach, a sample size of 148 employees was selected from the total population of 239 employees.
Table 1: Population, Sample size and Sampling technique
3.3.2 Sampling techniques
Random samspling and purposive sampling techniques will be employed; Random sampling technique is a process of selecting a sample that allows all members of the group or population to have an equal and independent chance of being selected for the sample. Purposive sampling technique refers to a process whereby the researcher selects a sample based on experience or knowledge of the group to be sampled.
Purposive Sampling
The reason for using this method will be to attain specific information aimed at by the researcher that may not be acquired through random sampling. This technique regards which item should be included or excluded in the sample rest basing on the researcher’s judgment and intuition. According Kothari (2010), purposive technique enables the researcher choose resonates basing on the fact that they have desirable characteristics and variables related to the issue being studied.. It also ensures only people with relevant information will be sampled. This technique will be used to select senior management employees of UIRI.
Purposive sampling method will be employed in investigating respondents among the accounting staff, managers, division heads, and regional heads implying that specific target respondents will be selected because they have specific knowledge and skills in the above topic. However, simple random sampling will also be used in selecting other staff especially the staff members 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.
Random sampling
The main reason for using this method is to avoid bias towards information acquisition especially among the lower staff, operational managers and supervisors among others.
This technique has the property that every possible combination of the objects in the population studied has an equal chance of being selected (Nduguru 2010). In this case, the researcher will include everyone in the study considering that all respondents have common observable characteristics.
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 will employ both primary and secondary data collection approaches.
3.5.1 Secondary 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 Data validity and reliability
3.7.1 Validity
Data analysis in this study will focus on data validity and reliability. To establish the validity of the questions, pre-testing will be done amongst the selected categories of respondents. Their comments will be incorporated in the final instruments to suit the data requirement of the study. The final amended research instruments will be reviewed jointly by the researcher and the supervisor.
3.7.2 Reliability
Reliability will be checked using the test –retest practice advocated for by Amin (2005). In other words, the questions will be put to course mates and their comments noted, they will then be presented to the respondents and their views will be compared with those of the course mates. On receipt of the questionnaires, manual editing will be done, followed by coding. Frequency count of different variables will be done and this will give the number of occurrences and percentages out of total occurrences.
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 of URII
Upon being allowed she will contact some respondents to build rapport with them and make appointments. 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 appointments with them for an interview.
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. 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 examine the collected and identified information that will be relevant to the research questions and objectives, (Mbabazi, 2008).
3.11 Limitations of the study
The research may be hampered by the following challenges.
Non responses
The researcher will also experience a problem of non-response from respondents who will be given the questionnaires to fill. However, the researcher will assure the respondents that any information given will be treated with maximum confidentiality.
Cost
The researcher will experience a problem of limited finances with respect to this study. Costs regarding this limitation included transport, printing and photocopying of relevant materials. However, the researcher has to borrow some money from relatives, friends and use it sparingly so as to overcome the cost constraint.
Time
The researcher will experience time constraint in data collection, analyzing of data and in final presentation of the report. However, the researcher will overcome this problem by ensuring that the time element was put into consideration and that all appointments agreed upon with respondents shall be fully met.
