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EMPLOYEE RELATIONS AND STAFF PERFORMANCE IN JOBENTA MEDICAL
CARE, KAMPALA UGANDA
BY
AKUR DEBORAH
BHR/36639/113/DF
A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF ECONOMICS
AND MANAGEMENT IN PARTIAL FU~FILLMENT OF THE AWARD OF A
BACHELOR'S DEGREE IN HUMAN RESOURCE MANAGEMENT OF
KAMPALA INTERNATIONAL
UNIVERSITY
MARCH 2014
Declaration
I Akur Deborah hereby declare that the work presented here is entirely my own original
work except where acknowledged and that it has never been presented to any
University for the award of a degree.
Signature .. ~· ···· · ··· · ······ ····· oate~t/d.c~ ....
(STUDENT)
ii
Approval
This research has been to the College of Applied Economics and management sciences
with my authority as a supervisor.
Supervisor: Mr. Mbago Ronald
Sign: .......... ?S.~ ...... 7.>
Date 01J"'ifmy
iii
DEDICATION
My sincere dedication goes to the Almighty God for his wisdom, dedication and gracious
hard work and care he provides to me and my family. I also dedicate this piece of work
to my beloved Husband Kur Mach Kur, daughters; Gloria Athieng, Manuella Akwach,
father; Deug Leek Deng and my mother Akhol Mabior Chol, and also to my brothers
Aleermalony,Deng, Aleermaduk Deng Leek without them it wouldn't have been an easy
journey.
iv
ACKNOWLEDGEMENT
First and foremost I would like to acknowledge my supervisor Mr. Mbago Ronald, and to
the entire College of Humanities for their sincere and utmost gratitude they rendered to
my curriculum activities.
Secondly I would like to acknowledge my lov~ly sisters Bioi Mach Kur, Agot Deng Leek,
my mother in law Rodah Abuol Ajuoi, and to Kur Samuel Jool, Kur Manguak Kur and to
Friends and families am sincerely grateful for their prayers and love,
'vlay the Almighty God Bless you all.
v
Table of contents
)eclaration ............................................................................................................... ii
~pproval ........................................................................... ..................................... .. iii
)EDICATION ..... ..... ...................................... ............................ ............................... iv
~CKNOWLEDGEMENT ............... ........... ... ........ ......... ........ ..... .... ... ............................. v
I able of contents ..................................................................................................... vi
JST OF TABLES ...................................................................................................... ix
~BSTRACT ................................. ... ...... .. ......... ... ................ .. .................. .................... x
:HAPTER ONE .......................................................................................................... 1
NTRODUCTION ...... ................ ................................................................................. 1
iackground of the Study ......................................................... .............. .. .................. 1
tatement of the Problem .. ................. .... ............ .. ....... .... ..... ................... ... ..... .......... 3
urpose of the study ..... .. ...... ... ...... ..... ... .... ...... .... ..................................................... 4
pecific Objectives of the Study ................................................................................ .4
esearch Questions ....... .. ............ ..... ............ ........ .............. .... ................... ................ 4
cope of the study .... .... ...... .. ...... .......... ............... .. ....... .... ............... .... ............. .... .... 4
eographically .......................................................................................................... 4
me scope ...... ..... ............ ........................................... .... ............... .......... ................ 4
gnificance of the Study .... ...... ........ .. ..... ....... .. .. ........... .... .......... ......... .... .. ............... 5
)nceptual Frame work ............................................................................................. 6
-lAPTER TWO ......................................... ............ ... .. ........................... .. .................. 7
:VIEW OF RELATED LITERATUERE .......................................................................... 7
traduction ... .... ........... ... .................. ... ............. ..... ............ ... ............... ...... ......... .... 7
vi
Definitions of concepts ... .............. ........ ........ .... .... ........................ .... ............... .......... 7
Theoretical perspectives .... ........................ ... .............. .... ..... .... ...... .. ....... ..... .............. 8
U nita ri sm perspective ... ............ .... ............ ... .................................... ... ................ .... ... 8
Pluralist perspective ... ...................... .......... .... ............. ....... ..... ........... ..... .................. 8
Radical perspective .. .... .. ......... .... .... ............................... ........................................... 9
Forms of Employee Relations ..................................................................................... 9
Employee- Employer Relations ....... ............ ... ....... ....................... .............................. 9
Individual relationships .............................................................................................. 9
Collective relationships ...... ... ....... .......... ....... .... .................... .. ......... .................... ...... 9
Employee- employee relations ..... ...... .............. ........ ... .................... ..... ............. ...... 10
Employee- Client Relations ..................................................................................... 10
Faces of employee relations: ................ .. ..... ... .... ........ .......... ................ ................ ... 10
Science building face .. .. ......... ......... ...... ..... .. ......... ........... ............ ...... ...................... 10
Problem solving face .... ... .... .. ........... ...................... .......................... .. ....... ...... ....... . 11
Ethical face ...... ... .. ............................ ... ............ ... ....... ............ ......... .. ...................... 11
Basic factors that enhance employee relations .......................................................... ll
Effects of employee relations ................................................................................... 13
Relationship between employee relations and staff performance .. ...... ........................ 14
CHAPTER THREE .. ... ......... .... ............... .. .. ....... ........... ... .. ..... ............ .. ...... .. ..... .. ...... 16
METHODOLOGY ... .... ...... ... .... .. ................ .. ...... .................. ..... ........... .... ................ .. 16
Introduction .... ......................................................................... ........... .... ... ... .. .. ..... 16
Research Design ..................................................................................................... 16
Study Population ... .. ...... ... ..... ...................................... .............. ... ............ ... .. ... ... .... 16
Sample size ... ... ..... ........ .............. ... ...... .... ......... ........ .. ........................... .. .... ... ....... 16
vii
Sampling Design .... ......................................................................... .. ...................... 17
Data Collection Instruments ..................................................................................... 17
Interview .... ................... .............................................. ............................ .. ............. 17
Questionnaire ................................................................................................. ........ 17
Validity and reliability of the instrument .................................................................... 17
Research Procedure ........................... ........... .......... ....... .. ....................................... 18
Data Analysis ........ ....... ........................ ........... ........................................................ 18
Research Limitation ................................................................................................. 18
CHAPTER FOUR ................ ................................ .......... ... ..................... .................... 20
DATA ANALYSIS AND PRESENTATION ......... ............................................................ 20
4.0 Introduction ................... ...... ......................................................... .. ..... ........ ..... 20
4.1 Background characteristics of respondents .......................................................... 20
CHAPTER FIVE ............ .. ... .... ....... ........ ........................ ... ......................................... 29
DISCUSSIONS, CONCLUSION AND RECOMMENDATIONS ........................................ .. 29
5.0 Introduction ... .. .............. .................... .................................................. ............. 29
5.1 Discussions ...... .. ............ .. ................................................................................. 29
References ............. .. ... ... .. .. .................... ... ...................... ...................... ... ....... ....... 36
APPENDIX A: QUESTIONNAIRE .................................................................. ... ........... 37
APPENDIX B: TIME TABLE ..................................................................................... .. 40
APPENDIX C: BUDGET ............................................................................................. 41
viii
LIST OF TABLES
Table 1: Classification of respondents according to age ............................................. 20
Table 2: Classification of respondents according to sex or gender ......... ..................... 21
Table 3: Classification of respondents accordif1g to marital status .............................. 21
Table 4: Classification of respondents according to education level ............................ 21
Table 5: Showing the factors that enhance employee relations .................................. 22
Table 6: if employees are paid well, does it promote employee relations at work place?
........ .. ................................................................................................................... 23
Table 7: What are the effects of employee relations in your organization? .................. 24
Table 8: What kind of reactions do you get from your superiors as a result of relating
with them at work place? ........................................................................................ 25
Table 9: Do you agree that there is a relationship between employee relations and staff
performance? ................................................................................. .. ...................... 26
fable 10: Is it relevant for employees to relate with their superiors in order to realize
:;taff performance? ............................................................................ ... ................... 26
rable 11: Does employee relations directly lead to employee performance? ......... .. .. .. 27
ix
ABSTRACT
This research is about employee relations and staff performance, a case study of
Jobenta Medical Care, Kampala Uganda. It focuses on the different concepts of
employee relations, its relevance in the organization, staff performance and ways of
boosting and encouraging employees to perform better. The research was carried out in
Jobenta a medical care centre in Uganda an.~ it covered respondents from the study
area. Employee relations involve providing fair and consistent treatment to all
employees so that they will be committed to the organization's goals. Organizations
with good employee relations arc likely to have a human resource strategy that places a
high value on employees as stakeholders in the business. Therefore for good and
lasting employee relations, there should exist mutual understanding between members.
This makes employees work as a team which will foster good performance of the
organization at large because of the cooperation being created among them. Findings
Shows that employee relations plays a big role to enhancing New-life medical care
:uganda) staff performance and that you can not separate employee relations from
;taff performance. Employee relations contrib~:Jte to the general performance of new-life
nedical care -Uganda as an organization which fosters development in this particular
)rganization. The more employees, employers interact with each other, this fosters a
:ontinuing industrial harmony which leads to organizational growth of new-life medical
:are-Uganda.
X
CHAPTER ONE
INTRODUCTION
This chapter includes the back ground of the study, statement of the problem, purpose
of the study, research questions, scope of the study, specific objectives of the study,
significance of the studs and conceptual frame work.
Background of the Study
Employee relations had its roots in the industrial revolution which created the modern
employment relationship by spawning free labour markets and large-scale industrial
organizations with thousands of wage workers. As society wrestled with these massive
economic and social changes, labour problems arose. Low wages, long working hours,
monotonous and dangerous work, and abusive supervisory practices led to high
employee turnover, violent strikes, and the threat of social instability. Intellectually,
industrial relations was formed at the end of the 19th century as a middle ground
between classical economics and Marxism, with Sidney Webb and Beatrice Webb's
Industrial Democracy being the key intellectual work. Industrial relations thus rejected
the classical econ. Institutionally, employee relation was founded by John R. Commons
when he created the first academic industrial relations program at the University of
Wisconsin in 1920. Early financial support for the field came from John D. Rockefeller,
Jr. who supported progressive labour-management relations in the aftermath of the
bloody strike at a Rockefeller-owned coal mine in Colorado. In Britain, another
progressive industrialist, Montague Burton, endowed chairs in industrial relations at
Leeds, Cardiff and Cambridge in 1930, and the discipline was formalized in the 1950s
with the formation of the Oxford School by Allan Flanders and Hugh Clegg. Industrial
relations were formed with a strong problem~solving orientation that rejected both the
classical economists' laissez faire solutions to labour problems and the Marxist solution
of class revolution. It is this approach that underlies the New Deal legislation in the
1
United States, such as the National Labour Relations Act and the Fair Labour Standards
Act.
Employee relations cover interactions between employees at work place. Such
interactions may be between employers and employee, employees interacting with
fellow employees, and sometimes employees need to interact with their clients on
issues concerning business. In this way therefore, we come to understand how people
or employees interact amongst themselves and even with the entire organizations.
Therefore employee relations make us to understand our beliefs, attitudes and how
they cause relationship problems in our personal lives, knowing how to solve them and
understanding work-related situations (Reece, 2002).
Employee relations involve providing fair and consistent treatment to all employees so
that they will be committed to the organization's goals. Organizations with good
employee relations arc likely to have a human resource strategy that places a high
value on employees as stakeholders in the business. Therefore for good and lasting
employee relations, there should exist mutual understanding between members. This
makes employees work as a team which will foster good performance of the
organization at large because of the cooperation being created among them.
(Bohlander, 2001)
Jobenta medical care (Kampala, Uganda) is locally referred to as people lives care.
Jobenta medical care offers control of all medical service across the nation. The service
was to be based on a model in an African country and Kampala, Uganda was chosen for
the model in 2007, now Kampala, Uganda is the model for services, education, research
and promoting excellent but affordable clinical care appropriate to cultures in Africa.
Due to lack of employee relations at Jobenta Medical Clinic (Kampala, Uganda), this has
resulted into poor coordination of activities, communication breakdown, and poor
interpersonal relationships with their clients which at the end reduces the organization's
performance. The employee relationship at Jobenta Medical Clinic has not yet been
attained to Its expectations. Generally, it is .at its . middle stage comparing to current
2
world. This means that there are various areas at which Jobenta medical care need to
focus so as to obtain the expected goals and objectives.
The role of the workplace has to be considered seriously as an important aspect Michael
Armstrong (2006) and according to Subba Rao (2001), a positive emploee relations
enhance performance at individual, group and organizational level. This study will
validate both the theories on factors affecting employee relation and other
psychological factor's, in Jobenta Medical Clinic as a case study. Since its establishment
in 2005, Jobenta medical care performance has been a big question in the mindset of
many Ugandans. The performance of Jobenta medical care is often questioned in a
number of aspects and this study will examine in terms of attendance of work, time
management, innovation, fairness, customer care quality of work, performance
appraisal teamwork and problem solving, and task accomplishment. Maintaining healthy
employee relations in an organization is a pre-requisite for organizational success.
Strong employee relations are required for high productivity and human satisfaction.
Employee relations generally deal with avoiding and resolving issues concerning
individuals which might arise out of or influence the work scenario. Strong employee
relation depends upon healthy and safe work environment, cent percent involvement
and commitment of all employees, incentives for employee motivation, and effective
communication system in the organization.
Statement of the Problem
Although people have experience for employees., relations since the beginning of
mankind, the area has not been systematically researched until the recent years
Robbins (2003). The limited research in the area has led to many organizations failing
to give it the deserving attention even though it looks to be familiar phenomenon.
Jobenta medical care, Kampala, Uganda is among the organizations which have failed
m appreciate the importance of employee relation Jobenta Medical Clinic, the
relationship between employers and employees is very wanting, there is divide and rule
which has worsened the individual relationship (employee-employee relations) hence
3
affecting teamwork and this has consequently led to a negative impact as far as
employee-client relation is concerned. Failure of the organization (Jobenta Medical
Clinic) to conduct employee relation has led to undesired several outcomes such as
failure to accomplish tasks, poor communication, poor performance, developing conflict
and misunderstanding inefficiencies and ineffectiveness, lack of team work hence
leading to general decline in staff performance which has put the survival organization
at risk. Therefore it is against this background that the researcher was motivated to
conduct this study.
Purpose of the study
The purpose of the study is to establish the relationship between employee relations
and staff performance in Jobenta Medical Clinic (Kampala, Uganda)
Specific Objectives of the Study
I. To examine the factors that enhances employee relations.
II. To examine the determinants of staff performance.
III. To establish the relationship between employee relations and staff performance.
Research Questions
I. What are the basic factors that enhance employee relations?
II. What are the determinants of staff performance?
III. What is the relationship between employee relations and staff performance?
Scope of the study
Geographically: The research was carried out in Jobenta Medical Clinic located along
Munki Road, Kansanga, Kampala, Uganda.
Time scope: the study was conducted in a period of three months in which data will
be gathered from March to May 2014.
4
Significance of the Study
To Jobenta Medical Clinic: It is assumed that the findings of this research was used by
the management of Jobenta Medical Clinic to evaluate the activities of the organization
and guide them in formulating and presenting policies which reduced conflict among
the employees at work place.
Policy makers: the study is expected to generate new knowledge which helps policy
makers in coming up with informed decision in area of employee relations and staff
performance.
To future researchers. the finding of this research are expected to generate new
knowledge which was kept in the organization's library secondary data and serve as
starting point for future researchers.
To the researcher. the study is expected to help in improving the researcher's
knowledge in areas work performance focusing on employee relations and staff
performance. Secondly, it also helps the researcher to fulfill the requirement for the
award of degree of bachelor degree in human resource management.
5
Conceptual Frame work
ployee ttions
Positive impacts
Increases team work Promotes good relations Increases productivity Increases the motivation Reduces conflicts Sharing of knowledge
Negative impacts
Lessens employee - management relations Reduces productivity Reduces employee motivation Leads to conflict
Less freedom to share knowledge Kills team work
Source: researcher conceptualization 2014
6
Performance
CHAPTER TWO
REVIEW OF RELATED LITERATUERE
Introduction
This chapter presents ideas and views, thoughts of other researchers in relation to the
identified topic by the researcher. It includes the definition of concepts, relationship
between employee relations and staff performance, effects of employee relations and
basic factors that enhance employee relations.
Definitions of concepts
The term employee relations in broadest sense cover all types of interaction among
people, their conflicts, cooperative efforts, and group relations. It involves interactions
between employees themselves, even their employers, (Reece, 2002).
Employee relations refers to the effective way of how workers interact with one another
at their places of work (Dalton, 2000).
Performance is formally the quantity and quality of tasks being accomplished as
assigned to employee. Therefore performance of an employee will be determined
basing on the nature of quality or quantity you produce after accomplishing tasks,
(Kieima,2000).
Employee relations consist of all those areas of human resource management that
involve relationships with employees directly or through collective agreements where
trade unions are also recognized. In a broader sense employee relation is concerned
with how fellow employees interact with one another and even their employers or
managers (Armstrong, 2006).
7
Theoretical perspectives
Industrial relations scholars have described three major theoretical perspectives or
frameworks, which contrast in their understanding and analysis of workplace relations.
The three are generally known as unitarism, pluralist and radical.
Unitarism perspective
In unitarasm, the organization is perceived as an integrated and harmonious as a whole
with the ideal of one happy family, where management and other members of the staff
all share a common purpose, emphasizing mutual cooperation. Furthermore, unitarism
has a paternalistic approach where it demands loyalty of all employees, being
predominantly managerial in its emphasis and application.
Consequently, trade unions are deemed as unnecessary since the loyalty between
employees and organizations are considered mutually exclusive, where there cannot be
two sides of industry. Conflict is perceived as disruptive and the pathological result of
agitators, interpersonal friction and communication breakdown.
Pluralist perspective
In pluralism the organization is perceived as being made up of powerful and divergent
sub-groups, each with its own legitimate loyalties and with their own set of objectives
and leaders. In particular, the two predominant sub-groups in the pluralistic perspective
are the management and trade unions.
Consequently, the role of management would lean less towards enforcing and
controlling and more toward persuasion and co-ordination. Trade unions are deemed as
legitimate representatives of employees' conflict is dealt by collective bargaining and is
viewed not necessarily as a bad thing and if managed, could in fact be channeled
towards evolution and positive change.(Robbins, 2001)
8
Radical perspective
This view of industrial relations looks at the nature of the capitalist society, where there
is a fundamental division of interest between capital and labor, and sees workplace
relations against this history. This perspective sees inequalities of power and economic
wealth as having their roots in the nature of the capitalist economic system. Conflict is
therefore seen as inevitable, trade unions are a natural response of workers to their
exploitation by capital, (Mamoria, 2001).
Whilst there may be periods of acquiescence, the Marxist view would be that
institutions of joint regulation would enhance rather than limit management's position
as they presume the continuation of capitalism rather' than challenge it. (Rohbiis, 2003)
Forms of Employee Relations
Employee - Employer Relations
This is a type of employee relations that helps both the employees' and the employer to
interact well at work place. It allows both parties to openly discuss issues that affect
them at their work-setting. In existence of such relations, employers are in position to
listen to employee's grievances, problems and at the end foster good communication.
Employee - employer relations take place at two main levels and that is;
Individual relationships
These are relationships with their employer relating to employee's contract of
employment and conditions of work. Sometimes an individual employee may have a
dispute with his or her employer, therefore there is need to interact together to see that
such a dispute is solved. (Gomez, 2002).
Collective relationships
This involves groups of employees who work together as a team to meet particular
Objectives in a joint form. At this level, this is 'where we realize trade union playing a
9
major role of strengthening employee relations in the organization. As we know always
when people work or meet together, grievance and disputes will occur and complicated
situations will arise. Therefore as a result of people working together, making collective
decisions, members are in position to work as a team and solve their problems,
(Raymond 2004).
Collective bargaining also falls under collective relationships where employee
representatives and employers or managers accept to sit on a round table to discuss
and bargain on issues that need solutions. Therefore it implies that already a
relationship between those two parties has .. been established after accepting to sit
together as a team, (Gomez 2001).
Employee- employee relations
As the term stands, such relations are also paramount in permitting inter personal
relations among members at work place. This is due to the fact that when employees
relate well amongst themselves it therefore promotes collective team work,
communication, knowledge sharing which is so paramount to the organizations
development, (Thomas, 2003).
Employee - Client Relations
This form of employees' relations is so important because if practiced well Portrays a
good image of the organization. The way you handle clients as an employee, speaks
much how other people from the eternal environment will be in position to relate with
the entire organization and as always the "customer is your boss" (Dessler, 2000)
Faces of employee relations:
Science building face
In the science building face, employees relations is part of the social science and it
seeks to understand the employment relationships and its institutions through high
10
quality, and performance. In this vein industrial relation is related to labor economics,
industrial sociology, human resource management and others. (Greenburg, 2000).
Problem solving face
In the problem solving face, industrial relations seek to design policies and institutions
to help the employment relationship work well and establish appropriate procedures of
solving problems in the organization. (Harris, 2000).
Ethical face
Employee relations contain strong normative principles about workers and the
employment relationship, specially the rejection of treating labour as a commodity in
favor of seeing workers as human beings in democratic communities entitled to human
rights. It emphasizes that the more ethical employees become, the better it makes it
easy for them to relate with one another effectively. (Williams, 2006)
Basic factors that enhance employee relations
These are some of the basic factors that enhance relations to take place amongst
employees or any other individual to relate well with each other. They reflect the
current concern in human relations with the twin goals of personal growth development
and satisfaction of organizational objectives.
Communication; It is worthy to say it's the heart .and soul of employee relations. It is
a means through which we grow and develop persons. John Diekman author of Human
connections says that; ' if we are going to do anything constructive and helping one
another, should be through communication' because it is a connection through which
people; work together hence productivity and performance.
Self awareness: Improved relating with others comes as a result of understanding our
own selves. Therefore it does not only affect our attitude and behaviors, but also the
11
way we see others, seeing others positively influences how we shall get along with
them work as a team to meet organization goals and objective.
Self acceptance; the degree to which you like and accept yourself, is the degree to
which you can genuinely like and accept .. people. It's a foundation of successful
interaction with others. In work settings, people with positive concepts tend to cope
better with positive concepts tend to cope with the change accept responsibility more
readily, tolerate differences and work well as team members.
Motivation: Since motivation concerns having the drive that makes you act in a certain
way. The same way happens in relations at work settings. Before a manager asks
himself, "how should I motivate others?" He himself should be motivated first if you
want to achieve peak achievement. Even sometimes interacting with others you need to
be motivated within yourself, what about working to achieve performance? Therefore
motivation is important for performance purposes and interaction in work setting.
Trust: H. Jackson Brown, Jr. author of Live and Learn to pass it on, says "trust is the
single most important factor in both personal and professional relationships".
Unfortunately trust is absent in organizations that are engaged in downsizing and
implementing high-speed change. Decline in trust, flow of information reduce,
employees will communicate less to their supervisors, express opinion reluctantly and
avoid discussion. So if trust is present, frank discussion of problems and exchange of
ideas and information will be encouraged.
Self-disclosure and trust: are Iwo halves of a whole. The more open you are with
people, the more trust you build up. The more trust you have in a relationship, the
safer you feel to disclose who you are. Self disclosure is also part of good
communication and eliminates unnecessary guessing games. The more managers is
employees know what they are expected of. The more employees will work hard to
achieve those tasks hence yielding good performance.
12
Conflicting resolution: conflicts always happen in our daily lives, our home, work
settings, therefore while dealing with others, fellow employees. Therefore as a
manager, it is important to have skills of how to deal with conflict strategies of solving
conflict like avoidance, collaboration, compromising must be at our finger tips so that
make people relate well with each other at work place, (Reece 1999).
Effects of employee relations
Through employee relations, managers are in position to handle diversity at work place
that is, people from different regions, tribes, countries to enable them communicate
with one another to even accomplish tasks assigned to them (Reece, 2002).Team work
is easily achieved through employee relation. This is due to the fact that always people
to cooperate and work together, is a result of relating well with one another, then a
bondage comes in between them to work together and accomplish set goals hence
good performance (Hellriegel, 2002).
It improves performance of workers in the organization. This is so because if managers
and employees communicate well, it makes .. it easier to implement activities in the
organization because members were in position to work hand in hand for one noble
cause hence yields good performance. (Komunda, 2006). Having good employee
relations, lessen conflicts and misunderstanding among employees and the organization
at large. (Cook, 2001)
This was so because if people are getting along together, interact, though conflicts
come in, it was sealed amicably. The Harvard Bureau of "vocational guidance" (US)
reported that 66% of people fired from their jobs were not getting along with others,
while 34% fired because they lack technical skills and knowledge (Dalton, 2000).
Efficiency and effectiveness among employer~ can be maintained through having good
employee relations. People who are not interacting or relating well at work always delay
to meet deadlines for example one might need direction and guidance from the
13
supervisor or fellow employees but since there is no good relations the persons ends up
making a mistake (Subba Rao, 2001).
Relationship between employee relations and staff performance
Employee relations involve the body of work concerned with maintaining an employer
employee relationship that contribute to satisfactory productivity, motivation and morale
and which aims at enhancing employee performance. Essentially employee relations is
concerned with preventing and resolving problems at work place at the end this brings
about industrial harmony which enhances employee relations and performance (Gomez
2001).
Performance is formally quantity and quality of tasks being accomplished as assigned to
employees. When in an organization this is no employee manager relation amongst
employees themselves, this implies that there will be a breakdown in communication;
people will not be motivated to work hence affecting the output or performance of
employees in the organization. So it is important for an organization to maintain the
culture of good employee relations to enhance performance among workers (Kieima,
2000). In many organizations numeric rankings are used to compare an employee's
performance with the performance of other employees. Numeric ratings are frequent
components of these systems, too. No matter how fair and non-discriminatory, these
ratings are made to appear through endless establishment of criteria for rating, they
basically boil down to the supervisor's opinion of an employee's performance. This is
why I don't particularly support numeric components in a employee performance
evaluation process.
The employee performance evaluation provides evidence of non-discriminatory
promotion, pay, and recognition processes. This is an important consideration in
training supervisors to perform consistent, regular, non-discriminatory employee
performance evaluations. The documentation of success and failure to achieve goals is
a critical component of the employee perforll!ance evaluation process. While employee
performance evaluation systems take many forms from organization to organization,
14
these are the components likely to be included. Some are more effective than others.
But the goals for the employee performarJce evaluation system, or the appraisal
process, or the performance management process are similar. The differences appear in
the approach and the details. And, that can make all the difference in how the system is
perceived by and carried out by employees.
15
CHAPTER THREE
METHODOLOGY
Introduction
This chapter presents the methods and techniques of data collection and analysis that
will be used. It includes the study area, research design, sampling design, study
population, sample size, data collection instruments, research procedure, and data
analysis and presentation and research limitations.
Research Design
The researcher employed descriptive survey design, specifically descriptive correlation
and descriptive comparative strategies. This means that the researcher used both
qualitative and quantitative methods. In the quantitative the researcher applied the
quantitative and statistical application to bring up the problem while in qualitative the
researcher explained the result to come out clearly.
Study Population
The study was conducted at Jobenta Medical Centre, Kampala, Uganda and the
population comprised of 100 employees from different departments in the organization.
Sample size
Out of the total population of 100 employ~es of Jobenta Medical Centre Kampala,
Uganda a sample of 80 respondents were selected from which information was got. The
sample size was determined by using the Slovene's formula; which states as follow:
N n = ---
1 +N(aY
Where n is the sample size, N stands for population and a2 is 0.05 levels or significance.
16
Sampling Design
The researcher used stratified sampling technique in which the sample population was
divided into different strata (sub-population) such that the elements in each sub
population are of the same composition. Samples were then selected independently on
their will to participate in the exercise.
Data Collection Instruments
Interview
The researcher carried out oral interviews to gather more detailed first hand
information. This was done by interviewing the sampled population especially those
who are experienced familiar with the research problem.
Questionnaire
There was systematic designed questionnaires which were closed ended questions
printed on the piece of paper to be answered by the participants. So printed
questionnaires were given out to the selected respondents who could understand the
questions clearly and able to answer them and after to be retrieved for the analysis.
Validity and reliability of the instrument
To ensure the validity and reliability of the instrument, the research employed the
expert judgment method. After constructing an interview guide and questionnaire, the
researcher contacted experts in the study area to go through it (questions) to ensure
that they measure/ suit the intended study. Thereafter, necessary judgments were
made after consultation and this ensured that the instruments are clear, relevant,
specific and logical arranged/ conducted.
17
Research Procedure
The researcher got the introductory letter from the department which was presented to
the relevant authorities in order to grant her permission to administer the instruments
or tools for data collection. The researcher introduced herself to the participants and
briefly told them about the purpose and objectives of the study. At the same time, the
researcher prepared the research assistants whom to go with the work and period of
the work and advice them to keep confidentiality while carrying out this work. The
completed questionnaires were cross checked to find out whether all the questions
were answered. The researcher appreciated the respondents and research assistants
for their generous participation and continued with the second phase.
Data Analysis
Collected data was edited, coded, categorized and analyzed using spread sheet, which
generated frequency tables and percentages on the first two objectives. SPSS was used
to analyze the relationship between the independent and the dependent variable.
Research Limitation
The anticipated threats to the validity in the study were as follows;
1. Extraneous variables: some respondents have got personal biases and honesty is
a very big threat. To minimize this threat, the researcher requested respondents to
avoid being subjective while answering the questions.
2. Testing: there was likelihood of research assistants being inconsistence in terms of
the day and time of questionnaire administration. There was a thorough briefing and
orienting the research assistants in order to address this threat
3. Instrumentation: the data collection instrument was not standardized and this
problem was solved through testing it for validity and reliability.
18
4. Attrition: there was likelihood of sonie respondents not returning back the
questionnaires and this affected the researcher in meeting the minimum sample size.
To solve this threat, the researcher gave quit more questionnaires exceeding the
minimum sample size.
19
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION
4.0 Introduction
This chapter basically focused on the presentation, analysis and interpretation of data
related to the research problem in Jobenta Medical Care, Kampala Uganda and data
was analyzed in line with the research objectives.
4.1 Background characteristics of respondents
This was divided into four categories that is; age, sex/gender, marital status, and
education level.
Table 1: Classification of respondents according to age
Age bracket Frequency Percentage
18-22 3 5
23-27 3 5
27-37 24 40
37-47 29 35
47-60 9 15
Total 60 100
Source: Field Data
The above table indicates that the greatest percentage of age differences is 40% that is
employees range from 27-37 years of age. The least percentage of age difference was
5% that is 18-22 years of age, because this category came in as interns and not yet
experienced therefore the organization is strict on recruiting such levels.
20
Table 2: Classification of respondents according to sex or gender
Sex/gender Frequency Percentage
Male 21 35
Female 39 .. 65
Total 60 100
Source: Field Data
Findings from the table above indicates that most respondents were female with a
percentage of 65% compared to male with 35% the reason for female dominance at
work in this organization is that the organization offers palliative medical care,
counseling and it is always believed that most women are sympathetic in nature they
can handle such services and deliver to the people very well.
Table 3: Classification of respondents according to marital status
Marital status Frequency Percentage
Single 24 40
Married 36 60
Total 60 100
Source: Field Data
Findings indicate that marital status of those who are single is at 40%. Those who are
married at 60% because the organization recommends married people to work with
them.
Table 4: Classification of respondents accordi11g to education level
Education level Frequency Percentage
Certificate 9 15
Diploma 15 25
Degree 24 40
Masters 12 20
21
j Total
Source: held Data
The above table indicates that the biggest percentage of respondents possessed
degrees at 40%, diploma holders at 25%, master holders at 20% this implies that most
employees possessed necessary skills to perform at work. The least percentage was at
15% and these were certificate holders.
4.2 Objective one, Factors that enhance employee relations
Table 5: Showing the factors that enhance employee relations
Response Frequency Percentage
Good communication skills 48 80
Positive attitudes towards 6 10
others
Rewards and motivation 6 10
Total 60 100
Source: Field Data
Findings indicate that 80% supported the view that when good communication skills
exist in the organization, it motivates members to associate or relate with one another,
because communication is a key aspect to every organization that wants to prosper.
Communication is the heart and soul of employees relations because it is a means
through which we grow and develop persons.
Dickeman author of "human connections" if we are going to do anything constructive
and help one another, should be through communication because it is a connection
through which people relate and work together to achieve performance (Reece 1999).
10% of the respondents reacted and supported the view that what drives some one to
relate with others is the attitude you have towards them. Added that is an employee
22
has a positive attitude towards his manager or fellow employee, the easier work
relations can form hence leading to employee relations.
Reece (1999) also asserts that the foundation to successful interactions with others, is
the relationship between the degree you like and accept your self and the degree to
which you genuinely like and accept others because from this element a positive
attitude will form enabling you to associate with others.
10% stressed out that relations at work cannot move on well when some one is not
rewarded and motivated for the work done; respondents emphasized that rewarded
employees work with ease, calmness not worrying so much which enhances employee
relations.
Table 6: if employees are paid well, does it promote employee relations at
work place?
Education level Frequency Percentage
Yes 3 5
No 57 95
Total 60 100
Source: A"eld Data
Findings indicate that 5% agreed that if they are paid well, that is they earn their salary
every month, life is smooth for them they can interact with others without any stress
hindering them. One respondent had this to say that "man eateth were he worketh"
implying that work relations are possible to such an individual if he or she is rewarded
for the work accomplished and this makes him therefore relate with others well at work
settings without hindrance.
95% disagreed with this view pointing out that even though paying employees is so
essential in enhancing employee relations, there are other important factors that really
need to be put into consideration. This category of respondents stressed that trust
23
should be put into consideration in order to ·relate well with one another because its
absence will lead to bias among individuals.
Jackson Brown Hr, author of lives and pass to on says, trust is the single most
important factor in both personal and professional relationships (Reece 1999). This
category emphasized that not only being rewarded or paid well enhances work relations
but the concept of team work is also so paramount in making individuals relate with
one another hence employee relations. According to Komunda (2006) asserts that
working in teams makes individuals relate with one another for one noble target which
at the end improves employee relations and employee performance in the organization.
Table 7: What are the effects of employe·e relations in your organization?
Responses Frequency Percentage
Good performance work 54 90
effectiveness f-Industrial harmony 6 10
Total 60 100
Source: Field Data
Findings indicate that 90% of the respondents supported the idea that good
performance and work effectiveness comes as a result of relating with others well. This
is because whenever you interact well with one another in work setting, better
communication and team work is achieved and all this is geared towards achieving
employee performance and general effectiveness of the entire organization. Good
performance and work effectiveness among employers is maintained through having
employee relations. People who do not interact well at workplace delay to meet
deadline but those who do so, work effectively and even improve their performance
(Subba Rao 2001).
10% of the respondents asserted that employee relations lead to industrial harmony
which most organizations consider important. Respondents argued that even though
24
members work in teams, improve on interactions, all this is geared towards achieving
industrial harmony and it is so instrumental in enhancing employee performance.
According to Cook (2001), stressed that when good employee relations are in place,
this lessens conflicts, misunderstandings hence leading to industrial harmony.
Table 8: What kind of reactions do you get from your superiors as a result of
relating with them at work place?
Response Frequency Percentage
Good and fair 39 65
Rough and harsh 21 35
Total 60 100
Source: Field Data
Findings indicate that 65% of the respondents supported the view that whenever they
interact or relate with their superiors the reactions are fair and good which encourages
employees and superiors to work hand in hand in order to achieve employee
performance.
Those who supported the view that whenever they relate with their superiors,
experience harsh and rough reactions are 35%. They gave reasons that some
managers or superiors command for respect and honor, respondents further added
some managers are harsh because they want to put employees on tension as away of
influencing them to accomplish tasks being assigned yet this brings a negative effect on
how employees can relate with their superiors and at the end it affects employees
performance. The Harvard Bureau of Vocational Guidance US reported that 66% of
people from their jobs were not relating well with others yet employee relations is
totally necessary for every organization to enhance performance (Dalton 2000).
25
Table 9: Do you agree that there is a relationship between employee
relations and staff performance?
Response Frequency Percentage
Yes 51 .. .. 85
No 9 15
Total 60 100
Source: Field Data
The table above indicates that 85% agreed that there is a relationship between
employee relations and staff performance. They argued that no work can be done or
accomplished well when you do not relate well with your workmate or manager. They
emphasized that staff performance is achieved when workers relate with each other
well and that is why members work among teams. According to Hellriegal (2002), he
asserted that team work is easily achieved t~rough employee relations which enhance
staff performance.
Respondents at 15% disagreed saying that there is no relationship between employee
relations and employee performance saying that it depends on individual desire and
deal to hard without need to relate much with your workmates in order to achieve
performance at work place.
Table 10: Is it relevant for employees to relate with their superiors in order
to realize staff performance?
Response Frequency Percentage
Yes 40 75
No 3 5
Some times 12 20
Total 60 100
Source: Field Data
26
The table above elaborates that 75% of the respondents agreed with the idea that it is
indeed relevant for employees to relate with their superiors in order to achieve staff
performance. Respondents said that whenever they interact well with their superiors, it
is easier for them to get direction and guidance given to them and use it to accomplish
their tasks well this implies that employees follow the rules and guidelines given to
them to improve on their performance. Employee-employer relations allows employees
and their superiors to openly discuss issues that affect them at their work settings and
such issues like unexplained policies, grievances and all this is geared towards
improving employee relations and staff performance (Gomez 2002).
On the other hand 5% of the respondents disagreed stressing that sometimes when
you frequently relate with your superiors you get used to them and end up not talking
work serious which affects employees performance. 20% of the respondents said that
sometimes it is relevant to relate with your superiors in order to achieve staff
performance. They emphasized that when you totally do not relate with your superior,
there is room for making a mistake because it will be the superior to guide you here
and there to achieve your goals, interactions hindered therefore it is necessary
sometimes to relate with superiors to achieve employee relations and staff
performance.
Table 11: Does employee relations directly lead to employee performance?
Response Frequency Percentage
Yes 15 25
No 45 75
Total 60 100 '--
Source: field data
From the table above, it indicates that 25% agreed that employee relations can directly
lead to employee performance. Respondents asserted that when employee relations
prevail, it is an indication of staff performance. They emphasized that when you
cooperate with others at work, tasks are easily accomplished, create harmony which
27
promotes staff performance. According to Thomas (2003) asserts that, when employees
relate well amongst themselves, it promotes effective team work, communication, and
knowledge sharing which all this directly leads to staff performance.
Respondents who disagreed saying that employee relations cannot directly lead to staff
performance were 75%. They expressed views that mere relating with one another
cannot save the w11ole situation, added that there are employees who just need to be
paid well, increase their fringe benefits in order for them to increase their performance.
Reece (1999) asse1ted that people should have self acceptance, the degree to which
you like and accept yourself. In work settings people with positive concepts about
themselves tend to cope up better with change, accepts responsibility more readily and
tolerate difference, therefore this drives them to achieve employee performance
compared to exercising relations with each other and no results are seen.
28
CHAPTER FIVE
DISCUSSIONS, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
This chapter presents the discussion of the major findings, conclusion and
recommendations related to the employee relations on staff performance in Jobenta
Medical Centre, Kampala Uganda.
5.1 Discussions
A lot of issues were discovered during the study of employee relations on staff
performance at the Medical Centre. The researcher was guided by the objectives of the
study which gave a picture of the study and the findings.
Basic factors that enhance employee relations in Jobenta Medical Centre
Majority (80%) of the respondents said that for them with others well, there should be
good communication skills added on saying that good communication is the heart beat
of every organization and if good communication skills are portrayed this enhances
employee relations hence staff performance.
Others (10%) were of views that for all people to relate with one another, in the first
instance you need to bear a clear positive attitude towards those individual then
relations begin which promotes people to work together hence performance. Reece
(1999) asserts that the foundation to successful interaction with others is the
relationship between low you like, accept yourself in relationship to others.
Also 10% reacted and suggested that for them they need if paid well or rewarded for
work done? you work with ease, calmness and you are in position to interact with
others with out any stress.
29
If employees are paid well, does it promote employee relations at work
place?
Findings snow that 5% said that if they are rewarded well, in terms of salary, or wages,
it makes their life easier t work, accomplish tasks without worry, no stress and that this
makes them freely relate with one another with an open mind hence promoting work
efficiency.
95% emphasized that although it is important to be rewarded or paid for the work done
and that is obvious because "mart eateth where he worketh" but they said that there
are other important factors that drives some one to relate with each other, talked of
trust that this is basic, when you do not trust some one you cannot relate with them
well, Jackson Brown Jr. author of "live and pass it on says of trust is the most important
factors in both personal and
professional relationship (Reece, 1999)
They also emphasized team work is also paramount besides rewarding people only.
According to Komunda (200b; asserts that working in teams makes individuals relate
with one another for one noble target which at the end enhances employee relations
and staff performance. Therefore this category looked beyond rewarding employee as
the only way of enhancing employee relations and staff performance.
Effects of employee relations on staff performance
What are the effects of employee relations in your organization?
Finds indicate 90% said that employee relations lead to good performance and
effectiveness at work place which enhances staff performance. 10% were of a view that
employee relations promotes industrial harmony and it is a big benefit to all work
settings, people relate with one another because they want to achieve continuous
harmony which at the end fosters staff performance.
30
What kind reactions do you get as result of relating with your superiors at
work place?
Findings indicate that 65%) suggested that when they relate with their superiors, they
receive good and fair reactions because superiors realize that by employees doing this
they need support and encouragement in order to help them perform better. 35%)
were of a view that their superiors are rough and harsh -to them because superiors
demand a lot of respect from employees, some managers are over principled which all
this hinders staff performance in one way or the other. The Harvard Bureau of
"vocational guidance" US reported that 66% of people fired from their jobs were not
relating well with others yet employee relations is totally geared towards improving staff
performance (Dalton, 2000).
Relationship between employee relation~ and staff performance
Do you agree that there is a relationship between employee relations and
staff performance?
Findings indicate that (85%) agreed that there is a relationship between employee
relations and staff performance. Respondents emphasized that always people to people
work together, cooperate and achieve staff performance, the clement of work relations
must be put first. Employees practice relations with each other because they want to
work hand in hand in order lo achieve performance. On the other hand therefore when
employees perform well, management goals arc accomplished and this enhances
communication between management and employees implying that there is a
relationship between employee relations and .employee performance. Hiellrlegel (2000)
asserts that employee relations promote team work hence which leads to employee
relations.
15% disagreed that. there is no relationship between employee relations and staff
performance saying that although you relate well at work, some individuals need to
develop a personal zea l which will internally drive them to be serious with their work
31
emphasizing that not everyone who relates well at work priorities hut it depends on
individual seriousness to accomplish tasks.
Is it relevant for employees to relate with their superiors in order to realize
staff performance?
75% agreed that it is relevant for employees to relate with their superiors for better
performance. This is so because it is easier . to get guidance, directions and efficient
supervision which enhance staff performance. 5% disagreed that sometimes employees
try to relate with their superiors, but their superiors arc rude and over principled and
that again when you over associate with superiors, you get used to them which might
either affect or improve your performance.
20% respondents said that "sometimes" it is relevant to relate with your superior to
achieve staff performance. They emphasized that when you totally do not relate with
your superiors, there is room for making mistakes because superiors have to correct
you now and then. Therefore, (hey emphasized that creating relationship between
employees and superiors is paramount in promoting staff performance.
Does employee relation directly lead to staff performance?
25% respondents agreed that whether rain or sunshine, as long as employee relations
prevails, there are automatic chances of improving and enhancing staff performance
because employee relation promotes effective communication, trust and all this is
geared towards performance.
Findings indicates that 75% disagreed that it is not automatic that employees relations
enhance staff performance. they said that there arc employees who
need to be well paid, increase their fringe benefits in order for them to perform well
with out any stress. Reece (1999) asserts that some individuals only need self
acceptance and believe in themselves, see others and situations positively which helps
them improves their performance at work.
32
Conclusion
Employee relations refer to the effective way of how workers interact with one another
at workplace and this involves employees interacting with fellow employees, managers
interacting with their employees plus the outside environment at large (Dalton, 2000).
Therefore employee relations covers all types of interaction among people, their
conflicts, corporative efforts and group relations and this is geared towards in
enhancing staff performance (Reece, 2002)
Findings Shows that employee relations plays a big role to enhancing New-life medical
care-(Uganda) staff performance and that you can not separate employee relations
from staff performance. Employee relations contribute to the general performance of
new-life medical care -Uganda as an organization which fosters development in this
particular organization. The more employees, employers interact with each other, this
fosters a continuing industrial harmony which leads to organizational growth of new-life
medical care-Uganda.
Employee relations make directing more easily done because it brings about a bondage
that makes employees and their superiors to work together. Employee relations offers
new-life medical care endless advantages like; helps in coordination of activities
because of team work, it increases employee motivation, increases team work,
productivity, helps in reducing conflicts, enables members to share knowledge and
many others. Therefore all this is geared towards improving employee relations and
staff performance.
On the other side we can not deny the fact there are no challenges to employee
relations. There are some hindrances and problems the researcher has been in position
to identify: Self interest affects employee relations in a way that some members do not
want to share information and knowledge with others which becomes a problem to the
entire process of employee relations.
33
Insufficient resources in the organization. This hinders employee relations in the way
that members start scrambling for resources hence bringing grievances among
employees which hinders employee relations.
Absence of team work among in the organization. This on the other hand makes
employees not to have employee relations yet team work is the basis of employee
relations. Unrealistic policies that confuses employees also is a problem to employee
relations, this is because members do not know exactly what these policies mean and
there will be room of contradiction between employees and their superiors hence
effecting employee relations.
Unfair distribution rewards in the organization hinders employee relations because it
means that there is unfairness and when ever this happens, it means that employees
will conflict with management hence hindering employee relations to take place.
Racial discrimination at work place is a problem to employee relations, this is because
when members are segregated according to race there are higher' chances of employee
relations to fail because others are favoured more therefore conflicts start, disrespect
for each other hence hindering employee relations.
RECOMMENDATIONS
On the basis 01' findings and conclusions of the study, the researcher has various
recommendations and measures that may be useful to employees of
Jobenta medical care-Uganda and even other firms in improving employee relations and
staff performance. The are as follows:
The management of new life medical care- Uganda should embark on involving
employees to work as a team this will help them start interacting with each other.
34 .
Policies, rules and guidelines should be clearly explained in order to avoid
misunderstanding and quarrels. Therefore when these policies are well explained
employees will understand them well with out conflicting.
There is need for training or introducing training programs in that employees who are
not well informed can change their behaviours and improve on interaction skills and
even gain more skills hence enhancing staff performance.
Management should provide sufficient resources to employees this will make them stop
struggling for the little resources which might cause conflicts among members.
Therefore when resources are available members can cooperate and work together
hence employee relations.
Employer of Jobenta medical care - Uganda should avoid racial segregation among
employees because this is the basis of enmity, hatred rind ii hinders employee relations
and staff performance.
There should be fair distribution of rewards among employees, this will help members
to get motivated in what ever they do and be satisfied as far as their work is concern.
Basing on this fact therefore members will be in position to accomplish their tasks well
hence leading to employee relations and staff performance.
Areas for further studies:
The researcher recommends that future researchers need to conduct studies on
employee relation and staff retention in Jobenta medical care Uganda, and similar
studies need to be conducted in other medical related companies to guarantee the
findings of this study.
35
References
Armstrong, M. (2006), Human resource management, 10th edition Cambridge
University, Great Britain.
Bohlander (2001) Managing Human Resource, 1ih edition, Ohio, South Western
College Pu~lishers
Cook C. W (2001) Management and organizational behavior, New York. McGraw
Hill Company
Dalton et al (2000) South western human relations, 2nd Ed. Ohio, Educational
Publish Cincinnati
Dessler G. (2000) Human Resource Management, 2nd edition New Delhi, Prentice
Hall
Duening, T. N. (2003) Managing organizations, Ohio, Atomic Dog Publishing
Cincinnati
Gomezi-Meija (2001) Managing human resources, New Jersey Prentice Hall
Gomezi-Meija (2002 Management, New Jersey, McGraw-Hill
Greenburg, G. 2000) Understanding and managing the human side of work, ih
edition, New Jersey, Prentice Hall.
Harris M. (2000) Human resource management, 2nd edition Florida Harcourt Brace
and Company
Hellriegel (2002) Management, gth edition, Ohio, A South Western Division of
Thompson
Kleima, L S (2000) Human Resource Management, New York College Publishing
36
APPENDIX A: QUESTIONNAIRE
The researcher is conducting a survey on the impact of employee relations on staff
performance. I am a student of Kampala International University pursuing a Bachelors
Degree of Human Resource Management. The research will be vital to the fulfillment of
the researcher's academic requirements. Kindly you are requested to answer the
following questions and your response will be treated as a confidential matter.
Personal information
Please tick where necessary
1. Department.
Accounting Administration, HRM 1 Health '----------'
2. Marital status
Married Single
3. Sex
Male Female ·I
4. Level of education
Certificate Diploma, Degree Masters
5. Age
18-22 23-27 33-37 .__I _ _,138 and above
37
Part B
1. Do you agree that there is a relationship between employee relations and staff
performance?
Yes No
2. Is it relevant for employees to relate with their superiors in order to realize staff
performance?
Yes No
3. Do employee relations directly lead to staff performances?
Yes No
4. What percentage do you think employee relations contribute to organizational
productivity?
40% 60% 80%
5. What are the effects of employee relations in your organization?
Good performance Work effectiveness ._I _ __. Harmony ._I _ _.
6. What kind of reactions do you get from· your superiors as a result of relating with
them at work?
Rough Harsh Good Fair
7. From the following factors which one do you recommend to be key in enhancing
employee relations among employees?
Trust Social Motivation '----'1 Friendly
38
8. What do you consider basic factors that enhance employee relations at your
work place?
9. Most people say "we should interact with everyone/1 does it apply to all work
setting? If yes, why?
10. If employees are paid well, dose it promote employee relations at their
workplace?
Yes No
11. What do you consider to be the most hindrance to employee relations in
organizations today?
Poor leadership style Lack of conflict resolution procedure
Poor motivation
12. In case you are in a managerial position of any organization, how often would
you love to see employees associate with one another?
Always during meetings only
When a problem arises
39
APPENDIX B: TIME TABLE
DURATION [MONTH
..
ACTIVITIES FEB MARCH 2014 APRIL MAY JUNE 2014 2014 2014 2014
A Pilot study
Study analysis
. , .
Proposal ' . design
.
Proposal development
Submission . . of proposal
. i.
for approval ~ . ., , .
,.
Final report I•
writing and submission .-
-
40
APPENDIX C: BUDGET
Items Quantity [qty] Unit cost Amount
Stationary
Ream of ruled papers 2 8000/= 16000/=
Pens 5 300/= 1500/=
Pencils 3 100/= 300/=
Note books 2 1500/= 3000/=
Transport LUMP SUM LUMP SUM 120000/=
Preparing/interview guide 30,000/=
Printing and binding 3 copies 50,000 150,000/=
Air time 10,000/=
Motivation and refreshments 40,000/=
Miscellaneous 30,000/=
TOTAL 400,800/=
41
(IU KAMPALA INTERNATIONAL UNIVERSITY
Ggaba Road, Kansanga• PO BOX 20000 Kampala, Uganda Tel: +256 0758934492,256 0772868233 Fax: +256 (0) 41 - 501 974 E-mail: [email protected], • Website: http://www.kiu.ac.ug
COLLEGE OF ECONOMICS AND MANAGEMENT DEPARTMENT OF HUMAN RESOURCES AND SUPPLY
MANAGEMENT
Dear Sir/Madam,
RE: INTRODUCTORY lETTER FOR AKUR DEBORAH. REG NO. BHR/36639/113/DF
This is to introduce to you the above named student, who is a bonafide student of Kampala International University pursuing a Bachelor's Degree in Human Resource Management Third year Second semester.
The purpose of this letter is to request you to avail her with all the necessary assistance reoardinq her research.
~ -Topic:- EMPlOYEE RElATIONS AND STAFF PERFORMANCE.
CASE STUDY: JOBENTA MEDICAL CARE, KAMPALA UGANDA.
Any information shared with her from your organization shall be treated with utmost confidentiality.
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