Employee Satisfaction-leadersip Suppot +Culture-Ngepos

8/2/2019 Employee Satisfaction-leadersip Suppot +Culture-Ngepos

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SECTION C: LEADERSHIP SUPPORT

SUPERVISOR RESPONSIVE

Responses Frequency Percent

Strongly Agree 81 25

Agree 171 52

Not Sure 38 12

Disagree 14 4

Strongly Disagree 13 4

Total 317 97

Not Stated 10 3

Total 327 100

A majority of the respondents felt that NSSA`s leadership support adequately addresses the

requirements of the tactical plans. The Table above (Tab.) shows that fifty two percent (52%) of

the respondents agreed or strongly agreed with the proposition.

REGION BY SUPERVISOR RESPONSIVENESS

SUPERVISOR RESPONSIVE

TotalStrongly Agree Agree Not Sure Disagree Strongly Disagree

region Harare 5 17 1 1 2 26

Bulawayo 17 42 16 5 2 82

Gweru 8 14 6 0 1 29

Masvingo 7 18 1 0 0 26

Mutare 4 16 3 2 0 25

Chinhoyi 10 12 4 0 4 30

Rehab 7 15 2 4 0 28

Head Office 16 26 2 2 3 49

Total 74 160 35 14 12 295

Percent 25 54 12 5 4 100


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Based on what is called an overall index on corporate performance, which is a combination of

ratings by supervisors on various factors affecting employee service delivery and quality of

service, the table above (Table) shows that fifty four(54%) and twenty five percent(25%) agreed

or strongly agreed that there is supervisors are responsive to employees.

MANAGEMENT CONCERN



Agree 150 46

Not Sure 68 21

Disagree 28 9


Total 320 98

Not Stated 7 2

Total 327 100

As shown in table above (Table), the number of respondents who either agreed or strongly

agreed with the assertion that management is concerned about its employees was sixty percent

(60%) compared to thirty nine percent (39%) who felt otherwise.

PERIOD AT NSSA BY EMPLOYEE PERCEPTION ON MANAGEMENT CONCERN

Length of servicePERCEPTION ON MANAGEMENT CONCERN



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SUPERVISOR MOTIVATIONAL



Agree 138 43

Not Sure 52 16

Disagree 25 8


Total 307 94

Not Stated 20 6

Total 327 100

The table above (Table) shows that sixty seven percent (67%) of respondents agree or strongly

agree that supervisors are motivational. A very small percentage (5%) of respondents strongly

disagreed.

MANAGEMENT COMMUNICATION



Agree 100 31

Not Sure 89 27

Disagree 51 16


Total 315 96

Not Stated 12 4

Total 327 100

Forty one percent (41%) of the respondents agreed or strongly agreed that there is no fluid

communication between employees and management and fifty nine percent(59%) stated

otherwise.


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REGION BY MANAGEMENT CONCERN

MANAGEMENT CONCERN



Bulawayo 11 45 21 4 3 84

Gweru 5 16 3 2 3 29

Masvingo 5 13 6 2 0 26

Mutare 5 16 3 0 1 25

Chinhoyi 3 8 9 1 10 31

Rehab 6 13 6 2 0 27Head Office 6 23 9 7 4 49

Total 43 142 64 23 26 298

Percent 14 48 21 8 9 100

As shown in above table (Table), sixty two (62%) percent of respondents at the regions and head

office agree that employee perception has an impact on management concern

REGION BY SUPERVISOR MOTIVATIONAL

SUPERVISOR MOTIVATIONAL



Bulawayo 17 33 19 8 3 80

Gweru 8 7 7 3 1 26

Masvingo 9 11 3 2 0 25

Mutare 3 15 4 2 0 24

Chinhoyi 7 15 3 2 4 31

Rehab 5 13 2 4 2 26

Head Office 15 19 8 3 3 48

Total 70 127 49 25 14 285

Percent 25 45 17 9 5


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Out of 285 respondents 70 and 127 strongly agreed and agreed that supervisors are motivational

at regional and head office levels. Fourteen (14) of the respondents strongly disagreed that

supervisors were motivational.

REGION * MANAGEMENT COMMUNICATION

MANAGEMENT COMMUNICATION



Bulawayo 8 30 25 14 5 82

Gweru 4 11 6 5 3 29

Masvingo 2 14 5 5 0 26

Mutare 1 7 9 4 3 24

Chinhoyi 2 4 7 2 13 28

Rehab 5 10 7 5 1 28

Head Office 6 13 15 9 7 50

Total 30 97 81 46 39 293

Percent 10 33 28 16 13 100

As shown in the table above (Table.), the number of respondents who either agreed or strongly

agreed with the assertion that communication at the regions and head office betweenmanagement and employees existed in NSSA was forty two percent (43%) compared to forty

one percent (57%) who felt otherwise. This almost even split in perceptions concerning

communication suggests either a lack of understanding or no logical communication networks.

LEADERSHIP POSITION ELSEWHERE


Yes 126 39

No 152 47

Total 278 85

Not Stated 49 15

Total 327 100

Thirty nine (39%) of the respondents indicated that they had leadership positions elsewhere and

61 % otherwise.


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SECTION D: CULTURE

It was important to assess the perceptions of respondents to the organisational culture to achieve

full effectiveness, the vision and mission statements of an organisation must be assimilated into

the organisations culture. In the study, a marginally higher number of respondents felt that the

organisational culture in Harare Region was conducive to the achievement of organisational

objectives.

As illustrated in the table below (Table), the number of respondents who either agreed or

strongly agreed with the assertion that NSSA had goals and values was eighty five percent

(85%) compared to twelve percent (12%) who felt otherwise. The perceptions concerning

organisational cultural goals and values suggests an understanding of what is meant by

organisational culture or a genuine ambivalence as regards the effect of organisational culture on

the achievement of organisational objectives.

GOALS VALUES



Agree 157 48

Not Sure 32 10

Disagree 3 1


Total 314 96

Not Stated 13 4

Total 327 100.0


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GRADE LEVELS by GOALS and VALUES

Count

Grade levels goalsvaluesTotalStrongly Agree Agree Not Sure Disagree Strongly Disagree

< 4 15 24 5 0 0

4 - 8 18 30 11 0 1

9 - 13 54 77 6 2 0 1

14 - 18 1 2 0 0 0

Executive 1 1 0 0 0

Total 89 134 22 2 1 2

A majority of the respondents in grades 9-13 felt that NSSA organisational structure adequately

addresses the requirements of goals and values. The table above (Table) shows that seventy

seven (77) and fifty four (54) of the respondents agreed or strongly agreed the organization has

goals values. In the findings two (2) in executive and three (3) management grades 14-18 agreed

or strongly agreed that there are organizational goals and values in NSSA.

WELL SOCIALISED


Strongly Agree 9 3

Agree 26 8

Not Sure 15 5

Disagree 4 1

Total 54 17

Not stated 273 84

Total 327 100

Table XXX above shows that 11% of the respondents agree or strongly agree that employees are

well socialised and 84% were not stated. This could be a result of lack of understanding of the

questionnaire.


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VALUES EMPHASIZED


Strongly Agree 8 2

Agree 25 8

Not Sure 15 5

Disagree 4 1

Total 52 16

Not Stated 275 84

Total 327 100

Table above shows that 10 percent of the respondents agree or strongly agree that values in

NSSA are well emphasized and 85% felt otherwise.

EMPLOYEE COMMITMENT



Agree 107 33

Not Sure 64 20

Disagree 12 4


Total 264 81

Not Stated 63 19

Total 327 100

Twenty percent (%) of the respondents strongly agree with the commitment to

their work assertion that there employee commitment to work followed bytwenty one percent (21%) who agree. Twenty seven percent felt otherwise


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CULTURE POSITIVE


Strongly Agree 27 8

Agree 103 32

Not Sure 85 26

Disagree 24 7


Total 261 80

Not Stated 66 20

Total 327 100

Forty percent of the respondents agree or strongly agree that there are positive cultural relations

in NSSA and forty percent felt other .This split is an indicator that there is need for greater and

improved positive change management in NSSA.

TEAMWORK



Agree 138 42Not Sure 81 25

Disagree 42 13


Total 317 97

Not Stated 10 3

Total 327 100

Out of the 327 respondents 53% agree and strongly agree that there is teamwork in NSSA and

44% felt otherwise. teamwork amoung nssa employees is culturally driven.


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ORGANISATIONAL PRIDE



Agree 132 40

Not Sure 55 17

Disagree 13 4


Total 319 98

Not Stated 8 2

Total 327 100

Table XXX above shows that there exist among NSSA employees organisational pride they

really feel satisfied being NSSA employees.

region * goalsvalues Crosstabulation

Count

goalsvalues



Bulawayo 41 35 6 0 0 82

Gweru 7 18 2 1 1 29

Masvingo 10 14 1 0 0 25

Mutare 3 20 1 1 0 25

Chinhoyi 13 14 3 0 0 30

Rehab 6 12 7 1 0 26

Head Office 23 21 5 0 0 49

Total 111 148 29 3 1 292

Percent 38 51 10 1 0

As shown in table above (Tablexxx) 89 % of the respondents agree and strongly

agree that NSSA has set regional goals and values while 11 % felt otherwise.


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REGION BY CONTINUE WORKING FOR NSSA PERCEPTION

CONTINUE WORKING FOR NSSA



Bulawayo 47 32 2 2 0 83

Gweru 11 17 2 0 0 30

Masvingo 10 12 3 0 0 25

Mutare 7 18 1 0 0 26

Chinhoyi 6 12 6 4 2 30

Rehab 12 12 1 1 1 27

Head Office 20 20 7 1 2 50

Total 122 136 27 8 5 298

Percent 41 46 9 3 2 100

The study shows that 87 % of the respondents would like to continue working for the

organisation while 14% felt otherwise.

REGION BY EMPLOYEE COMMITMENT

EMPLOYEE COMMITMENT



Bulawayo 24 31 24 2 2 83

Gweru 1 0 1 0 0 2

Masvingo 9 12 4 0 0 25

Mutare 0 1 0 0 0 1

Chinhoyi 8 13 5 2 2 30

Rehab 8 11 6 1 1 27

Head Office 11 17 10 5 5 48

Total 67 100 55 10 11 243

Percent 28 41 23 4 5 100


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Another key organisational factor that was assessed was employee commitment. Employee

commitment is an important aspect in any work environment because it allows employees to

develop positive attitudes towards work. Commitment in itself helps management in viewing

employees level and quality of performance.

REGION BY POSITIVE CULTURE

culturepos



Bulawayo 11 38 24 6 3 82

Gweru 0 0 0 0 1 1

Masvingo 1 14 5 4 2 26

Mutare 0 1 0 0 0 1

Chinhoyi 1 6 13 6 5 31

Rehab 4 13 6 0 3 26

Head Office 5 14 20 4 5 48

Total 26 95 76 22 21 240

Percent 11 40 32 9 9 100

Analysis of data on cultural levels among employees within the regions and head office shows

that there exists positive culture in NSSA at regional and head office level. Fifty one percentagree or strongly agree and forty one percent (41 %) felt otherwise. Culture in NSSA is positive

across the regions and head office.


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REGION BY TEAMWORK

teamwork

TotaStrongly Agree Agree Not Sure Disagree Strongly Disagree

region Harare 4 11 5 4 1

Bulawayo 10 45 15 10 3

Gweru 3 13 5 7 1

Masvingo 3 16 7 0 0

Mutare 2 12 8 3 0

Chinhoyi 2 7 10 5 6

Rehab 2 14 7 2 2

Head Office 8 12 16 9 5

Total 34 130 73 40 18

Percent 12 44 25 14 6

Fifty six percent(56%) of the respondents agree or strongly agree that there is teamwork at

regional and head office level and 39% felt other.

REGION BY ORGANISATIONAL PRIDE

Orgpride



Bulawayo 36 30 14 3 0 83

Gweru 9 15 4 1 0 29

Masvingo 8 14 4 0 0 26

Mutare 7 14 4 1 0 26

Chinhoyi 6 11 8 4 2 31

Rehab 13 8 4 2 0 27

Head Office 15 18 10 1 4 48

Total 101 126 51 12 7 297

Percent 34 42 17 4 2 100


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Forty two percent (42%) and thirty four percent of the respondents at the regions and head office

agreed or strongly felt agreed that there exist among employees organizational pride as shown in

table above. That feeling of organizational pride will increase motivation and lead to an

individual putting more effort to improve the quality of their work.

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Employee Satisfaction-leadersip Suppot +Culture-Ngepos