\UE INFLUENCE OF BUREAUCRACY ON ORGANIZATIONAL PERFORMANCE: A CASE OF

EASTERN DEANERY

BY

MUNENE CAROLINE KAWIRA

USIU-A

600000065464

UNITED STATES INTERNATIONAL UNIVERSITY ai uiiiverbicy

Unitec An ica - LiLifary

F A L L 2012

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THE INFLUENCE OF BUREAUCRACY ON ORGANIZATIONAL PERFORMANCE: A CASE OF

EASTERN DEANERY V

BY

MUNENE CAROLINE KAWIRA

A Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Executive Masters in

Organizational Development

UNITED STATES INTERNATIONAL UNIVERSITY

F A L L 2012

STUDENTS DECLARATION

I , the undersigned, declare that this is my original work and has not been submitted to any

other college, institution or university other than the United States International

University in Nairobi for academic credit.

Signed: -Qp^' Date: M I !> kfeU

Munene Caroline (ID 634253)

This project has been presented for examination with my approval as the appointed

supervisor.

Signed: f^Aux^^JL^ Date: I"? / / I I

Dr Damary Sikalieh

Signed:

Deputy Vice Chancellor, Academic Affairs

COPYRIGHT

All rights reserved. No part of this publication may be reproduced, stored in a retrieval

system, or transmitted in any form or by any means electronic, mechanical photocopying

recording or otherwise, without prior written permission of United States International

University.

© 2012 bv Munene Caroline Kawira 634253

iii

ABSTRACT

A bureaucratic system thus has few members at management levels, while the majorities

are at middle and lower levels respectively. A bureaucratic system according to Schaefer

(2004), Max Weber observed that an ideal bureaucratic system has six main

characteristics which have advantages and disadvantages. These characteristics of a

bureaucratic system include rationality, alienation, technical qualifications, channels of

communication, hierarchical authority and impersonality. These characteristics have been

used in Eastem Deanery to accomplish goals leading to lack of good job performance

among employees, with contractors and clients being affected.

This study reflected on the influence of bureaucracy on organizational performance. The

specific research objectives were how the organizational structure influences

organizational performance, how rationalization of society influences organizational

performance and the impact of organizational policies on organizational performance.

A descriptive research design was used for the study. The target population of this study

consisted of employees of Eastem Deanery fi-om three categories namely; top level

managers, middle level managers and non management team. Simple random sampling

was used to obtain the sample size for top and middle level managers while systematic

random sampling was used to obtain the sample size for the non management team.

Data was collected using a semi-structured questionnaire. The analysis tool used was the

Statistical Package for Social Sciences (SPSS). The statistical techniques were descriptive

in nature. Data was tabulated and presented in form of figures and tables.

The findings on organizational structure and performance showed that the non

management team was not involved in the decision making process and drafi;ing of

Standard Operating Procedures. Thus, majority of the employees were marginalized from

key activities that influenced the Eastem Deanery which had a great impact on their

performance. The findings on rationalization of society showed that there were two

distinct groups of employees with capitalists being the minority and the bourgeoisie being

the majority. The study findings showed that the capitalists (top level managers) gave

little attention to job satisfaction, employee motivation and employee needs especially

among the non management team who were the majority. Further results on

organizational policies and organizational performance showed that policy making at the

iv

Eastem Deanery was not a participative process and updating the policies to

accommodate day to day activities was not done at all thus leading to over reliance on out

dated policies.

In conclusion, the majority of the employees at Eastem Deanery observed that

bureaucracy influences organizational performance since few people benefit from the

system. The study also concluded that employee participation in key organizational

activities, employee motivation, reward system and job satisfaction influence

organizational performance.

The study recommended that the Managing Director and Human Resource Department

should change the organizational stmcture to accommodate the non management team in

key activities within the organization. Motivating employees and improving the reward

system will improve the performance of the majority of employees according to the

findings in the study. To majfimize organizational performance. Eastern Deanery top

level managers should be dedicated towards empowering employees and motivating

employees so as to increase employee citizenship to avoid increase in employee tumover.

V

ACKNOWLEDGEMENT

I wish to extend my sincere gratitude to my Supervisor, Dr. Damary Sikalieh for her

professional guidance, time and motivation towards completing this research project.

I also wish to extend my special gratitude to the top management team of Eastem

Deanery for allowing me to participate in this study within Eastem Deanery. My gratitude

also goes to the employees of Eastem Deanery who took time off their busy schedule to

fill the questionnaires. My special thanks also to my Mum and siblings, Mrs. Williams

and Anita Mugambi. God bless you all.

I thank the Almighty God for guiding me and for the divine intervention throughout my

project.

vi

DEDICATION

I dedicate this research project to my fiance Donald Williams. Thank you so much for

your inspiration, moral and financial support. God bless you so much Donald. 1 thank the

Almighty God for guiding me and for the divine intervention throughout my project.

V l l

T A B L E OF CONTENTS

STUDENTS DECLARATION ii

COPYRIGHT iii

ABSTRACT iv

ACKNOWLEDGEMENT vi

DEDICATION vii

LIST OF TABLES x

LIST OF FIGURES xi

CHAPTER ONE 1

1.0 INTRODUCTION 1

1.1 Background of the Problem 1

1.2 Statement of the Problem, 4

1.3 Purpose of the Study 6

1.4 Research Questions 6

1.5 Importance of the Study 6

1.6 Scope of the Study 7

1.7 Definitions of Terms 7

1.8 Chapter Summary 8

CHAPTER TWO 9

2.0 L I T E R A T U R E R E V I E W 9

2.1 Introduction 9

2.2 Organizational Structure and Organization Performance 9

2.3 Rationalization of Society and Organizational Performance 14

2.4 Organizational Policies and Organizational Performance 22

2.5 Chapter Summary 25

CHAPTER T H R E E 26

3.0 R E S E A R C H METHODOLOGY 26

3.1 Introduction 26

3.2 Research Design 26

viii

3.3 Population and Sampling Design 26

3.4 Data Collection Methods 29

3.5 Research Procedures 29

3.6 Data Analysis Methods 30

3.7 Chapter Summary 30

CHAPTER 4 32

4.0 DATA ANALYSIS AND FINDINGS 32

4.1 Introduction 32

4.2 General Information 33

4.3 Organizational Structure and Organizational Performance 34

4.4 Rationalization of Society and Organizational Performance 41

4.5 Organizational Policies and Organizational Performance 48

4.6 Chapter Summary 53

CHAPTER F I V E 56

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS 56

5.1 Introduction 56

5.2 Summary 56

5.3 Discussions 58

5.4 Conclusions 61

5.5 Recommendations 63

REFERENCES 66

APPENDICES 70

APPENDIX A: QUESTIONNAIRE FOR TOP L E V E L MANAGERS 70

APPENDIX B: QUESTIONNAIRE FOR MIDDLE L E V E L MANAGERS 77

APPENDIX C: QUESTIONNAIRE FOR NON MANAGEMENT T E A M 82

ix

L IST OF T A B L E S

Table 3.1: Population size 27

Table 3.2: Sample size 28

Table 4.1 Response rate 32

Table 4.2: Age of Respondents 33

Table 4.3: Level of Education 34

Table 4.4: Gender 34

Table 4.5 Correlations on organizational structure with bio-data and organizational

performance 36

Table 4.6 Decision making in the organization 39

Table 4.7 Organizational structure variables influence on non management team at

Eastem Deanery 41

Table 4.8 Correlation of Rationalization and Organizational Performance 42

Table 4.9 Rationalization factors that affect organizational performance 48

Table 4.10 Updating Organizational Policies 51

Table 4.11 Participation in Policy Making 52

Table 4.12 Correlation of organizational policies and organizational performance 53

X

i

L I S T OF F IGURES

Figure 4.1 Organizational structures determine the mode in which the organization

operates 38

Figure 4.2 Rise of Capitalism in Eastem Deanery 43

Figure 4.3 Performance measurement and organizational performance 44

Figure 4.4 Employees being coached and mentored 50

xi

CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Problem

Many organizations have adopted a bureaucratic system in order to articulate their

objectives. According to Jeanne and Keith (2009), bureaucracy is a component of formal

organization that enacts policies hierarchically to achieve its mission and ensure

maximum efficiency. A bureaucratic system thus has few members at management levels,

while the majority is at middle and lower levels. A bureaucratic system according to

Schaefer (2004), Max Weber observed that an ideal bureaucratic system has six main

characteristics which have advantages and disadvantages.

Division of labor is one of the characteristics of bureaucracy. Schaefer (2004) argued that

it is composed of specialized experts who perform specific tasks. Employees thus work in

specific tasks that enable them become better skilled, while they function with maximum

efficiency that leads to specialization. It's observed that division of labor is the

fragmentation of work into smaller tasks which leads to bureaucratic alienation

(Macionis, 2000). He also observed that bureaucratic organizations have the potential to

dehumanize and reduce a human being to "a small cog in a ceaselessly moving

mechanism" (Weber quoted in 1921, pg. 120). This was from a study he carried out in the

United States. Similarly, Schaefer (2004) noted that due to the monotony of tasks

employees' exhibit in the same department, trained incapacity occurs making it difficult

for workers to be aware of the activities in other departments.

Moreover, bureaucratic organizations follow the principle of hierarchy where Macionis

(2000) observed that each department and position is under a higher authority. According

to Macionis (2000), bureaucracies arrange employees in a vertical ranking which is

always under supervision. He also argued that the vertical ranking undermines democracy

since the top level management can access information, resources and the media to

promote their own personal interests.

In addition, Macionis (2000) saw the hierarchical structure undermining middle and lower

level employees in terms of control over their leaders. A research by Ahmed (2011) in

1

Bangladesh reflected how a hierarchical structure works. He observed that in Bangladesh,

there is a central secretariat which is divided into sections, branches, wings, divisions and

ministries.

In each of the five hierarchical structures, there is a supervisor who ensures accountability

of employees at the middle and lower levels whereby, decision making procedures are

followed. A study carried out by Ranjan (2007) in India, revealed how employees

depended on their superiors as characterized by seeking guidance and in decision making

in a given task. Giovani (2005) also observed that the administrative hierarchy in

bureaucratic organizations leads to cognitive control and lack of autonomy among

employees in the middle and lower levels.

Further, technical competence is also a characteristic of bureaucratic organizations.

According to Macionis (2000), bureaucratic organizations recruit new employees

according to set qualifications ifl a given cadre. He also observed that once the employees

are hired, their work performance is evaluated and graded accordingly. This evaluation

according to Schaefer (2004) can be subjective and can also mask the development of

one's talents in an organization. In addition, he observed that the employee has limited

opportunities in terms of career growth and changing from a lower or middle level to a

top level despite the technical competence.

Impersonality is also a characteristic of bureaucracy where according to Jeanne and Keith

(2009), they observed that bureaucratic norms dictate that officials perform their duties

without the personal consideration of people as individuals. He also observed that this has

contributed to the negligence of employee welfare. Henslin (1997) argued that the office

is more important than the officer. He fiarther added that, once employed in a bureaucratic

organization, one has to observe the goals and work towards achieving them in a given

time frame.

According to Henslin (1997), Max Weber observed that bureaucracies have a powerful

form of social organization where strict policies are followed and emphasis on results is

of great importance leading to rationalization of society. He also argued that bureaucracy

has a dominant feature in the lifestyle of people in modem society.

In a bureaucratic organization Schaefer (2004), observed that rationalization has led to the

society been divided into classes of bourgeoisie and the proletarians. He also argued that

2

the bourgeoisie assume they are naturally supposed to be dominant in the society while

the proletarians believe their status is natural and are not aware of how that can change. In

addition, Henslin (1997) observed that rationalization in bureaucracies has led to

alienation where employees are expected to adhere to policies and are allocated areas of

specialization making them feel more like objects. He also argued that through the

repetitive tasks and assignment of a single task the result has been disassociation with the

final product where the employees lose the sense of identity with the final product. On the

other hand, Schaefer (2004) noted there is limited capacity building for employees, which

limits them to a single task within bureaucratic organizations.

Strict written policy is another characteristic of bureaucratic organizations, where Henslin

(1997) observed that bureaucracy stresses adherence to written policies. According to

him, these policies enhance uniform performance for every task and thus standard

operating procedures are in place, in each department. According to Schaefer (2004),

there is too much conformity to policies leads to goal displacement where bureaucracies

most of the time end up pursuing irrelevant goals or replacing old goals with new goals.

Stephen and Stewart (2006) carried out a research in Monash Medical Center in Australia.

According to their findings, there were strict written policies in Monash Medical Center

that made it difficult for employees to practice professionally as they had learnt in their

respective colleges. They also noted that this led to ineffective management controls and

lack of proper orientation of employees to administrative goals. Moreover, they observed

that employees lacked freedom and were expected to obey the written policies which they

termed as "being encased in an iron cage".

In bureaucratic organizations, Macionis (2000) argued that formal written communication

such as memos and reports are in existence. Furthermore, downward communication is

used in case of face to face communication with employees when formal writing is not

done. Downward communication according to Fielding (2006) is aimed at describing the

company's goals, ethical standpoint as well as instructing people on how to do their jobs

and feedback. This has led to the limited use of creativity and critical thinking when an

employee is faced with a challenge. Before an employee can make a particular decision,

authority has to come fi-om the superiors through various charmels of communication.

Eastem Deanery is one of the bureaucratic organizations that have the six characteristics

of bureaucracy making it an ideal bureaucratic organization as Schaefer (2004) observed.

3

It's a Faith Based Organization that has fourteen satellite clinics which are situated in

Nairobi. To ensure efficiency, Eastem Deanery has supervisors in all the fourteen satellite

clinics that ensure services are rendered according to the Standard Operating Procedures

written by the top management team of Eastem Deanery. Njambi (2003) conducted a

study where she found out that most non-governmental organizations have adopted at

least three of the six characteristics of bureaucracy to meet their goals in order to be

funded by foreign donors.

This background of the study aimed to establish the influence of bureaucracy on

organizational performance based on three characteristics of bureaucracy which had

limited research. These characteristics included organizational stmcture, rationalization of

the society and policies that are of great significance in Eastem Deanery. Through the

organizational stmcture, rationalization of the society and policies, there had been

increased division of labor, emphasis on technical competence in different areas of

specialization in Eastern Deanery and increased impersonality by the top and middle

level management teams.

1.2 Statement of the Problem

Studies done on bureaucracy have focused mainly on the advantages and disadvantages of

bureaucracy in organizations. Joseph and Jeffrey (2000) observed that colleges and

universities succeed because of the bureaucratic stmctures in place. For instance, Joseph

and Jeffrey (2000) noted that for success of colleges or universities there must be a chain

of command that gives direction to the members who exist in that society, mles and

Standard Operating Procedures (SOPs) which enhance decision making process for the

whole. However, bureaucratic led organizations have challenges as observed by Odepo

and Nyawinda (2004) who observed Savings and Credit Cooperatives (SACCOs) as

having leaders who have a high span of control and have mles stipulated especially

during decision making with innovation and creativity being insignificant.

Minimal studies have been conducted on the influence of bureaucracy on organizational

performance. In Kenya, bureaucracy persists in many institutions where a minority of

people mles the majority in institutions, complicated mles exist and departmentalization

is embraced. For instance in government institutions, hospitals, educational centers,

industries and some private non governmental organizations have strict bureaucratic

stmctures. Though bureaucracy is positively embraced in Kenya, organizational

4

performance is affected especially among the majority who have to adhere and respect

stipulated policies and chain of command in place. To elaborate more on how

bureaucracy influences organizational performance Eastem Deanery was the organization

chosen for this study.

There is a problem regarding bureaucracy and different scholars have argued how

bureaucracy can affect an organization. Bureaucracies arrange employees in a vertical

ranking which is always under supervision and manipulation making it difficult for

employees to participate fiilly in decision making as well as in other critical roles within

the organization, (Macionis, 2000). According to Henslin (1997), policies enhance

uniform performance for every task and thus standard operating procedures are in place

and in each department. This means that one has to conform to the policies accordingly

and always be alert not to act differently from what is stipulated in the policies.

Dependency on the main office' in Eastem Deanery has led to employee fmstration and

tumover, (Henslin, 1997). Employees are not allowed to contribute to decisions that can

make the organization achieve its targets and the top management conmiunicates

decisions made to the employees via their supervisors, (Human Resource Department,

2011). The dependency on the main office of Eastem Deanery was manifested through

employees not utilizing their creativity and initiative without first consulting the main

office (Human Resource Department, 2011). Authority had to be granted from the main

office before an employee could execute a new task or make decisions. According to the

Human Resource Department, (2011), this had increased the rate of employee tumover in

Eastem Deanery. The rate of tumover in the year 2011 was 19 percent of employees that

is 100 employees from a total of 520, (Human Resource Department, 2011).

In addition, 6 percent of the employees had their services terminated in 2011 excluding

those who left; the organization voluntarily, (Human Resource Department in Eastem,

(2011). The argument was that these employees violated organizational policies and due

to intemal politics within the organization, their services were terminated from the

organization.

These statistics on the rate of tumover and employees terminated from the organization

showed that there was a great problem in Eastem Deanery based on the organizational

stmcture, rationalization of the society and policies. This study sought to establish how

)

5

bureaucracy influences organizational performance in various dimensions namely

organizational structure, rationalization of the society and organizational policies.

1.3 Purpose of the Study

The purpose of this study was to determine how selected bureaucratic aspects influence

organizational performance.

1.4 Research Questions

This study was guided by the research questions below:-

1.4.1 How does the organizational structure influence organizational performance?

1.4.2 How does rationalization of the society affect organizational performance?

1.4.3 What is the impact of organizational policies on organizational performance?

1.5 Importance of the Study

The findings of this study were of great significance to various groups. At the academic

level, the study hopes to contribute to the knowledge of organizational behavior. The

findings also hope to be of great contribution to the existing employees working in

bureaucratic organizations to know their rights. The management teams of Eastem

Deanery hope to look for better ways to lead and enhance organizational effectiveness.

Policy makers of bureaucratic organizations hope to evaluate the current policies that are

in existence in regards to management of Faith Based Organizations.

1.5.1 Employees

The findings of this study hope to give employees the opportunity to air their views in

regards to creation of a conducive working envirormient that will initiate creativity, use of

initiative and career development.

1.5.2 Management team of Eastern Deanery

The findings of this study hope to be useful to the management team of Eastem Deanery

to fill the gaps that exist within the organization due to its bureaucratic nature. From the

findings the management team will be better decision makers and will articulate the

mission of Eastem Deanery towards achieving desired organizational goals through

creation of a conducive working environment.

1.5.3 Policy makers of Faith Based Organizations

Policy makers hope to benefit from the findings since they would make sound decisions

conceming Faith Based Organizations. The findings hope to guide policy makers towards

the knowledge of human resources management in bureaucratic organizations.

1.6 Scope of the Study

The research was carried out in Eastem Deanery at the fourteen satellite clinics namely;

Mathare, Kariobangi, Dandora, Eastleigh, Komarock, Njim, Ruai, Humma, Shauri Moyo,

Section four, Soweto and Donholm. Eastem Deanery has a total of 424 employees,

(Human Resource department in Eastem Deanery). The study was restricted to only the

permanent employees in Eastem Deanery thus employees on locum were not included in

the study. The employees were divided in three distinct levels namely; top level

managers, middle level managers and non management team employees.

1.7 Definitions of Terms

1.7.1 Bureaucracy

According to Schaefer (2004) bureaucracy as the mle through which an organization

articulates its goals which is built on division of labor, written work policies, stmctured

hierarchies and monotony of tasks that members of an organization are meant to adhere

to.

1.7.2 Organizational Performance

According to Krebs (2008) organizational performance is an analysis of a company's

performance as compared to the goals and objectives based on three outcomes namely

financial performance, shareholder value performance and capacity or production

performance. Organizational performance is enhanced when efficiency and reliability is

facilitated and thus simultaneously leads to achievement of organization goals.

1.7.3 Bourgeoisie

According to Jeanne and Keith (2009), bourgeoisie are the minority in number in

bureaucratic organizations who are very dominant with a high status quo. Moreover, they

are the owners of means of production and capital investment making them being

7

regarded as the top level employees. They also observed that they achieve organizational

goals through exploiting the proletarians.

1.7.4 Proletarian

According to Macionis (2000), proletarians are the majority of the workers in a

bureaucratic organization who own labor power; they benefit less from what they produce

and are always exploited to meet organizational goals. However, he also observed that the

proletarians view their state as natural and are not aware of what makes them work in

such conditions.

1.8 Chapter Summary

Many organizations have adopted a bureaucratic system in order to articulate their

objectives. Bureaucracy is defined as a component of formal organization that enacts

policies hierarchically to achieve its mission and ensure maximum efficiency. A

bureaucratic system has few members who make decisions and policies to be followed by

majority members in an organization. An ideal bureaucratic system has six main

characteristics which have advantages and disadvantages. These characteristics include

division of labor, written organizational policies, principle of hierarchy, impersonality,

rationalization of the society and formal written communication.

Many scholars have focused on the advantages and disadvantages of bureaucracy within

organizations but minimal studies have been carried out on the influence of bureaucracy

on organizational performance. Therefore, this study reflected on the dependency on the

main office by employees in Eastem Deanery that has contributed to employee frustration

and tumover which has greatly affected the organization negatively.

The purpose of this study was to determine how selected bureaucratic aspects influence

organizational performance which was broken down into three research questions based

on organizational stmcture, rationalization of the society and organizational policies. The

findings of this study will be significant to employees in Eastem Deanery, the

management team and policy makers of Faith Based Organizations. Chapter Two presents

literature review which provides insights on what other researchers have done in the field

of bureaucracy.

8

CHAPTER TWO

2.0 L ITERATURE R E V I E W

2.1 Introduction

In literature review, various studies done by different scholars were discussed based on

the research objectives. For the purpose of this study and review of relevant literature

from different scholars, the study concentrated on three characteristics and how the three

characteristics have impacted organizational dimensions. These characteristics included

organizational structure, rationalization of society and organizational policies. Literature

review evolved around the subject of influence of bureaucracy on organizational

performance.

2.2 Organizational Structure and Organization Performance

According to Robbins and JudgS (2007), organizational structure is the framework that is

mostly hierarchical within which an organization arranges lines of authority, determines

the extent to which tasks and power will be allocated as well as determines how

information flows between the different levels of management. Organizational structure

depends on the mission, vision, strategies and processes in which an organization is

meant to operate.

An organizational structure consists of various activities like supervision, coordination

and task allocation for the employees within the organization with the aim of achieving

organizational objectives that are stated in the mission statement (Schaefer, 2004). Krebs

(2008) agrees with Schaefer (2004) when he observed that the organizational structure

determines the mode in which an organization operates and influences organizational

performance greatly.

Moreover, Krebs (2008) argued that the organizational structure allows the allocation of

responsibilities which leads to the functions and processes being determined especially

for individuals, departments and teams. Similarly, Jeanne and Keith (2009) agree with

Schaefer (2004) and Krebs (2008), when they noted that the organizational structure

affects the organization in three ways namely; it provides hierarchical structures of

management, determines the individuals who will participate in decision making within

the organization and to what extent the decisions made will have an impact on the

organization and provides a foundation for Standard Operating Procedures (SOPs). The

9

key highlight of this section is that organizational objectives are achieved through

supervision, coordination and task allocation in a bureaucratic organization. Therefore,

the next section explores the hierarchical structures of management based on top

management team, administrative hierarchy and autonomy that exists among senior

managers.

2.2.1 Hierarchical Structures of Management

Bureaucracies follow the principle of hierarchy and thus each position in the organization

has a supervisor. It is only the top management team that can demote the supervisor from

the role (Schaefer, 2004). Schaefer (2004) also noted that when there is a strict hierarchy

where even the supervisor reports to the top management it leads to skills and abilities of

the employees being narrowed, communication problems exist especially between various

departments within the organization and strategic problems are not given great

importance since the top management team has so many problems to solve.

In addition, Gavetti (2005) agrees with Schaefer (2004) when he noted that the

administrative hierarchy in bureaucratic organizations is significant since its leads to

cognitive control, autonomy, coordination and circulation of cognition. According to him,

this has a great effect on the organization. Cognitive control comprises a top-dovm

arrangement that has corporate executives who maintain control over different domains in

an organization and make decisions for the entire organization. Furthermore, these

executives believe that they should guide the lower level actors in an organization within

divisional domains in order to achieve set goals which Gavetti (2005) observed limits

employee innovation and creativity.

Gavetti (2005) argued that autonomy exists among senior managers who are

overwhelmed with too many decisions that require specific knowledge. In order to

accomplish their mission and vision the senior managers will give the middle managers

the mandate to make decisions and come up with a strategy to execute the task at hand.

Therefore, Gavetti (2005) suggests that in order to improve organizational performance

when there is a hierarchical structure in existence, the top management team should

delegate some authority and responsibilities to middle level management as well as

employees especially in decision making and carrying out tasks.

10

In summary this section provides that hierarchical structures within bureaucratic

organization have a large power distance where a supervisor is in charge of employees'

activities within the organization as well as regularly reporting to the top level

management team. In addition, cognitive control, autonomy, coordination and circulation

of cognition are qualities of existence of strict hierarchical structures which have a great

impact on the decision making process. The next section will reflect on participative

decision making and its importance in increasing organizational effectiveness and

achievement of an organization's strategic plan.

2.2.2 Participative Decision making

Participative decision making is the extent to which employers allow or encourage

employees to share or participate in organizational decision-making (Probst, 2005). Thus,

members working in an organization are involved in the decision making process, then

the top management levels aggregates all the suggestions together and comes up with

decisions that will benefit the entire organization. Probst (2005) noted that participative

decision making improves imderstanding and perceptions among employees and

superiors, leading to enhanced persormel value in the organization. Further, Krebs (2008)

observed that ranking of employees leads to employees relying on decisions from the top

management team. According to him, employees are meant to follow the set guidelines

given to them after decisions have been made. He also observed that making suggestions

and executing changes on the guidelines by an employee, means violating the decisions

made by the top level management team. A study carried out in Malaysian public health

care by Hazilah (2005) showed similar views with Krebs (2008) where Hazilah (2005)

observed physicians did not appreciate decisions made by other medical practioneers like

nurses, pharmacists and laboratory technicians since they felt that all decisions should

come from them. In addition, Hazilah (2005) also observed that lack of participative

decision making in Malaysian public health sector led to the introduction of quality

management where a strategic plan is laid by the Ministry of Health in Malaysia and

different health care sectors are meant to abide to the strategic plan. Despite these efforts

by the Ministry of Health, physicians had poor response on the strategic plans but other

medical practioneers embraced the idea positively.

Therefore, according to Hazilah (2005), organizations need to embrace participative

decision making since each member of the organization has an opportunity to share their

11

own views and skills that can improve team effectiveness. Moreover, Hazilah (2005)

observed that better results are achieved when organizations engage in participative

decision making which leads to improved effectiveness and better performance within the

organization. Hazilah (2005) and Krebs ( 2008) agree that participative decision making

has advantages on organizational performance for example there is job satisfaction since

employees feel there are citizens of the organization, increased organizational

commitment since through the decision making process employees achieve organization

objectives that influence them.

Thus, Krebs (2008) and Hazilah (2005) suggested that participative decision making can

be used as a tool to create relationships within the organization, employees will improve

their productivity and standard operating procedures will be readily embraced by

employees due to participation in implementing them. On the other hand, Krebs (2008)

observed that when organizations do not encourage participative decision making, job

satisfaction decreases among employees and employers use Standard Operating

Procedures to control the decisions employees can make within the organization. This

leads to decreased productivity among the employees in the organization which later

affects the organization's performance in terms of accomplishing its objectives and also

employee commitment.

Carmelli., Sheaffer and Halevi (2009), posit that the participative decision-making

process ensures completeness of decision making and also increases team members'

commitment to final results. These authors recommended that participative decision­

making should be embraced in organizations since each employee has an opportunity to

share their perspectives, air their ideas and improve team effectiveness as each member

can relate to the decisions made. Interestingly, a positive relationship between decision

effectiveness and organizational performance is built, Carmelli, Sheffer and Halevi

(2009). Walker (2007) had similar views as Carmelli, Sheffer and Halevi (2009) when he

demonstrated that participative decision making facilitates organization commimication

since members of an organization will ensure efficiency is enhanced through constant

feedback. Job satisfaction and organization commitment is also facilitated when there is

participative decision making since employees feel they are part of the team force within

the organization, (Walker, 2007).

12

Participative decision making leads to shared leadership since employees can air their

views on decisions made at the organization, employees are empowered to make

decisions and dispersed leadership is enhanced, (Steinheider, Bayerl and Wuestewald,

2006). Much of the research done by Steinheider, Bayerl and Wuestewald (2006) in

bureaucratic organizations in Europe showed that the non management team employees

were not participating in the decision making process. However, Zhong and Mol (2008)

observed that the top management team made decisions for the entire organization and

the decisions made were final with no criticism from the non management team. A

research carried out in China by Zhong and Mol (2008) showed that China had a long

reputation for centralized control where the decision making process was controlled and

Chinese authorities chose the citizens who would participate in decision making based on

their status quo. Steinheider, Bayerl and Wuestewald (2006) had similar views with

Zhong and Mol (2008) when they emphasized that participative decision making would

improve organization communi(?ation and enhance employee empowerment.

In summary the literature in this section shows that bureaucratic organizations should

enhance participative decision making to enhance organizational performance. This will

increase job satisfaction and organization commitments making the organization achieve

its goals effectively. The next section will focus on Standard Operating Procedures which

play a vital role in ensuring that bureaucratic organizations achieve their goals effectively.

2.2.3 Standard Operating Procedures

Bennet (2006) viewed standard operating procedures; as written, detailed instructions that

are used to provide uniformity of performance within an organization which vary in each

rank in an organization's structure. In addition, Bennet (2006) observed that if standard

operating procedures are implemented by all employees through a participative network,

there is a high chance of employees embracing the processes or procedures written for

different tasks positively and this improves organizational performance. Schaefer (2004)

also had similar views with Bennet (2006) where he observed that it's necessary for

employees to participate fully in the draft;ing and implementation of standard operating

procedures so that they feel part of the organization. Bureaucratic organizations are

knovm to create rationalization of the society through use of standard operating

procedures where the top management team ensures that employees execute tasks,

(Schaefer, 2004).

13

Studies by Novaes and Zingales (2004) have shown that bureaucratic firms maintaining

no formal records leads to actions within the organization being declared as inefficient.

For instance Novaes and Zingales (2004) observed that there should be a model in

existence in every bureaucratic organization that shows how tasks should be performed,

procedures for incentive schemes and management of the organization. Thus

documenting actions that should take place in an organization is very significant and each

employee is required to adhere to the documented actions.

However in Eastem Deanery, this does not happen since the hierarchical stmcture is very

significant in the organization where the top management team have all the authority in

running the organization. Participative decision making is not allowed, thus employees

rely on decisions made by the top management team. Krebs (2008) and Hazilah (2005)

agreed that employees should participate in decision making within an organization since

it improves productivity and employees feel they are recognized in the within the

organization. However, in Eastem Deanery there are Standard Operating Procedures in

different areas of specialization which enhance uniformity of performance but employees

are not involved in drafting the Standard Operating Procedures as Bermet (2006)

observed.

In summary the literature here shows that bureaucratic organizations rely on Standard

Operating Procedures in order to articulate their tasks and actions (Novaes and Zingales,

2004). If Standard Operating Procedures are drafted through a participative network,

employees will embrace the processes or procedures written for different tasks positively

thus improving organizational performance. Studies have shown that in order for

bureaucratic organizations to ensure an effective organizational stmcture there must be

capitalists within the organization who enforce rationalization of the society.

2.3 Rationalization of Society and Organizational Performance

Rationalization of society is a dominant feature in modem society within bureaucratic

organization that is characterized by two social classes namely bourgeoisies and

proletarians, (Schaefer, 2004). Studies have shown that bourgeoisies are the minority in

number within the organization; they are powerful and exploit proletarians. On the other

hand, research has shown that proletarians are the employees who are the majority, they

own means of labor and they benefit less from the organization. For instance

rationalization of society has led to alienation within the society where the bourgeoisie do

14

not regard the proletarians as members of the organization but rather demand their

workmanship for their own benefit.

Henslin (1997) argued that rationalization of the society in bureaucratic organizations

increases the number of social actions like capitalism rather than focusing on employee

empowerment. On the other hand, Joseph (2009) agrees with Henslin (1997) where he

observed that rationalization in the society has led to a negative and dehumanizing

environment being created within an organization which affects organizational

performance greatly. Thus, capitalism is a distinctive way of thinking where employees'

needs are not regarded as being of importance in for example health care needs and

remuneration system, (Joseph, 2009). For this study rationalization of society will focus

lack of motivation on job performance, job dissatisfaction as well as employee needs and

performance. The next section is about lack of motivation on job performance.

2.3.1 Rise of capitalism

Macionis (2000), observed that capitalists are the minority in the organization mainly

leaders in the organization who are powerfiil in making organizational decisions and that

the interest of capitalists is to maintain the status quo that gives them dominance.

According to Schaefer (2004), rationalization of the society contributed to the rise in

capitalism where leaders within bureaucratic organizations emphasize on results rather

than how the results will be accomplished.

Robert and Angelo (2007) argued that an organization's performance is affected by the

leadership capitalists have within the organization where their interests are given priority

for example emphasis is placed on achievement of organizational goals while giving little

or no concern to employee motivation, job satisfaction and meeting their needs. Schaefer

(2004) agrees with Robert and Angelo (2007) where he notes that employees are

exploited and targets are set to meet within a given time frame and failure to meet the

targets can lead to punishment and threats which makes employee motivation and job

satisfaction become insignificant in an organization. This has contributed to lack of

citizenship within bureaucratic organizations among the non management team leading to

increase in employee turnover, (Macionis, 2000). Therefore, Macionis (2000) agreed with

Robert and Angelo (2007) in a study on Faith Based Organizations where employees had

set targets to meet but mechanisms to achieve these targets were not in place. This

affected employee job performance since the leaders in the Faith Based Organization

15

demanded results at set time frames which eventually led to some employees

experiencing layoffs and there was increase in employee tumover. Macionis (2000)

observed that most Faith Based Organizations waste resources by hiring and training new

employees due to increase in employee tumover.

The key highlights of this section show that the rationalization of society affects

organizational performance where leaders in bureaucratic organizations are not aware of

their employees contribution to the organization but emphasize on achievement of

organizational goals, (Robert and Angelo, 2007). Thus leaders in bureaucratic

organizations should value employee input and be selfless, (Schaefer, 2004). The next

section shows how lack of motivation affects j ob performance.

2.3.2 Lack of Motivation on Job Performance

Robert and Angelo (2007), described motivation as the psychological process that arouses

and directs behavior to goal oriented behavior. Thus, Robert and Angelo (2007) observed

that effective employee motivation is very important in an organization and that is what

most bureaucratic led organizations do not provide to their employees. For instance

rationalization of society has contributed to inconsistent feedback from the management

especially when employees perform well in their task. Studies have shown that the top

management teams in bureaucratic organizations do not give attention to motivational

issues that employees require. For instance, employees are aware resources are available

within the organization but even after good performance, the organization chooses not to

reward the employees. More research has shovm rationalization has led to leaders in

bureaucratic organizations not embracing intrinsic and extrinsic rewards to the

employees.

Yoon (2001) agrees with Robert and Angelo (2007) when he observes that motivation

among Korean employees is very significant in the management of an organization. Yoon

(2001) observed that a motivational approach in a bureaucratic organization should

comprise self-efficacy and a motivational constmct. According to Yoon (2001), self-

efficacy is the belief in one's ability to perform specific tasks. Thus, it has nothing to do

with opportunities and constraints. Employees with high levels of self-efficacy according

to Yoon (2001) consider they influence their jobs and can work in any kind of

environment.

16

Yoon (2001) also noted that employees with high efficacy are more proactive than

employees with low self-efficacy. For example they anticipate problems and act

independently, they engage actively in creating new and challenging ideas and finally

they develop more proactive behaviors. He added that high self-efficacy individuals have

reduced fatigue since they always identify ways of coping with stress thus increasing their

control apprehensive cognition. In contrast, employees with low self-efficacy tend to stick

to their perceptions of coping difficulties and their cognition is based on the fact that they

work in dangerous envirormients. According to him, such employees have serious health

problems such as hypertension, stress, strain, depression and fatigue. In summary Yoon

(2001), argues that motivational approaches indicate that even employees who work in

supportive work organizations, they might fail to initiate proactive behavior. He also adds

that some employees in supportive organizations carmot protect themselves from threats

of physical and mental health and cannot cognitively control stressfiil situations in

organizations leading to their motivation being weakened.

) • • •

Kreitner and Kinicki (2007) also had similar views with Robert and Angelo (2007) as

well as Yoon (2001) when they observed that employee motivation is the biggest driver to

organizational performance. They noted that an organization should be able to motivate

its employees and create motivation mechanisms that are sustainable as well as affordable

to the organization. Similarly, Robert and Angelo (2007) agree with Yoon (2001) when

they argued that motivation and performance of employees are powerfial tools towards

achieving success in organizational performance. Therefore, Robert and Angelo (2007),

suggest that performance measurement should be carried out often within an organization

to assess the progress and achievement of the organization. However, Robert and Angelo

(2007) noted that employees may feel they are not motivated when they carry out

monotonous tasks that limit their creativity and initiative. Increase in targets from top

level management that creates an environment that has a lot of tension can lead to poor

organizational performance and job dissatisfaction.

Anthony, Kacmar and Perrewe (2006) agree with Robert and Angelo (2007) when they

posit that in order for organizations to sustain competitive advantage, there is need for

organizations to adapt to the latest technologies to deal with the changes that take place in

the extemal business environment. Thus, organizations should ensure that motivation is

significant since employees when motivated will use their skills appropriately, be

committed to the organizational goals and targets will be achieved, (Anthony, Kacmar

17

and Perrewe (2006). Dessler (2008) agrees with Anthony, Kacmar and Perrewe (2006)

when he observes that intrinsic rewards lead to increased alertness and focused attention

especially when organizational objectives are unclear. In addition Dessler (2008), posits

that intrinsic rewards like self-esteem should be encouraged in bureaucratic organizations

to create a feeling of recognition when an employee accomplishes a given task.

2.3.3 Job Dissatisfaction

According to Kreitner and Kinicki (2007), job satisfaction is described as an affective or

emotional response towards various facets of one's job. When there is job satisfaction, an

employee acquires organizational citizenship behavior, is motivated to work within the

organization and will be greatly involved in his or her work, (Kreitner and Kinicki, 2007).

Job satisfaction can be reflected through good pay, provision of incentives and a

conducive work environment, (Jearme and Keith, 2009). Bureaucratic organizations do

not provide good pay, incentives and good benefits and such factors lead to an employee

looking for a better job, (Jeanne and Keith, 2009). The argued that this makes employees

feel very dissatisfied with their jobs because they see what matters to the organization is

accomplishment of goals as well as client satisfaction while the employees needs are

overlooked or are not given priority.

Horn and Kinicki (2001), agree with Jearme and Keith, (2009), when they conducted a

study about job dissatisfaction. According to Horn and Kinicki (2001), their findings were

progressive job dissatisfaction leads to employee tumover as a result of role conflict and

later results to job avoidance. To solve the problem of job dissatisfaction, Hom and

Kinicki (2001) came up with a theory where they discussed the various aspects that

underlie job dissatisfaction. First, they combined survival analysis and stmctural

equations models for testing employee tumover frameworks. After doing the combination

they noted that job avoidance represented the initial phase to an employee's withdrawal

from an organization's objectives which acted as a substitute to exit from the organization.

They argued that organizations should be conscious of this kind of behavior among

employees since its shows excessive absenteeism and can lead to employees' resignation.

Secondly, they noted that modem organizations are increasingly helping their employees

manage some family responsibilities and this had reduced employee tumover. For

instance female employees with young babies could breastfeed during work hours at

scheduled times and there were trained nurses to take care of the babies. On the contrary,

18

^ 1

they argued that bureaucratic organizations that are traditional in terms of managing some

employees responsibilities tend to experience a lot of tumover. This study shows that

rationalization within an organization affects organizational performance. Managers

within the organization can create a working environment where employees feel

uncomfortable and are scared to carry out tasks to their full potential.

Stephen and Aime (2001) agree with Hom and Kinicki (2001) as well as Jeanne and

Keith, (2009), when they observe that when employees are not satisfied with their jobs,

they eventually get bored. Hom and Kinicki (2001) argued that boredom has been

associated with decrease in employees output in the organization thus work demands like

job repetition, perpetual discrimination and work settings have led to employee tumover.

They did a random study in Faith Based Organizations in Florida, and they noted that task

repetition led to a feeling of boredom as well as fatigue. To prove that boredom was a

precursor to job dissatisfaction, they decided to carry out an investigative study with 292

workers in a particular Faith Based Organization in the United States. After the study,

they argued that there should be tangible support of the Job Characteristic Model

(Hackman and Oldman, 1976), job enrichment is significant and lastly employers should

accommodate suggestions that employees make in regards to making jobs more

interesting. This study shows that rationalization of society contributes to managers

viewing employees as members who can add value to the organization.

Forsyth (2000) agrees with Hom and Kinicki (2001) by observing that if employees were

not well accommodated in the organization by managers, the result would be absenteeism

and job dissatisfaction which eventually leads to employee tumover. Thus, due to the

behavior exhibited to employees by managers, employees are disconnected with the

organization and tend to seek solace through absenteeism and looking for better jobs.

Armstrong (2007) agrees with Hom and Kinicki (2001) by observing that satisfaction of

employees' needs creates a positive attitude that makes employees perform their tasks

without showing signs of displeasiire. However, Armstrong (2007) discovered that high

employee tumover and lack of contentment with a working environment leads to under

performance in the organization. Therefore, Armstrong (2007) suggested that employers

in bureaucratic organizations should know how to strike a balance between organizational

goals and employee needs like nature of work, remuneration and building good relations

19

with the employees. This means that employees' needs should be met adequately in order

to increase employee performance.

2.3.4 Employee needs and performance

The employee needs are the physical and emotional needs that satisfy employees when

working in an organization which include good medical packages, good compensation

package and a good rewarding system, (Robert and Angelo, 2007). It is very important

for managers to meet the emotional needs of their employees. Robert and Angelo (2007),

argued that employees have different behaviors, attitudes and beliefs and thus they should

be attended to.

According to Sorensen (2007), good medical packages have led to employees

appreciating working in an organization since employees associate the medical package

with the employer caring for their wellness. Having a good compensation package for

employees leads to increased job performance and employee tumover is minimal leading

to employees being loyal members of the organization, (Sorensen, 2007). A good reward

system in an organization gives employees morale and motivation to continue working

hard towards producing good results and achieving organizational goals, (Sorensen,

2007). Therefore, Schaefer (2004) observed that leaders in bureaucratic organizations

give minimal attention to employee wellness and instead prefer to give themselves a good

medical package, a good compensation package and good reward system. This has

contributed to rationalization of society where capitalists in an organization will have

better benefits than employees. Studies have shown that if employees are aware of the

inequality of benefits, employees' job performance is affected which eventually leads to

employee tumover, (Schaefer, 2004).

Robert and Angelo (2007) suggested that managers should attend to employees'

emotional needs as this deters their performance and can lead to job dissatisfaction.

Moreover, they added that managers should improve job performance by not demanding

it, which she termed as a pull strategy but rather use a push strategy to enhance job

performance. Robert and Angelo (2007) fiirther argued that the pull strategy leads to job

avoidance while in the push strategy employees are given a deadline to accomplish a

given task. Lastly, Robert and Angelo, (2007) said an ideal workplace is one that

promotes a cooperative spirit among members working in an organization. The

cooperative spirit can be enhanced through participatory decision making, having a good

20

communication structure and attending to employees' unmet needs. Therefore,

rationalization of society leads to managers not concentrating on the needs of the

employees like compensation packages but focus more on how organizational goals will

be met. .

Jasna and Bostjan (2011) had similar views with Robert and Angelo (2007) in a study in

Faith Based Organizations in the United States. Jasna and Bostjan (2011) interviewed

different employees about what rewards and benefits they receive from their employers.

The majority of the employees complained of their needs not being met and the

employers met the needs of the clients and ignored employees' needs. According to the

findings, goals to be accomplished and clients to be satisfied were more significant. Thus,

Jasna and Bostjan (2011) suggested that employees are not motivated to work especially

when their needs are not being met and thus employers should always have a rewarding

system and compensation package for all employees. Jasna and Bostjan (2011) argued

further that when employees' needs are not met, the result is job avoidance, poor

performance and lack of ambition to work which makes the employee disconnect from

the organization mentally and does not carry out duties well unless when asked to

perform a task. -

Dessler (2008) agrees with Robert and Angelo (2007) when he observed that one of the

major concerns employees have is to work in a healthy and safe environment. Thus, he

suggested that bureaucratic organizations should evaluate carefully employee suggestions

and take into account their suggestions with the aim of on all the needs of employees at

all levels through working hand in hand with departments within the organization to

improve the working conditions and create better understanding of employees which will

increase organizational performance. Existence of rationalization of society in

organizations has led to clients and organizational goals being significant while the

employee is left out.

In Eastem Deanery there are capitalists who are reflected by the top management team

who are the minority in the organization. The top management team comprises of 34

members who are in charge of 390 employees according to Human Resource Department,

2011. They value the clients more than the employees that work in the organization and

thus less merit is given on motivating employees especially when they achieve targets.

Robert and Angelo (2007), described motivation as the psychological process that arouses

21

and directs behavior to goal oriented behavior. In addition, there is increased job

dissatisfaction in Eastem Deanery similar to the observation by Armstrong (2007) that

high employee tumover and lack of contentment with a working environment leads to

under performance in the organization. Therefore, Armstrong (2007) suggested that

employers in bureaucratic organizations should know how to strike a balance between

organizational goals and employee needs like nature of work, remuneration and building

good relations with the employees. Nature of work is the activity done and grasped to

indicate commitment to organizational goals that links with job satisfaction and quality of

work life, (Dermy, 2002). Remuneration is concemed with formulating and implementing

policies and strategies that are aimed at rewarding employees fairly, consistently and

equitably in accordance to organizational values, (Armstrong, 2007). Building good

relations is creating a synergistic work environment that enhances organizational

commitment through achieving desired goals, (Dermy, 2002). At Eastem Deanery,

remuneration, employee motivation and employee needs like a good medical scheme

have contributed to high tumover, (Human Resource Department, 2011).

The key highlight in this section is that rationalization within an organization leads to rise

in capitalism which makes leaders within the organization view employees as objects of

achieving organizational goals. Lack of motivation on job performance especially through

nature of work and remuneration has contributed to job dissatisfaction among employees

in Eastem Deanery. As a result this affects organizational performance in terms of job

performance among employees which consequently leads to increase in employee

tumover. Therefore, rationalization of society leads to lack of appealing remuneration

strategies and job dissatisfaction. The next section is about organizational policies and

organizational performance.

2.4 Organizational Policies and Organizational Performance

Organizational policies are principles or mles that act as guidelines for employees within

an organization to articulate organizational goals effectively and ethically, ((Kahmenan

and Tvesky, 2000). Organizational policies also provide ways to increase effectiveness in

an organization where commitment to good practice, adherence to the policies and

statutory obligations are laid to ensure efficiency of the policies, (Schaefer, 2004). He

further observed that organizational policies should be of significance to an organization

22

in order to enhance organizational performance. The next section is about impact of

organizational policies on employees' performance.

2.4.1 Impact of Organizational Policies on Employees' Performance

There is always the feeling of being uninvolved, uncommitted, and not appreciated

especially when the employees are not taking part in decision making or carmot use their

own creativity, (Schaefer, 2004). In addition, employees feel dissociated from the

surroundings within a bureaucratic organization due to the strict policies, (Schaefer,

2004). Thus Macionis (2000) agrees with Schaefer (2004) when he observed that

employees have to adhere to policies and once in a while mentorship as well as coaching.

A study by Maclureira (2007), emphasizes Schaefer (2004) and Macionis (2000) views

that bureaucratic rule in Portugal had an authoritarian centralized government. According

to Maclureira (2007), the centralized govenmient existed since before 1930. This

government was characterized by policies that were well stipulated and citizens in

Portugal were meant to adhere to them. In addition, centralized government was also

characterized by limited use of individual freedom, individual capacity and individual

initiative within organizations. Further, Maclureira (2007) observed that in 1932 there

was introduction of decentralized structures and self-enforcing practices which had an

incomplete guideline that was restraint for competition. The guideline was incomplete

because businessmen could observe some freedom thus all business activities or margins

were under strict regulations. This illustration shows that in bureaucratic organizations

whether authority is centralized or decentralized, there are strict rules that employees

should adhere to at all times.

Organizational policies affect organizational performance when the policies are not

updated as required, they do not address various concerns of the employees and

employees do not contribute to the drafting of the policies, (Maclureria, 2007). According

to Schaefer (2004) rigid organizational policies are threats to employees and they are

associated with punitive responses, therefore employees have the obligation to adhere to

them. Studies have shown that lack of adherence to the rigid policies has also been found

contribute to employees' layoffs and punishments within organizations.

Jeanne and Keith (2009) agree with Schaefer (2004) when they suggested that an

employee's orientation on organizational policies creates awareness on organizational

23

performance. Similarly, Jeanne and Keith (2009) argued that through the organizational

policies, organizations create effectiveness through organizational performance. The next

section is about adherence to written policies.

2.4.2 Written policies and job performance

Schaefer (2004) described organizational policies as guidelines that stipulate how

employees are meant to work and behave within the organization. Further, Schaefer

(2004) observed that the employees are meant to follow the policies accordingly and in

case of defiling the policies the employee can be severely punished. Schaefer (2004) also

argued that bureaucratic organizations regard written policies as the only way to achieve

organizational performance and that's why they are not regularly updated. This means

that employees stick to the ancient ways of carrying out tasks.

Studies done by Jearme and Keith (2009) in the United States had similar views with

Schaefer (2004) where they observed that failure of employees to follow these policies

would lead to their services being terminated and other employees would be hired for the

same job. According to them, this led to employees keeping in touch with the

bureaucratic organizations in order to keep up with the policies which kept changing and

to avoid loss of contracts. This means that in order to improve organizational performance

coaching, mentoring and orientation of new and old employees is required.

In Eastem Deanery, there are policies which are meant to be adhered to just as Maclureria

(2007) observed in Portugal. However, at Eastem Deanery, the policies have not been

revised since 1993, (Human Resource Department, 2011) which makes it difficult for

employees to adhere to some of the policies since they are outdated. Further, coaching

and mentorship are rarely done on the policies thus employees read policies on their own

and new employees are not well orientated on the policies. According to the Human

Resource Department, (2011), top management team should ensure employees are

orientated on organizational policies and to make any changes on the policies.

The key highlights in this section are that employees feel dissociated from the

surroundings in a bureaucratic organization due to the strict policies. Further, employees

are meant to adhere to the strict policies at all times in a bureaucratic organization and

failure to adhere leads to use of punishment and threats or employees are terminated from

the organization. Organizational policies influence organizational performance since

24

employees' activities within the organization are guided by the policies. Therefore,

employees follow and perform tasks according to the policies within the organization.

The next section is chapter summary.

2.5 Chapter Summary

This chapter provided literature review on how organizational structure influences

organizational performance. Some of the organizational structure dimensions that

influence organizational performance include hierarchy of authority, participative

decision making and Standard Operating Procedures. This chapter also discussed

literature on rationalization of society and organizational performance which includes

lack of motivation on job performance, job dissatisfaction and employees' needs and

performance. Further, the chapter discussed literature on organizational policies and

organizational performance which includes impact of organizational policies on

organizational performance and adherence to written policies and performance.

The literature review shows a significant relationship between bureaucracy and

organizational performance. To enhance organizational performance, the organizational

structure, rationalization of society and organizational policies must be accommodative to

the employees. Lack of participation in organizational activities like decision making and

drafting Standard Operating Procedures has been observed as being associated with poor

performance within bureaucratic organizations. Research had also found out that there is

a significant relationship between bureaucracy and organizational performance. Literature

review also points out towards higher performance in organizations being achieved

through leaders in organization treating employees equally when it comes to motivational

needs, medical, compensation and reward system. If employee participation and needs are

treated with great significance then bureaucratic organizations will be poised for

excellence. Organizational policies play a significant role in the organization since they

act as guidelines that employees are meant to adhere, to enhance organizational

performance.

An organization's ability to have an effective organizational structure, to provide equal

benefits to employees and have accommodative organizational policies is shown as being

critical to organization achieving its objectives and reduction in employee tumover. The

next chapter highlights how the research study was conducted.

25

CHAPTER T H R E E

3.0 RESEARCH METHODOLOGY

3.1 Introduction

According to Cooper and Schindler (2000), research methodology entails carrying out a

systematic enquiry using research methods to provide relevant information that will be

used for decision making. This chapter presents the research methodology that was

applied in carrying out the study. First, a presentation of the research design was

provided. This was followed by an explanation of the target population, sample size, data

collection procedures and instruments, data analysis procedures and reporting and ethical

issues. Each of these variables is discussed in the subsequent sections.

3.2 Research Design

Schaefer (2005) defined a reseaith design as a detailed plan or method of obtaining data

scientifically. Schaefer (2004) also observed that the selection of a research design should

be guided by creativity and ingenuity in terms of the time needed to collect the results of

the research. Moreover, he also argued that one should choose a research design that can

generate the relevant information or data that is needed for the study.

A descriptive research design was used for this study. Malhotra and Birks (2007)

described a descriptive research design as a scientific method that involves observing and

describing the behavior of a subject without influencing it in any way. A descriptive

research design attempts to find out the; who, what, where, when and how much, (Cooper

and Schindler, 2000). Furthermore, Cooper and Schindler (2000) argued that a descriptive

research design is structured, has investigative questions and part of formal studies. The

descriptive design was deemed appropriate because the main interest of this study was to

explore the viable relationship and describe how the factors would support matters under

investigation.

3.3 Population and Sampling Design

3.3.1 Population

According to Schaefer (2004), population is the study of the size, composition and

territorial distribution in a given place. Eastem Deanery has a total number of 457

employees where 424 employees are permanent employees while 20 employees are on

26

locum and 13 are on internship. The target population for this study was composed of top

level managers, middle level managers and non management team who are permanent

employees of Eastem Deanery from the fourteen satellite clinics namely; Mathare,

Kariobangi, Dandora, Saint Alice, Eastleigh, Komarock, Donholm, Humma, Shauri

Moyo, Section Four, Ruai, Soweto, Baba dogo and Njim. In addition, the target

population was representative enough to respond to the research questions. The

population of interest was broken dovra as follows:

Table 3.1: Population size

Population Total number of employees in each cadre

Top level managers 34

Middle level managers 63

Non management team 327

Total 424

Source: Human resource department records, Eastem Deanery (2011)

3.3.2 Sampling Frame

Flick (2007) defined sampling frame as the complete and correct list of population from

which a sample is dravm. The sampling frame for this study was a list of the employees

that was confirmed by the heads of various departments. The criteria used for employee

stratification for the study was by job cadre, (Human Resource Department, 2011).

3.3.3 Sampling Design

Cooper and Schindler (2000) defined a sampling design as the target population that is

being studied using sampling methods. The stratified sampling technique was used to

select the sample. According to Cooper and Schindler (2000), stratified sampling gives an

increase in statistical efficiency on a sample and provides adequate data for analyzing

various sub-populations thus enabling the uses of different research methods and

procedures with different strata. Therefore, the stratified sampling technique was suitable

for this study as the target population consisted of various cadres of employees. The

27

stratum for this study was top level managers, middle level managers and non

management team.

For the top level managers and middle level managers, simple random sampling was

used. According to Cooper and Schindler (2000) in simple random sampling all the top

and middle level managers were given an equal chance of selection. Each of the top and

middle level managers were assigned a unique number which was written on a paper and

folded and put in a bowl and mixed up and a blind folded researcher selected one at a

time until the expected size was reached.

Systematic random sampling was used with the non management team where each

element of the population had a known and equal probability of selection, (Cooper and

Schindler, 2000). According to Flick (2007) systematic random sampling is used when

the population is logically homogeneous since systematic sample units are uniformly

distributed over the population. 'Systematic random sampling involved the 'nth' member

being selected from the total population for the inclusion in the sample population. The

non management team was from a larger population of 327 and that is why systematic

random sampling was appropriate.

Table 3.2: Sample size

Category Population Frequency Sample Ratio Sample

Top level managers 34 20% 17

Middle level managers 63 30% 19

Lower level employees 327 10% 32

TOTAL 424 68

3.3.4 Sample size

According to Cooper and Schindler (2000) a sample size is a smaller set of the larger

population. Determining the sample size for the study was important since it would aid in

collecting accurate results. The sample size was based on the theory of "Theoretical

Saturation" (Strauss and Corbin, 1998). This means that the quality of the data was more

28

important than the number of those who were questioned. Usually, saturation occurs

somewhere between 10 and 30 interviews. The sample size was appropriate for the study

as it ensured that all the cadres in the organization were represented thus reducing

sampling bias and achieving a high level of representation. Therefore, the sample size of

68 collected from a total population of 424 employees was sufficient and representative

of the whole population.

3.4 Data Collection Methods

The study used primary data which was collected through self-administered

questionnaires. A questiormaire is a usefijl tool for collecting data from respondents

because of the need to provide a means of expressing their views more openly and

clearly, (Cooper and Schindler, 2000). The questionnaires designed for this study were

based on the research questions. The structured questionnaire consisted of open ended

and closed ended questions designed to elicit specific responses for quantitative analysis.

The questionnaire consisted of four sections, namely; section one deals with personal

information, section two which is designed to measure the influence of organizational

stmcture on organizational performance, section three dealing with how rationalization of

the society affects organizational performance and section four dealing with the impact of

policies on organizational performance. A 5 point likert scale questionnaire was also

applied and consisted of a series of statements that express strongly agree to strongly

disagree.

3.5 Research Procedures

The questiormaire was formulated and submitted to the himian resource department

supervisors for clarity and content validity. This was preceded by seeking approval fi-om

top level managers from Eastem Deanery for data collection. After approval a pilot test

was carried out for efficiency in Donholm satellite clinic among 8 respondents. The pilot

test results were not to be used for analysis of data for the study but determine if the

questions were appropriate and how much time a respondent would take to fill one

questionnaire. According to Flick (2007) pilot test ensures reliability of data collected for

the purpose of the research. After a successful pilot test, a letter of introduction was

attached to the questionnaires for elaboration on the purpose of the study. The

questiormaire was administered to all satellite sites but preceded by seeking permission

from the organization board of govemors and management so that the study could be

29

carried out at Eastem Deanery. The questionnaires were administered with the aid of

research assistants using drop and pick method from respondents. This was carried out in

a period of ten working days since the satellite clinics within Eastem Deanery are spread

out in the Eastem part of Nairobi. Follow up was done using emails, phone calls and text

messages to achieve high response rate. Each questionnaire was estimated to take 25

minutes to complete.

3.6 Data Analysis Methods

Before final analysis was undertaken the, data collected was checked for completeness

and consistency. In order to ensure logical completeness and consistency of responses,

data editing was carried out by the researcher. Identified mistakes and data gaps were

rectified to ensure legibility and clarity of unclear and inappropriate responses, (Cooper

and Schindler, 2000). The questionnaires were then coded

The questionnaires were then coded individually and input into the data analysis tool

Statistical Package for Social Sciences (SPSS). This was analyzed using both descriptive

(measures of central tendency and measures of variations) and inferential statistics.

Descriptive studies according to McBumey (2007) involves the process of transforming a

mass of raw data into tables, charts, frequency distribution and percentages which are a

vital part of having the data make sense to the researcher. Descriptive statistics were

computed to obtain a general understanding of the Eastem Deanery and respondents'

characteristics such as age, gender and education among others. Inferential statistics were

computed in the second stage of the analysis to test the relationship between the

independent and dependent variables of the findings from the sample to a larger

population.

Correlational analysis according to Cooper and Schindler (2000) is a statistical technique

that shows linear relationship between two variables. Correlational analysis was

significant for this study to explore causal relationships between different variables and to

predict scores on one variable from research respondents scores based on other variables

that were used for the study.

3.7 Chapter Summary

This chapter described the research methodology that was used to carry out this study.

The research design was descriptive and focused on the influence of bureaucracy on

30

organizational performance in Eastem Deanery. In addition, the population size for this

study was 424 employees who were the permanent employees from the fourteen satellite

clinics in Eastem Deanery namely; Mathare, Kariobangi, Dandora, Saint Alice, Eastleigh,

Komarock, Donholm, Humma, Shauri Moyo, Section Four, Ruai, Soweto, Baba dogo and

Njim. The sample size was 68 employees from a population of 424 employees.

Questionnaires were used for data collection. The questionnaires were based on the

research questions of the study. Pre-testing was carried out to ascertain the suitability of

the questions before distributing the actual questionnaires. Lastly, data was analyzed

using Statistical Package for Social Sciences (SPSS). The next chapter provides the

results and findings of the study.

31

CHAPTER 4

4.0 DATA ANALYSIS AND FINDINGS

4.1 Introduction

This chapter illustrates data analysis and findings based on results of respondents' views

in Eastem Deanery using questionnaires. The methodology used for the study was a

descriptive research design. The sampling techniques adopted for this study were simple

random sampling and stratified random sampling. Simple random sampling was used to

obtain the sample of 17 top level managers and 19 middle level managers while stratified

random sampling was used to obtain the strata for non management team which was 32

employees of Eastem Deanery. Questionnaires were used for the study and they were

coded individually and input into the Scientific Package for Social Sciences (SPSS) for

analysis.

»

The findings of this study were based on the responses from the questionnaires filled and

information gathered on the research questions. The first section of the questiormaire was

on bio-data. The second section was on organizational stmcture and organizational

performance. The third section examined rationalization of society an organizational

performance. The fourth section focused on organizational policies and organizational

performance. Out of a targeted 68 respondents, 50 responded to the questiormaires. This

is represented in a response rate of (73%) that was sufficient enough to answer the

research objective. The response rate is represented in Table 4.1

Table 4.1 Response rate

Category Target Population Response Response Rate (%)

Top Level Managers 17 15 74%

Middle Level Managers 19 11 72%

Non Management Team 32 24 71%

Total 68 50 73%

32

4.2 General Information <

The study sought to find out basic information about the respondents for distribution,

representation and validity. The next section provides personal information on the top,

middle and non management team employees sampled. The results are presented next.

4.2.1 Age bracket

The study sought to establish the age bracket for the top level managers, middle level

managers and non management team of Eastem Deanery. Table 4.2 shows that top level

managers aged 20 to 35 comprised of (13.3%), followed by 35 to 50 years which

comprised of (40%)) and 50 years and above was (46.7%). Among the middle level

managers, the age bracket between 20 to 35 years was (59.8%), 35 to 50 years was

(31.5%) and age 50 and above was (8.7%). The findings on age bracket among the non

management team were 20 to 35 years at (68.2%), 30 to 35 years were (27.3%) and 50

and above (4.5%)).

Table 4.2: Age of Respondents

Top managers Middle level Non management team

Frequency Percent (%)

Frequency Percent

(%)

Frequency Percent

(%)

20-35 2 13.3 7 59.8 16 68.2

35-50 6 40 3 31.5 6 27.3

50 and above

7 46.7 1 8.7 2 4.5

Total 15 100.0 11 100.0 24 100.0

4.2.2 Level of education

The level of education provides information on the qualifications of the employees in the

organizational stmcture. The level of education is critical to determine the level of

decision making and to establish who should participate in decision making process. The

Table 4.3 shows that among the top level managers (40%)) were certificate holders, (40%)

diploma holders and (20%) degree holders. Among the middle level managers (8.7%)

were certificate holders, (31.5%) diploma holders while (59.8%) degree holders. The non

33

management team had (22.7%) certificate holders, (40.9%) diploma holders and (36.4%)

degree holders.

Table 4.3: Level of Education

Top managers Middle level Non management team

Frequency Percent Frequency Percent Frequency Percent

Certificate 6 40.0 1 8.7 5 22.7

Diploma 6 40.0 3 31.5 10 40.9

Degree 3 20.0 7 59.8 9 36.4

Total 15 100.0 11 100.0 24 100.0

4.2.3 Gender

The study sought to find out the gender of the respondents and if it had any effect on

organizational performance. Table 4.4 shows that among top level managers (33.3%)

were male while (66.7%)) were female. Among the middle level managers (36.4%) were

male while (63.6%) were female. The findings showed among the non management team

(31.7%) were male while (60.3%)) were female. This shows that the majority of the

respondents were female among the three categories: top level managers, middle level

managers and non management team.

Table 4.4: Gender

Top managers Middle level Non management team

Frequency Percent Frequency Percent Frequency Percent

Male 5 33.3 4 36.4 8 31.7

Female 10 66.7 7 63.6 16 60.3

Total 15 100.0 11 100.0 24 100.0

The next section is about organizational stmcture and organizational performance.

34

4.3 Organizational Structure and Organizational Performance

Organizational structure is the framework that is mostly hierarchical within which an

organization arranges lines of authority, determines the extent to which tasks and power

will be allocated as well as determines how information flows between the different

levels of management, ( Robins and Judge, 2007). Organizational structure depends on

the mission, vision, strategies and processes in which an organization is meant to operate

and various activities like supervision, coordination and task allocation. In order for a

bureaucratic organization to be effective, hierarchy, non participative decision making

and Standard Operating Procedures are significant. The study sought to find out how the

organizational structure influences organizational performance by three main variables

namely; if organizational structure determines the mode in which the organization

operates and the decision making process. The findings on the variables are presented

next.

4.3.1 Correlation of Organizational Structure and Bio-data

The researcher sought to correlate how organizational structure components with bio-data

influence organizational performance in Eastem Deanery. The target respondents were

used for this study. The findings revealed that various variables in organizational

stmcture namely decision making and procedures have a relationship with bio-data which

influences organizational performance.

35

Table 4.5 Correlations on organizational structure with bio-data and organizational performance

Decision making

Allocation of tasks Procedures Gender

Level of Education Category

Decision making

Pearson Correlation 1 -.114 -.436" -.185 .280* .118

Sig. (2-tailed) .430 .002 .199 .049 .416

N 5 0 50 50 50 50 50

Allocation of tasks

Pearson Correlation -.114 1 -.030 .937" .015 .078

Sig. (2-tailed) .430 .839 .000 .916 .588

N 5 0 50 50 50 50 50

Procedures Pearson Correlation -.436" -.030 1 .124 -.602** -.036

Sig. (2-tailed) .002 .839 .390 .000 .804

N 5^ 50 50 50 50 50

Gender Pearson Correlation -.185 .937" .124 1 -.094 .126

Sig. (2-tailed) .199 .000 .390 .517 .384

N 50 50 50 50 50 50

Level of Education

Pearson Correlation .280* .015 -.602" -.094 1 -.004

Sig. (2-tailed) .049 .916 .000 .517 .978

N 50 50 50 50 50 50

Category Pearson Correlation .118 .078 -.036 .126 -.004 1

Sig. (2-tailed) .416 .588 .804 .384 .978

N 50 50 50 50 50 50

**. Correlation is significant at the 0.01 level (2-tailed).

Source: Resuh Data (2012) Correlation is significant at 0.01 level (**2-tailed) and at 0.05

level (*2 tailed). Table 4.6 showed that there was a significant relationship between

decision making process and procedures at (r=0.486, p<0.01). There was also a

significant relationship between decision making process and level of education at

(r=0.280, p<0.05). Another significant relationship was between allocation of tasks and

gender at (r=0.937, p<0.01). Procedures and decision making had a significant

relationship at (r=0.486, p<0.01). There was also a significant relationship between

36

procedures and education at (r=0.602, p<0.01). Gender and allocation of tasks were

correlated and there was a significant relationship at (r=0.937, p<0.01). A significant

relationship was between level of education and decision making (r=0.280, p<0.05). In

addition, level of education had a significant relationship with procedures at (r=0.602,

p<0.01). Therefore, this indicates that there is a significant relationship between bio-data

and variables in organizational structure.

4.3.2 Organizational Structure in Eastern Deanery

The study sought to establish that in Eastem Deanery there is a bureaucratic stmcture.

The respondents who were from the top level management had (92.7%) in agreement

while (7.3%) respondents indicated Eastem Deanery had a functional stmcture.

Respondents in the top level management agreed that having a bureaucratic stmcture in

Eastem Deanery is encompassed by supervision, coordination and task allocation. To

facilitate coordination and task allocation, the middle level managers must report to the

top level managers to be guided on various tasks. From the middle level managers (87%)

agreed with the statement that they have to report to the top level managers for

instructions while (13%) disagreed. However, the non management team strongly agreed

that managers provide guidance to tasks.

4.3.3 Mission Statement Stipulates Organizational Objectives

This study sought to find out that the mission statement stipulates organizational

objectives where (96.7%) respondents from the top level managers agreed while (3.3%)

disagreed with the statement. The respondents observed that the mission statement gives

direction towards achieving organizational objectives. Non management team strongly

agreed that through uniformity of tasks within departments organizational objectives are

achieved.

4.3.4 Organizational structure determines the mode in which the organization

operates

The study sought to find out if organizational stmcture determines the mode in which the

organization operates. The respondents' scores were based on a scale of (1-5) where 5

best describes and 1 least describes. Top level managers strongly agreed (76.5%) with the

statement while 23.5% disagreed. The middle level managers agreed with the statement at

(27.9%) while 72.1% strongly disagreed with the statement. Non management team had

37

(15.3%) agreeing with the statement while (84.7%) strongly disagreed with the statement.

From the result only the top level managers agreed with the statement while majority of

the middle level managers and non management team disagreed with the statement.

• Yes

• No

Figure 4.1 Organizational structures determine the mode in which the organization operates.

4.3.5 Determination of responsibilities for employees

The study sought to establish how responsibilities were determined for employees within

Eastem Deanery. The findings showed that (89.3%)) of the top level managers agreed that

job description helps determine employees responsibilities while (10.7%)) of the top level

managers where of the opinion that job analysis is conducted first. Middle level managers

had (10.8%)) agreeing that authority and responsibility is delegated by the top level

managers while (89.2%)) of the middle level managers disagreed with the statement.

4.3.6 Decision making in the organization

Decision making process is regarded as the cognitive process that results in the selection

of course of action among several alternatives available as solutions, (Kreitner and

Kinicki, 2007). This study sought to find out whether in Eastem Deanery the decision

making process is participative or non participative. The results showed that 100% of top

level managers did not believe in participative decision making. The middle level

managers and non management teams had different views on the decision making process

of Eastem Deanery. Respondents in the middle level managers viewed participative

38

decision making at 31.5% while 68.5% was non participative. Non management team had

respondents at 8.3% backing up participative decision making while 91.7% were of the

opinion of non participative decision making. Therefore, the findings indicate that most

respondents observed that non participative decision making takes place in Eastem

Deanery. The results are shown in Table 4.6.

Table 4.6 Decision making in the organization

Top level Middle level Non management

team

Frequency Percent Frequency Percent Frequency Percent

% % %

Participative

decision making

0

«

0 3 31.5 2 8.3

Non participative 15 100.0 8 68.5 22 91.7

decision making

Total 15 100.0 11 100.0 24 100.0

4.3.7 Updating Standard Operating Procedures

The study sought to establish whether updating Standard Operating Procedures was based

on decisions made by the top level managers. The respondents who were the top level

managers had (15%) agreeing that updating Standard Operating Procedures was based on

decisions while (85%) of the top level managers disagreed. However the non

management team strongly disagreed that Standard Operating Procedures are based on

the decisions made by the top level managers.

4.3.8 Employee demotion

The study sought to establish whether the top level managers were involved in employee

demotion. The findings showed that (89.2%) of the top level managers agreed while

(10.8%)) disagreed with the statement. Among respondents from the middle level

managers (93.7%) agreed that they carmot make any decisions about employees'

39

demotion without first consulting with top level managers however (6.3%) disagreed with

the statement.

4.3.9 Reporting to tlie top level managers

The study sought to find out whether middle level managers' report to the top level

managers and if the top level managers report to the middle level managers. The results

showed that (97.3%)) of the middle level managers report to the top level managers while

(2.7%) do not report to the top level managers. However, the findings showed that

(100%) of the top level managers do not report to the middle level managers.

4.3.10 Existence of Communication Problems between Departments

The study sought to establish whether there is existence of communication problems

between departments. The results showed that (90.2%)) of the respondents from middle

management agreed there were problems while (9.8%) disagreed with the statement.

However, (92.4%) of the top level managers disagreed that were any strategic problems

within the department while (7.6%) agreed with the statement.

4.3.11 Overwhelmed with decisions

The study sought to find out whether the top level managers are overwhelmed with

organizational decisions. The findings showed that 100%) of the middle level managers

agreed that top level managers were overwhelmed with decisions. Non management team

also strongly agreed with middle level managers that top level managers are overwhelmed

with organizational decisions.

4.3.12 Organizational Structure Variables influence on Non Management team at

Eastern Deanery

The study sought to find out how different variables of organizational structure in Eastem

Deanery influence non management team performance. (A scale of 1 to 5 was used to

obtain the results where 1 (Strongly disagree), 2( disagree), 3 ( neither agree or disagree),

4 ( agree) and 5( strongly agree). The flndings in Table 4.7 indicated that most non

management team employees were not satisfied with the organizational stmcture in

Eastem Deanery especially lack of participatory decision making (mean=4.22) and

innovation and creativity not utilized among employees (mean 2.20). From the results the

40

non management team indicated that there was no uniformity of tasks within departments

(mean 2.10) and lack of feeling of citizenship within Eastem Deanery (mean 4.70).

Table 4.7 Organizational structure variables influence on non management team at Eastern Deanery

Organizational Structure Variables influence Non Management team at Eastern Deanery

Mean Std. Deviation

Managers guidance on tasks 2.4200 1.44406

Non participative decision making 4.2200 1.28238

Innovation and creativity 2.2000 .60609

Rely on managers for decisions 1.1000 .30305

Procedures 2.1600 .65027

Following guidelines when performing tasks 4.9000 .30305

Uniformity of tasks within departments 2.1000 .30305

Lack of feeling of citizenship within the organization

4.7000 .90914

4.4 Rationalization of Society and Organizational Performance

Rationalization of society is a dominant feature in modem society within bureaucratic

organizations that is characterized by two social classes namely bourgeoisies and

proletarians, (Schaefer, 2004).

4.4.1 Correlation of Rationalization and Organizational Performance

The study sought to correlate rationalization in relation to motivation, job satisfaction,

working environment, education and age. The respondents used for this study were the

middle level managers and the non management team. The results are next on Table 4.8

41

Table 4.8 Correlation of Rationalization and Organizational Performance

Motivation Job Satisfaction Environment Pay Education Age

Motivation Pearson Correlation 1 l.OOO" -.951" .937" -.677" .026

Sig. (2-tailed) .000 .000 .000 .000 .860

N 5 0 5 0 50 50 50 50

Job satisfaction Pearson Correlation 1.000" 1 -.951" .937" -.677" .026

Sig. (2-tailed) .000 .000 .000 .000 .860

N 5 0 50 50 50 50 50

Work

Environment

Pearson Correlation

Sig. (2-tailed)

-.951"

.000

-.951"

.000

1 -.999"

.000

.644"

.000

-.062

.669

N ?0 50 50 50 50 50

Pay Pearson Correlation .937" .937" -.999" 1 -.634" .066

Sig. (2-tailed) .000 .000 .000 .000 .647

N 50 5 0 50 50 50 50

Education Pearson Correlation -.677" -.677" .644" -.634" 1 .517"

Sig. (2-tailed) .000 .000 .000 .000 .000

N 50 50 50 50 50 50

Age Pearson Correlation .026 .026 -.062 .066 .517" 1

Sig. (2-tailed) .860 .860 .669 .647 .000

N 50 50 50 50 50 50

**. Correlation is significant at the 0.01 level (2-tailed).

There was a significant relationship between motivation and job satisfaction (r=1.000,

p<0.01). A significant relationship was also seen between job satisfaction and working

environment (r=0.951, p<0.01). Similarly, job satisfaction and pay had a significant

relationship (r=0.937, p<0.01). A significant relationship was also seen between the work

environment and pay (r=0.999, p<0.01). However, there was no relationship between age

Unitea jjiaw^iniernaticnai University

Atrica - Library

and motivation, work environment and age, age and education, age and job satisfaction.

Motivation, job satisfaction, pay and working environment were the parameters that had

significant relationships when they were correlated.

4.4.2 Rise of Capitalism in Eastern Deanery

This study sought to determine whether rationalization in Eastem Deanery existed in

terms of having two definite classes of employees that is bourgeoisies (capitalists). Top

level managers had (13.3%) with the view that there is capitalism while (86.7%) insisted

there was no capitalism. However, the middle level managers and the non management

team had different opinions. The middle level managers agreed on existence of capitalism

(63.6%) while (36.4%) disagreed on existence of capitalism. Majority of non

management team agreed there was capitalism (91.7%») while (8.3%) argued there was no

capitalism. From the respondents view majority were of the opinion that there was

capitalism present in Eastem Deanery. The results are next on figure 4.2

• Yes

• No

Top level managers Middle level Non-management

managers level

Figure 4.2 Rise of Capitalism in Eastern Deanery

4.4.3 Rationalization leads to a negative and dehumanizing working environment

The study sought to find out whether rationalization leads to a negative and dehumanizing

working environment. The results showed that 100% of the top level managers disagreed

with the statement. However, middle level managers (98.2%)) agreed that employees are

exploited and punishments as well as threats are common while (1.8%) disagreed with the

43

statement. Respondents from the non management team strongly agreed with the

statement where they observed that tension is experienced in the working environment.

4.4.3 Capitalism leads to a distinctive way of thinking

The study sought to establish if capitalism leads to a distinctive way of thinking. The top

level managers (100%) disagreed with the statement.

4.4.4 Performance measurements and performance

Behn (2003) described performance measurement as a process for collecting and

reporting information regarding the performance of an individual, group or organizations.

It can involve looking at whether set objectives have been achieved in regards to the set

standards, Behn (2003) and these measures are directed towards improving performance.

This section of the study sought to fiirther investigate if performance measurement was

carried out in Eastem Deanery, and if the results obtained were utilized to improve

performance. Top level managers (93.3%) agreed on performance measurement being

carried out while (6.7%) did not agree performance management was effective enough.

The middle level managers agreed with performance measurement (72.7%) while

(27.3%) disagreed. Non management team agreed with performance measurement

(17.7%) while the majority disagreed (83.3%).

• Yes

• No

Top level managers Middle level Non-management

managers level

Figure 4.3 Performance measurement and organizational performance

44

4.4.5 Employees Motivation

The study sought to establish employee motivation in Eastem Deanery. Respondents from

the top level managers (96.4%) agreed that employees were motivated working at Eastem

Deanery while (3.6%o) disagreed with the statement However, the middle level managers

and the non management team did not agree that there is employee motivation.

4.4.6 Job satisfaction

The study sought to find out whether there was job satisfaction at Eastem Deanery. The

findings showed that (100%)) of the top level managers agreed that there was job

satisfaction. However, (6.8%) of the middle level managers agreed there was job

satisfaction while (93.2%)) disagreed with the statement. On the other hand, (3%o) of the

non management team agreed there was job satisfaction while (97%)) disagreed with the

statement. « -

4.4.7 Employees needs are met

The study sought to establish whether employees' needs were met at Eastem Deanery.

Among the top level managers, (100%) agreed that employee needs were met. However,

the non management team strongly disagreed with the statement when most respondents

observed that employees did not have good benefits.

4.4.8 Employees are intrinsically rewarded

The study sought to find out whether employees were intrinsically rewarded. The results

showed that (100%) of the top level managers agreed that employees were intrinsically

rewarded. However, (16.2%)) of the middle level managers agreed that employees at

Eastem Deanery have an effective reward system while (83.8%) disagreed with the

statement. The non management team strongly disagreed about availability of intrinsic

rewards.

4.4.9 Employees can manage family responsibilities while at work

The study sought to find out if employees could manage family responsibilities while at

work. Majority of the top level manages (92.5%)) agreed with the statement while (7.5%)

disagreed with the statement. However the non management team strongly disagreed with

the statement and observed lack of contentment with the working envirormient.

45

4.4.10 Strategy used to enhance job performance

The study sought to find out whether push or pull strategy was used to enhance

accomplishment of organizational goals. The results were that (100%) of the top level

managers use push strategy to enhance job performance and cooperative spirit. However,

the non management team observed lack of contentment with the working environment.

4.4.11 Nature of commitment to organizational goals

The study sought to establish the nature of commitment to organizational goals. The

findings of the study showed that (93.7%) top level managers were of the opinion that

commitment to organizational goals was excellent while (6.3%) were of the opinion that

commitment to organizational goals was good. However, the non management team

disagreed they were committed to organizational goals. This was because the working

environment was not conducive to enhance one's commitment.

4.4.12 Working environment is healthy and safe

The study sought to find out whether the working environment at Eastem Deanery was

healthy and safe for employees. The findings showed that (100%)) of the top level

managers agreed the working environment was healthy and safe. However, the non

management team strongly disagreed with the statement when they observed they do not

feel recognized within the organization.

4.4.13 Employees are proactive

The study sought to find out if employees at Eastem Deanery are proactive. The findings

showed that (8.3%) of the middle level managers agreed with the statement while

(91.7%) of the middle level managers disagreed with the statement.

4.4.14 Creativity and initiative to solve organizational problems

The study sought to find out whether employees at Eastem Deanery can use their own

creativity and initiative to solve organizational problems. The results showed that (100%)

of the middle level managers are not allowed to use their own their creativity and

initiative. On the other hand, the non management team strongly disagreed with the

statement where they observed that use of creativity is limited.

46

4.4.15 Set targets for job performance

The study sought to establish whether targets were set to enhance job performance. The

study found out that (87.8%) of the middle level managers agreed that there were set

targets while (12.2%) disagreed. Then non management team strongly agreed that set

targets exist that are meant to enhance job performance.

4.4.16 Monotonous tasks

The study sought to find out whether at Eastem Deanery, tasks are monotonous. The

study found that majority of the non management team strongly agreed that tasks were

monotonous and there were technologies in place to ensure employees deal with changes

from the extemal envirormient.

4.4.17 Organization values the client more

The study sought to find out if Eastem Deanery values the client more than the

employees. The result findings showed that (100%) of the top level managers value the

client more than the employees. On the other hand, (97.5%) middle level managers

agreed that organization values the client more while (2.5%) disagreed with the statement.

The non management team strongly agreed that the organization values the client more.

4.4.18 Rationalization factors that affect organizational performance

The researcher sought to find out from non management team the rationalization factors

that affect organizational performance. The findings revealed that significant factors were

not put into consideration by the top level managers as issues that would affect employee

performance. Most non management employees revealed performance management was

not an effective tool (mean=5.00), working environment was considered not good

(mean=4.74), job satisfaction was not reflected among the respondents (mean 2.20) and

there was lack of recognifion on job performance (mean=1.4). Majority of the

respondents asserted that Eastem Deanery lacked of satisfaction on various parameters

that have a great impact on job performance. Table 4.9 presents the findings.

47

Table 4.9 Rationalization factors that affect organizational performance

Rationalization factors that affect organizational

performance

Mean Std. Deviation

Job experience 3.8000 .60609

Performance Measurement 5.0000 .00000

Monotonous 4.9000 .30305

Creativity 3.8000 .60609

Good worliing environment 4.7400 .82833

Technologies 4.0000 .00000

Job Satisfaction -> 2.2000 .60609

Contentment working in the organization 3.8600 .57179

Goals 4.1000 .30305

Recognition of job performance 1.4000 1.21218

Pay according to job performance 1.3400 1.09935

4.5 Organizational Policies and Organizational Performance

Organizational policies are principles or rules that act as guidelines for employees within

an organization to articulate organizational goals effectively and ethically, (Kahmenan

and Tevsky, 2000). Employees should be well mentored and coached on organizational

policies so that they can fit into the organization and commit to organizational goals and

participation in policy making is also significant. The next section examines these

variables.

4.5.1 Organizational policies increase effectiveness within the organization

The study sought to find out whether organizational policies increase effectiveness within

the organization. The findings were (100%) of the top level managers agreed

organizational policies increase effectiveness within the organization. However, (89.3%)

48

of the middle level managers agreed that organizational policies increase effectiveness

when employees adhere to the policies w^hile (10.7%) disagreed with the statement. Non

management team strongly disagreed that policies at Eastem Deanery increase

organizational effectiveness.

4.5.2 Commitment to organizational policies

The study sought to find out commitment to organizational policies at Eastem Deanery.

The findings showed that (83.7%)) of the top level managers showed commitment to

organizational policies while (16.3%) disagreed with the statement. However, the non

management team did not agree their commitment to organizational policies.

4.5.3 Suggestions given during policy making

The study sought to find out if suggestions were given during policy making. The results

of the study showed that (4.7%) ©f the top level managers agreed suggestions were given

during policy making while (95.3%) of the top level managers disagreed with the

statement. However, (20.7%) of the middle level managers agreed with the statement

while (79.3%)) disagreed with the statement. Non management team strongly disagreed

with the statement.

4.5.4 Employees being coached and mentored

This study sought to find out if employees were coached and mentored on organizational

policies. Coaching is very important since it focuses on enhancing individual skills and to

improve performance while mentoring helps shape individuals skills and values in a

positive way, (Dessler, 2008). The findings showed that (86.7%) of the top level

managers' agreed coaching and mentoring is done for employees while (13.3%)

disagreed. The middle level managers also agreed coaching and mentoring was done

(36.3 %)) while (63.7%) disagreed. Majority of the non management team agreed they

were mentored and coached (95.8%) while (4.2%) were not mentored and coached. Thus,

the findings indicated that mentoring and coaching was done at Eastem Deanery.

49

120.00%

100.00%

80.00%

60.00%

40.00%

20.00%

0.00%

I Yes

I No

Top level managers Middle level

managers

Non-management

level

Figure 4.4 Employees being coached and mentored

4.5.5 Repercussions for not adhering to organizational policies

The study sought to find out where there were any repercussions for not adhering to

organizational policies. The findings show that (94.5%) of the top level managers agree

there should be repercussions while (5.5%) disagreed with the statement. However, the

non management team strongly agreed repercussions are used when employees do not

adhere to organizational policies.

4.5.6 Updating Organizational Policies

The study sought to establish if organizational policies at Eastem Deanery were regularly

updated. Among the top managers (33.3%) responded that policies are updated annually

while (66.7%) had not updated policies. Middle level managers and non management

team observed that policies were not updated at all (100%). This study indicates that

policies at Eastem Deanery are not updated. The results are as follows.

50

Table 4.10 Updating Organizational Policies

Top managers Middle level Non- management

Frequency Percent

%

Frequency Percent

%

Frequency Percent

%

Annually 5 33.3 0 0 0 0

Biannual 0 0 0 0 0 0

Not at all 66.7 11 100 24 100

Total 15 100.0 11 100.0 24 100.0

4.5.7 Participation of policy making

The study sought to find out if there was participation of policy making among the three

categories of employees. Top level managers participated (53.3%), (33.3%)) were of the

opinion that top and middle level managers participated in decision making while

(13.3%) of top level managers were of the opinion that all employees participated in

policy making. The middle level managers were of the opinion that (63.6%o) were top

managers only, (27.2%) were both top and middle level managers while (9.2%) were all

levels. The non management team was of the opinion that majority of top level managers

participated in policy making (79.2%), top and middle level managers participated

(20.8%) while they were not involved in policy making. This study indicates that top

level managers are involved in the process. Thus, policy making is not a participative

process at Eastem Deanery. The results are presented in Table 4.11 next.

51

Table 4.11 Participation in Policy Making

Top managers V Middle level Non- management

e s

>̂ e u <u

CM

a

s

1 e

PH

e s u

G

Top management managers only

8 53.3 7 19

Top management managers and middle management managers

5 33.3 3 5

AH level of employees in Eastern Deanery

2 13.3 1 0

Total 15 100.0 11 100.0 24 100.0

4.5.7 Correlation of organizational policies and organizational performance

The researcher sought to find if organizational policies influence organizational

performance. The findings revealed significant relationship between organizational

policies effectiveness and mentorship (r=1.000, p<0.01). A significant relationship was

between organizational policies effectiveness and adherence (r=0.481, p<0.01). There

was a significant relationship between participation in policy making and adherence

(r=0.481, p<0.01). The findings also revealed a significant relationship between

mentorship and adherence (r=0.481, p<0.01). Therefore, this indicates that for

organizational policies to be effective in Eastem Deanery; participation in policy making

is significant, mentorship and adherence are significant.

52

Table 4.12 Correlation of organizational policies and organizational performance

Correlations

Category

Organizational

Policies Effectiveness

Participation In Policy Making Mentorship Adherence

Category Pearson Correlation 1 -.059 -.059 -.059 -.226

Sig. (2-tailed) .686 .686 .686 .114

N 50 50 50 50 5 0

Organizational Policies

Effectiveness

Pearson Correlation

Sig. (2-tailed)

-.059

.686

1 1.000**

.000

1.000**

.000

-.481**

.000

N 50 50 50 50 50

Participation in

Policy making

Pearson Correlation

Sig. (2-tailed)

-.059

.686

1.000*'

.000

1 1.000**

.000

-.481**

.000

N 50 50 5 0 50 50

Mentorship Pearson Correlation -.059 l.OOO" 1.000** 1 -.481**

Sig. (2-tailed) .686 .000 .000 .000

N 50 50 50 5 0 50

Adherence Pearson Correlation -.226 -.481** -.481** -.481** 1

Sig. (2-tailed) .114 .000 .000 .000

N 50 50 50 50 5 0

**. Correlation is significant at the 0.01 level (2-tailed).

4.6 Chapter Summary

In summary, this study's results showed that out of 68 respondents sampled only 50

respondents participated in the study. Three categories of employees were involved in the

study namely top level managers (74%), middle level managers (72%>) and non

management team (71%)). The aim of the study was to establish how bureaucracy

influences organizational performance based on bio-data, organizational structure,

rationalization of society and organizational policies.

53

The first objective of this study was to establish the bio-data of the employees in Eastem

Deanery. Majority of the top level managers were 50 years and above comprising of

(46.7%) while those aged between 20 to 35 years and 35 to 50 years were (13.3%) and

(40%)) respectively. Among the middle level managers 20 to 35 years were (59.8%), 35 to

50 years represented (31.5%)) and aged 50 and above (8.7%)). the non management team

were 20 to 35 years at (68.2%), 30 to 35 years were (27.3%) and 50 and above (4.5%).

Therefore, these results showed that majority of top level managers were 50 years and

above while middle level managers and non management team were 20 to 35 years.

Further the results from the study showed that top level managers (33.3%) were male

while (66.7%) were female. Among the middle level managers (36.4%) were male while

(63.6%)) were female. The findings showed among the non management team (31.7%)

were male while (60.3%)) were female. Among the top level managers (40%) were

certificate holders, (40%)) diploma holders and (20%o) degree holders. Among the middle

level managers (8.7%) were certificate holders, (31.5%) diploma holders while (59.8%)

degree holders. The non management team had (22.7%) certificate holders, (40.9%)

diploma holders and (36.4%)) degree holders. These results show that majority of the top

level managers are certificate holders while majority of the middle level managers and

non management team are diploma and degree holders.

The second objective of this study was to establish how organizational stmcture

influences organizational performance at Eastem Deanery. According to the results on

whether organizational stmcture determines mode in which the organization operates; top

level managers strongly agreed (76.5%)) with the statement while (23.5%) disagreed. The

middle level managers agreed with the statement at (27.9%) while (72.1% ) strongly

disagreed with the statement. Non management team had (15.3%) agreeing with the

statement while (84.7%) strongly disagreed with the statement. From the results only the

top level managers agreed with the statement while majority of the middle level managers

and non management team disagreed with the statement. The results showed that (100%)

of top level managers did not believe in participative decision making. The middle level

managers and non management team had different views on the decision making process

of Eastem Deanery. Respondents in the middle level managers viewed participative

decision making at (31.5%)) while (68.5%) was non participative. Non management team

had respondents (8.3%)) backing up participative decision making while (91.7%) were of

54

the opinion that there was non participative decision making. Therefore, the findings

indicated that that non participative decision making took place in Eastem Deanery.

The third objective was on rationalization or society and organizational performance

where results from the study revealed that top level managers had (13.3%) with the view

that there was capitalism while (86.7%) insisted there was no capitalism. However, the

middle level managers and the non management team had different opinions. The middle

level managers agreed on existence of capitalism (63.6%) while (36.4%) disagreed on

existence of capitalism. Majority of non management team agreed there was capitalism

(91.7%)) while (8.3%) argued there was no capitalism. The results revealed that capitalism

exists in Eastem Deanery. From the study the results revealed that performance

measurement is done but not for boosting employee performance. Top level managers

(93.3%) agreed on performance measurement being carried out while (6.7%) did not

agree performance management was effective enough. The middle level managers agreed

with performance measurement (72.7%) while (27.3%) disagreed. Non management team

agreed with performance measurement while the majority disagreed (83.3%).

The fourth objective of this study was to find the impact of organizational policies on

organizational performance. The findings revealed significant relationship between

organizafional policies effectiveness and mentorship (r=1.000, p<0.01). A significant

relationship was between organizational policies effectiveness and adherence (r=0.481,

p<0.01). There was a significant relationship between participation in policy making and

adherence (r=0.481, p<0.01). The findings also revealed a significant relationship

between mentorship and adherence (r=0.481, p<0.01). Therefore, this indicates that for

organizational policies to be effective in Eastem Deanery; participation in making is

significant, mentorship and adherence are significant. The next chapter provides the

discussion, conclusion and recommendations.

55

CHAPTER F I V E s

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter presents a summary of the findings, discussions and conclusions of the study

as well as the recommendations based on the conclusions of the study. The chapter will

be divided into four main sections; section one deals with summary of the findings,

section two deals with the discussions of the findings which links literature review

conducted, section three deals with conclusions from the findings and finally section

deals with recommendations from the study giving suggestions on areas to improve on.

The first objective was how organizational structure influences organizational

performance at Eastem Deanery, the second objective was to establish how

rationalization of society influences organizational performance at Eastem Deanery and

lastly to establish the impact of organizational policies on organizational performance.

A descriptive research design was used for the study. The target population for the study

was permanent employees at Eastem Deanery that consisted of top level managers,

middle level managers and non management team. Simple random sampling was used to

obtain the sample for top and middle level managers, 17 and 19 respectively. Systematic

random sampling was done for the non management team since they consisted of a large

group of employees to obtain a sample of 32. Data was collected using questiormaires that

were distributed among all the satellite clinics within Eastem Deanery. The data analysis

tool used was the Statistical Package for Social Sciences (SPSS). Data collected was

qualitative and quantitative in nature. Data was tabulated in form of figures and tables.

5.2 Summary

5.2.1 Organizational Structure and Organizational Performance

The major findings of this study showed that (100%) of top level respondents did not

believe in participative decision making. The middle level managers and non

management respondents' had different views on the decision making process of Eastem

Deanery. Respondents from the middle level category viewed participative decision

making at (31.5%)) while (68.5%)) was non participative. Non management respondents at

(8.3%)) backed up the participative decision making while (91.7%)) were of the opinion of

non participative decision making. Most respondents were not satisfied with the

56

organizational structure in Eastem Deanery especially lack of participatory decision

making (mean=4.22) and irmovation and creativity not utilized among employees (mean

2.20).

This study confirmed that the mission statement stipulates organizational objectives

where (96.7%) respondents from the top level managers agreed while (3.3%o) disagreed

with the statement. The respondents observed that the mission statement gives direction

towards achieving organizational objectives. Non management team strongly agreed that

through uniformity of tasks within departments organizational objectives are achieved.

5.2.2 Rationalization of Society and Organizational Performance

Capitalism also scored high marks where the top level managers group of respondents

denied there was existence of capitalism. Middle level managers and the non management

team had high results on capitalism at Eastem Deanery. Top level managers had (13.3%)

with the view of there is capitalism while (86.7%) insisted there was no capitalism.

However, the middle level managers and the non management respondents had different

opinions. The middle level managers agreed on existence of capitalism (63.6%)) while

(36.4%) disagreed on existence of capitalism. Majority of non management respondents

agreed there was capitalism (91.7%) while (8.3%)) argued there was no capitalism.

The study also confirmed at Eastem Deanery there are two definite classes of employees;

bourgeoisies (capitalists) and proletarians. Top level managers respondents had (13.3%)

with the view of there is capitalism while (86.7%o) insisted there was no capitalism.

However, the middle level managers' respondents and the non management respondents

had different opinions. The middle level managers agreed on existence of capitalism

(63.6%) while (36.4%) disagreed on existence of capitalism. Majority of non

management respondents agreed there was capitalism (91.7%)) while (8.3%) argued there

was no capitalism. From the respondents view majority were of the opinion that there was

capitalism present in Eastem Deanery.

The study showed that employees at Eastem Deanery were not intrinsically rewarded.

The results showed that (100%) of the top level managers respondents agreed that

employees were intrinsically rewarded. However, (16.2%) of the middle level managers

respondents agreed that employees at Eastem Deanery have an effective reward system

57

while (83.8%) disagreed with the statement. The non management respondents strongly

disagreed about availability of intrinsic rewards.

5.5.3 Organizational Policies and Organizational Performance

The study confirmed that majority of the non management respondents were not aware

whether policy making process existed at Eastem Deanery. This also confirmed that

update of organizational policies at Eastem Deanery rarely took place. Among the top

managers (33.3%) responded that policies are updated annually while (66.7%) had not

updated policies. Middle level and non management respondents observed that policies

were not updated at all (100%)). Majority of the non management respondents had the

opinion that outdated policies were significant in the organization and had to be adhered

to. The next section provides the discussion, conclusions and recommendations.

5.3 Discussions ,

5.3.1 Organizational Structure and Organizational Performance

The study confirmed Hazilah (2005) findings on participative decision making where

participative decision making gives each member of the organization a chance to share

their views and skills contributing to organizational effectiveness. The findings on

participative decision making were that top level respondents did not believe in

participative decision making. The middle level managers and non management

respondents' had different views on the decision making process of Eastem Deanery.

Majority of respondents from the middle level category viewed participative decision

making was non participative. Non management respondents backed up the participative

decision making was non existence within Eastem Deanery. From the findings the study

also confirmed that participative decision-making process ensures completeness of

decision making and also increases team members' commitment to final results,

(Carmelli, Sheffer and Halevi, 2009). Participative decision-making should be embraced

in organizations since each decision making process should lead to selection of a final

choice of course of action that will lead to organization effectiveness, (Kahmenan and

Tvesky, 2000). To ensure decisions are made appropriately within an organization, the

participative decision making process is very significant where each member of the

organization can contribute ideas to make decisions that will lead to desired output.

Participative decision making is the extent to which employers allow or encourage

employees to share or participate in organizational decision-making (Probst, 2005). Thus,

58

members working in an organization are involved in the decision making process, then

the top management levels aggregates all the suggestions together and come up with

decisions that will benefit the entire organization.

This study confirmed Robbins and Judge (2007) viewed that the organizational structure

depends on the mission statement since organizational objectives are stipulated. The

findings of this study showed that majority of top level managers respondents agreed with

the statement. The respondents observed that the mission statement gives direction

towards achieving organizational objectives. Non management respondents strongly

agreed that the mission statement stipulates organizational objectives.

The study fiirther confirmed that Standard Operating Procedures should be implemented

by all employees through making decisions. Bennet (2006) observed that if standard

operating procedures should be implemented by all employees through a participative

network. Bennet (2006) further viewed that there is a high chance of employees

embracing the processes or procedures written for different tasks positively which fiirther

leads to improved organizational performance. The findings of this study showed that

that the top level respondents disagreed that updating Standard Operating Procedures

should be based on participative network among all employees. This showed that at

Eastem Deanery it's only the top level managers who participate in making decisions on

Standard Operating Procedures.

5.3.2 Rationalization of Society and Performance

The study also confirmed Yoon (2001) views on employee motivation being the biggest

driver to organizational performance. Yoon (2001) noted that an organization should be

able motivate employees and create motivation mechanisms that are sustainable. From the

findings of this study on employee motivation in Eastem Deanery had majority of top

level respondents agreeing that employees were motivated working at Eastem Deanery.

However, the middle level managers and the non management respondents strongly

disagreed that there was employee motivation. Therefore, this study showed that top level

managers were motivated unlike the middle level and non management respondents who

were not motivated working at Eastem Deanery hence no job satisfaction.

The study sought to determine whether rationalization in Eastem Deanery existed in

terms of having two definite classes of employees that is bourgeoisies (capitalists) and the

59

proletarians. The results were in agreement with Schaefer (2004) views who viewed

rationalization contributing to the rise of two distinct groups of employees within the

organization. At Eastem Deanery the top level managers disagreed there was existence of

capitalism. However, the middle level managers and the non management respondents

had different opinions where they observed that there were two distinct classes of

employees within Eastem Deanery where the top managers were capitalists while the

middle and non management employees were proletarians. Middle and non management

respondents observed that rationalization affects organizational performance since

employees do not give their best to tasks to prevent the capitalists in Eastem Deanery

from benefiting.

The study confirmed Jeanne and Keith, (2009) views who observed that bureaucratic

organizations do not provide good pay, incentives and lack good benefits. Such factors

lead to employee tumover. Jeanne and Keith (2009) fiorther observed that this makes

employees' feel very dissatisfied with their jobs because they see what matters to the

organization is accomplishment of goals and client satisfaction while the employees

needs are overlooked or are not priority. From the findings the study confirmed there was

job satisfaction at Eastem Deanery. The findings showed that all the top level managers

agreed that there was job satisfaction. However, middle level and non management

respondents disagreed there was job satisfaction in Eastem Deanery. Further, from the

findings employees' needs were not met at Eastem Deanery where majority of the non

management respondents agreed that employee needs were met. However, middle level

and non management respondents strongly disagreed with the statement when most

respondents observed that good benefits and intrinsic rewards were non existence within

Eastem Deanery.

The study confirmed Behn (2003) views on performance measurement. This is a process

for collecting and reporting information regarding the performance of an individual,

group or organizations. However, the results disagreed with Behn (2003) who observed

that performance management should involve looking at whether set objectives are

achieved within set standards that are directed towards improving performance. Majority

of top level respondents agreed that performance measurement being carried out was

effective. The middle level and non management also agreed with performance

measurement was carried out but the non management respondents viewed the

60

performance management process not being very effective and did not address various

employee concerns.

5.3.3 Organizational Policies and Organizational Performance

The results did not agree with Schaefer (2004) who observed that organizational policies

should be updated regularly to improve organizational effectiveness. Majority of the

respondents at Eastem Deanery indicated that the organizational policies were not

updated at all and this led to over reliance on outdated policies that did not meet the

demands of the organization.

The findings from the study show that there was participation of policy making among

the three categories of employees. Though participation in policy making was regarded

by Schaefer (2004) as significant since all employees within the organization will give

their opinions this was not the case with Eastem Deanery. The findings showed that only

the top level managers in policy making. Therefore, policy making is not a participative

process at Eastem Deanery since the middle level managers participate in selected

policies while non management team does not participate at all.

The study confirmed Maclureria (2007) views on employees adhering to organizational

policies. From the findings of the study out where there were repercussions for not

adhering to organizational policies. The findings showed top level managers respondents

agreed there should be repercussions. However, the non management respondents

strongly agreed repercussions existed when employees did not adhere to organizational

policies.

The study confirmed Schaefer (2004) views that organizational policies should be

regularly updated. From the findings of the study, policies at Eastem Deanery were not

regularly updated. Among majority of top level respondents they observed that policies

not updated. Middle level managers and non management respondents observed that

policies were not updated. This study indicates that policies at Eastem Deanery are not

updated, thus there is over reliance on out dated policies that do not meet organization's

objectives. The conclusion on the objectives is provided next.

5.4 Conclusions

Based on the findings discussed, several conclusions can be derived.

61

5.4.1 Organizational Structure and Organizational Performance

According to the findings, this study shows that participative decision making is very

significant. Similarly the study found that engaging employees in decision making

process makes employees feel part of the organization and are committed toward

improving performance within the organization. Hence, participative decision making is

useftil for predicting other work related criteria like job satisfaction and job performance.

Further, this study shows that the mission statement stipulates organizational objectives.

This study has shown that for Standard Operating Procedures to be effective in an

organization, all cadres of employees should be involved in the process.

Given the findings, Eastem Deanery has potential to be an organization of excellence

especially though involving employees in key activities within the organization. This is

because Eastem Deanery has the right kind of workforce. Thus, Eastem Deanery top level

managers should not only limit employees to specific tasks but also allow employee

participation in decision making process.

5.4.2 Rationalization of Society and Organizational Performance

Another conclusion of the study is that existence of two distinct groups of employees at

Eastem Deanery has contributed to job dissatisfaction and employee needs being

overlooked. Similarly, from the study performance measurement is carried out at Eastem

Deanery as a formality process but not for improving performance or rewarding

employees. From the results, due to lack of effective performance measurement,

employees are not ready to perform tasks to the best. Similarly, the study concludes that

there is a relationship between performance measurement and organizational

performance. Therefore, the conclusion is that negative emotions towards performance

measurement have influenced negatively the performance at Eastem Deanery and if

reversed organizational performance can be improved.

5.4.3 Organizational policies and Organizational Performance

The study concludes that organizational policies should be regularly updated to enhance

organizational performance. This study affirmed that outdated organizational policies

influence the level of performance at Eastem Deanery. Employees at Eastem Deanery

must follow policies and adhere to them. The study concludes that organizational policies

62

influence organizational performance in terms of enhancing employees' skills, creating a

conducive work envirormient and allowing employees to participate organizational

policies. In conclusion, employees should participate updating of organizational policies

to ensure organizational performance. The next section is about the recommendations for

the study.

5.5 Recommendations

The following are the recommendations were made based on the findings and conclusions

of the study.

5.5.1 Suggestions for Improvement

5.5.1.1 Organizational Structure and Organizational Performance

The organizational structure needs to be improved where changing the structural design

and delegation of authority and responsibilities will be significant to begin with.

5.5.1.1.1 Changing Structural Design [

The Managing Director of Eastem Deanery and the Board of Govemors of Eastem

Deanery should change the stmctural design and work design to accommodate the non

management team in various key activities in Eastem Deanery. The middle level

managers should also be incorporated in key activities of Eastem Deanery.These

activities include participating in decision making, drafting Standard Operating

Procedures and updating organizational policies. The expected outcome is to ensure

employees feel part of the organization which will eventually lead to a decrease in

employee tumover.

5.5.1.1.2 Delegation of Authority and Responsibilities

The top level managers should delegate authority and responsibilities especially to the

middle level managers. From the study, top level managers have clearly segregated the

middle level managers from key responsibilities. The impact of delegation of authority

and responsibilities is that the middle level managers will be motivated towards achieving

organizational goals since they will be facilitating key activities within the organization.

63

5.5.1.2 Rationalization of Society and Organizational Performance

Eastem Deanery management team needs to motivate and value employees to avoid

further employee tumover. All employees should have equal benefits to avoid creation of

two distinct classes of employees.

5.5.1.2.1 Motivating Employees

The Managing Director and Human Resource Department should ensure equal balance of

reward system to avoid creating two distinct groups of employees at Eastem Deanery.

Further, compensation packages and competitive salaries should be introduced. Thus it

will be significant for the management team to conduct a salary and compensation survey

among its competitors. Recognition and promotion should be based on employee

performance but not the position an employee occupies on the organizational stmcture.

The outcome of this is improved employee motivation which will contribute to job

satisfaction.

5.5.1.2.2 Value Employees

Top level managers should create a conducive working environment where employees

feel significant. Clients are important too but employees should also be well taken care of

just like clients. The outcome of valuing employees is that there will be improved job

performance and employee tumover will decrease.

5.5.1.3 Organizational Policies and Organizational Performance

Updating policies within Eastem Deanery should be done at least aimually with

involvement of all employees. Middle level managers and non management team

opinions should be well accommodated by the top level managers. This will make

employees feel part of the organization and this will increase overall commitment to

Eastem Deanery success.

5.5.1.3.1 Employee Involvement in Policy Making

The Managing Director and Human Resource Department should involve the non

management team in the policy making. Suggestion boxes should be placed in all satellite

clinics within Eastem Deanery and communication should be provided when

64

organizational policies should be updated. The outcome is that employees will be in a

position to critic and agree on what policies can work well within the organization.

5.5.2 Suggestions for Further Training for Top Level Managers

Majority of employees are more qualified academically than the top level managers'

therefore top level managers require fiirther training on performance management and

employee management to improve organizational performance at Eastem Deanery.

Detailed studies should be undertaken on bureaucracy and to what extent it influences

organizational performance. If top level managers are knowledgeable, they will have

better leadership and management of Eastem Deanery.

65

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69

APPENDICES

APPENDIX A: QUESTIONNAIRE FOR TOP L E V E L MANAGERS

Caroline Kawira Munene

P.O. BOX 24014-0520

Karen, Nairobi.

Mobile Number: 0721944854

T.L.M.,

Eastem Deanery,

P.O. BOX 47351-00100

Nairobi.

Dear Sir/ Madam,

R E : R E S E A R C H QUESTIONNAIRE FOR EASTERN DEANERY

I have been selected from the United States International University Masters to conduct a

study on the influence of bureaucracy on organizational performance at Eastem Deanery.

In order to fulfill the purpose of this study, questiormaires will be used to provide

information required for this study where each respondent will

be required to circle the letter that represents the best view.

The purpose of this study is to determine how selected bureaucratic aspects influence

organizational performance. The research objective of this study is to determine how

organizational stmcture, rationalization and the impact of organizational policies on

organizational performance.

My name is Caroline Kawira Munene studying Executive Masters in Organizational

Development. Kindly contact me on this email address; kawirasubomi(a),vahoo.com. The

information will remain confidential and names of the employees participating in this

study will not be mentioned. Thank you in advance.

Yours tmly,

Caroline Kawira Munene

70

Questionnaire for Top Level Managers

Section A: Organizational structure and organizational performance

In this section, the questions are based on the organizational structure of Eastem Deanery

in terms of how it influences organizational performance.

Please circle the appropriate letter that best represents your view

1. How is the organizational stmcture of Eastem Deanery?

a) Simple stmcture

b) Functional stmcture

c) Bureaucratic stmcture

d) Matrix stmcture

2. Does the organizational stmcture in Eastem Deanery encompass supervision,

coordination and task allocation?

a) Yes

b) No

3. How are tasks allocated to employees within the organization?

a) Yes

b) No

4. Does the mission statement stipulate organizational objectives?

a) Yes

b) No

5. Does the organizational stmcture determine the mode in which the organization

operates?

a) Yes

b) No

6. How are responsibilities determined for individuals, departments and teams?

a) Through job analysis

b) Job description

c) None of the above

7. How is the decision making process at Eastem Deanery?

a) Participative decision making

b) Non participative decision making

c) None of the above

8. Who participates in drafting of Standard Operating Procedures?

a) Top management managers only

b) Top management managers and middle management managers

c) All levels of employees in Eastem Deanery

9. What is the impact of decisions made on organizational performance?

a) High

b) Medium

c) Low

10. Do the decisions provide a foundation for drafting Standard Operating

Procedures?

a) Yes

b) No

11. How often are Standard Operating Procedures Updated?

a) Annually

b) Monthly

c) Not at all

12. Are the top management managers involved in employee demotion?

a) Yes

b) No

13. Do the middle management managers' report to the top level managers?

a) Yes

b) No

Section B: Rationalization of society and organizational performance

72

This section elicits information regarding rationalization how this influences

organizational performance in Eastem Deanery. These questions are based on rise of

capitalism, lack of motivation on job performance, job dissatisfaction and employee

needs are not a priority.

Please circle the appropriate letter that best represents your view

1. Is there a rise of capitalism in the organization?

a) Yes

b) No

2. Does rationalization lead to a negative and dehumanizing working envirormient?

a) Yes

b) No

3. Does capitalism within the organization lead to a distinctive way of thinking?

a) Yes

b) No

4. Do you emphasize on results only?

a) Yes

b) No

5. Are their set mechanisms in which results can be achieved?

a) Yes

b) No

6. Is employee motivation of great importance?

a) Yes

b) No

7. How do you motivate employees?

a) Using incentives

b) Salary increase

c) None of the above

8. Is there job satisfaction in the organization?

73

a) Yes

b) No

9. Are employee needs met?

a) Yes

b) No

10. Are there performance measurement mechanisms available for employees?

a) Yes

b) No

11. How employees are intrinsically rewarded?

a) Yes

b) No

12. Who is your top priority in satisfying needs?

a) Yes

b) No

13. Can employees manage family responsibilities while at the same time at work?

a) Yes

b) No

14. What strategy is used to enhance job performance?

a) Pull strategy

b) Push strategy

15. Does a cooperative spirit exist among employees in the organization?

a) Yes

b) No

16. What is the nature of commitment to organizational goals by employees?

a) Excellent

b) Good

17. Do employees have a healthy and safe working environment?

74

• a) Yes

b)No

Section C: Organizational policies and organizational performance

This section elicits information on how the organizational policies influence

organizational performance.

Please circle the appropriate letter that best represents your view

1. Do organizational policies increase effectiveness within the organization?

a) Yes

b) No

2. Is their commitment to organizational policies among employees?

a) Yes

b) No

3. Are the organizational policies significant to the organization?

a) Yes

b) No

4. Do employees give suggestions during policy making policies?

a) Yes

b) No

5. How often are organizational policies updated?

a) Annually

b) Monthly

c) Are not updated at all

6. Who participates in policy making process?

a) Top management managers only

b) Top management managers and middle management managers

c) All employees in the organization

7. Who orientates employees on the organizational policies?

75

a) Top management managers •

b) Middle management managers

c) Lower level employees

8. What are the repercussions of not adhering to organizational policies?

a) Surrmiary dismissal

b) Probation

c) Orientation

Section D: Bio-data

This section, elicits information on the demographics for example age, educational level

and gender.

Please circle the appropriate letter that best represents your view

1. What is the age bracket for top level managers?

a) 20-35

b) 35-50

c) 50 and above

2. How can the top level managers be described in terms of qualifications?

a) Certificate holders

b) Diploma holders

c) Degree holders

3. Which gender dominates most in the top level management?

a) Male

b) Female

76

APPENDIX B: QUESTIONNAIRE FOR MIDDLE L E V E L MANAGERS

Caroline Kawira Munene

P.O. BOX 24014-0520

Karen, Nairobi.

Mobile Number: 0721944854

M . L . M . ,

Eastem Deanery,

P.O. BOX 47351-00100

Nairobi.

Dear Sir/ Madam,

R E ; R E S E A R C H QUESTIONNAIRE FOR EASTERN DEANERY

I have been selected from the United States Intemational University Masters to conduct a

study on the influence of bureaucracy on organizational performance at Eastem Deanery.

In order to fiilfill the purpose of this study, questionnaires will be used to provide

information required for this study where each respondent will be required to circle the

letter that represents the best view.

The purpose of this study is to determine how selected bureaucratic aspects influence

organizational performance. The research objective of this study is to determine how

organizational stmcture, rationalization and the impact of organizational policies on

organizational performance.

My name is Caroline Kawira Munene studying Executive Masters in Organizational

Development. Kindly contact me on this email address; kawirasubomi@vahoo.com. The

information will remain confidential and names of the employees participating in this

study will not be mentioned. Thank you in advance.

Yours tmly,

Caroline Kawira Munene

77

Questions for Middle Level Managers

Section A: Organizational Structure and Organizational Performance

In this section, the questions are based on the organizational structure of Eastem Deanery

in terms of how it influences organizational performance.

Please circle the appropriate letter that best represents your view

1. Are you meant to report to the top management managers?

a) Yes

b) No

2. Is their existence of communication problems between various departments?

a) Yes

b) No

3. Does the top managemenf deal with strategic problems within departments

appropriately?

a) Yes

b) No

4. Are the top management managers overwhelmed with too many organizational

decisions?

a) Yes

b) No

5. Can you make decisions vsdthout first consulting the top level managers?

a) Yes

b) No

6. Is there any authority and responsibilities delegated by the top level managers?

a) Yes

b) No

7. Can you change guidelines without first consulting the top level managers?

a) Yes

b) No

Section B: Rationalization of society and organizational performance

This section elicits information regarding rationalization how this influences

organizational performance in Eastem Deanery. These questions are based on rise of

capitalism, lack of motivation on job performance, job dissatisfaction and employee

needs are not a priority.

Please circle the appropriate letter that best represents your view

1. Are employees exploited?

a) Yes

b) No

2. Are targets set for employees?

a) Yes

b) No

3. Is punishment and use of threats common?

a) Yes

b) No

4. Is the motivation system effective enough for employees?

a) Yes

b) No

5. Will an employee motivational approach be required for the organization?

a) Yes

b) No

6. Are employees proactive?

a) Yes

b) No

7. Is performance measurement carried out often?

a) Yes

b) No

79

8. Do you use your own creativity and initiative to solve problems?

a) Yes

b) No

9. Are their set targets for job performance?

a) Yes

b) No

Section C: Organizational Policies and Organizational Performance

This section elicits information on how the organizational policies influence

organizational performance.

Please circle the appropriate letter that best represents your view

1. Are employees meant to adhere to organizational policies?

a) Yes *

b) No

2. Are existing employees coached and mentored regularly on organizational policies?

a) Yes

b) No

3. Can amendments be easily made on the organizational policies?

a) Yes

b) No

4. How often are the policies updated?

a) Annually

b) Monthly

c) Never

5. Are employees laid off if they do not adhere to policies?

a) Yes

b) No

80

6. Do you orientate new employees on organizational policies?

a) Yes

b) No

7. How often is mentorship and coaching on organizational policies?

a) Aimually

b) Monthly

c) Never

8. Are you mentored by the top level managers on organizational policies?

a) Yes

b) No

Section D: Bio-data

This section, elicits information on the demographics for example age, educational level

and gender.

Please circle the appropriate letter that best represents your view

1. What is the age bracket for middle level managers?

a) 20-35

b) 35-50

c) 50 and above

2. How can the middle level managers be described in terms of qualifications?

a) Certificate holders

b) Diploma holders

c) Degree holders

3 Which gender dominates most in the middle level managers?

a) Male

b) Female

81

APPENDIX C: QUESTIONNAIRE FOR NON MANAGEMENT T E A M

Caroline Kawira Munene

P.O. BOX 24014-0520

Karen, Nairobi.

Mobile Number: 0721944854

N.M.T,

Eastem Deanery,

P.O. BOX 47351-00100

Nairobi.

Dear Sir/ Madam,

R E : R E S E A R C H QUESTIONNAIRE FOR EASTERN DEANERY

I have been selected from the United States Intemational University Masters to conduct a

study on the influence of bureaucracy on organizational performance at Eastem Deanery.

In order to fiilfill the purpose of this study, questionnaires will be used to provide

information required for this study where each respondent will be required to circle the

letter that represents the best view.

The purpose of this study is to determine how selected bureaucratic aspects influence

organizational performance. The research objective of this study is to determine how

organizational stmcture, rationalization and organizational policies impact organizational

performance.

My name is Caroline Kawira Munene studying Executive Masters in Organizational

Development. Kindly contact me on this email address; kawirasubomi@vahoo.com. The

information will remain confidential and names of the employees participating in this

study will not be mentioned. Thank you in advance.

Yours tmly,

Caroline Kawira Munene

82

Questions for Non Management Team

Section A: Organizational Structure and Organizational Performance

In this section, the questions are based on the organizational structure of Eastem Deanery

in terms of how it influences organizational performance.

Please circle the appropriate letter that best represents your view where;

1. Strongly disagree 2. Disagree 3. Agree or disagree 4.Agree 5. Strongly agree

QUESTION SCORE

1. Managers provide guidance to tasks 1. 2. 3. 4. 5.

2. Employee creativity and irmovation is limited 1. 2. 3. 4. 5.

3. Rely on managers for decisions 1. 2. 3. 4. 5.

4. Participative decision making process 1. 2. 3. 4. 5.

5.Employees can change guidelines without

consultation

1. 2. 3. 4. 5.

6.Participating in drafting Standard Operating

Procedures

1. 2. 3. 4. 5.

7. Following guidelines when performing tasks 1. 2. 3. 4. 5.

S.Uniformity of task performance within departments 1. 2. 3. 4. 5.

9.Feeling of lack of citizenship within the organization 1. 2. 3. 4. 5.

10. Managers controlling employee activities 1. 2. 3. 4. 5.

i

83

Section B: Rationalization of Society and Organizational Performance

This section elicits information regarding rationalization how this influences

organizational performance in Eastem Deanery. These questions are based on rise of

capitalism, lack of motivation on job performance, job dissatisfaction and employee

needs are not a priority.

Please circle the appropriate letter that best represents your view where;

1. Strongly disagree 2. Disagree 3. Agree or disagree 4.Agree 5. Strongly agree

QUESTION SCORE

1. Low self-efficacy experienced L 2. 3. 4. 5.

2. Performance measurement is carried out 1. 2. 3. 4. 5.

3. Carrying out monotonous task* 1. 2. 3. 4. 5.

4. Limited use of creativity 1. 2. 3. 4. 5.

5. Tension experienced in the working envirormient 1. 2. 3. 4. 5.

6. Latest technologies available to deal with change

from the extemal environment

1. 2. 3. 4. 5.

7. Motivating employees is significant within the

organization

L 2. 3. 4. 5.

8. Availability of intrinsic rewards 1. 2. 3. 4. 5.

9. Job satisfaction 1. 2. 3. 4. 5.

10. Good employee benefits 1. 2. 3. 4. 5.

11. Lack of contentment with working environment 1. 2. 3. 4. 5.

10. Commitment to organizational goals 1. 2. 3. 4. 5.

11. Feeling of recognition 1. 2. 3. 4. 5.

12. Provision of good pay L 2. 3. 4. 5.

13. Organization values the client more 1. 2. 3. 4. 5.

84

Section C: Organizational Policies and Organizational Performance:

This section elicits information on how the organizational policies influence

organizational performance.

Please circle the appropriate letter that best represents your view where;

1. Strongly disagree 2. Disagree 3. Agree or disagree 4.Agree 5. Strongly agree

QUESTION SCORE

1. Policies enhance organizational effectiveness 1. 2. 3. 4. 5.

2. Policies are regularly updated 1. 2. 3. 4. 5.

3. Good orientation on organizational policies 1. 2. 3. 4. 5.

4. Constant mentorship and coaching on policies 1. 2. 3. 4. 5.

5. Adherence to organizational policies 1. 2. 3. 4. 5.

6. The work policy is gratifying 1. 2. 3. 4. 5.

7. Can give suggestions during formulation of policies 1, 2. 3. 4. 5.

8. Employees are aware of their expectations based on

the policies

1. 2. 3. 4. 5.

9. Amendments of organizational policies is not a

process

1. 2. 3. 4. 5.

10. Use of punishment and threats to increase

adherence to policies

1. 2. 3. 4. 5.

Section D: Bio-data

This section, elicits information on the demographics for example age, educational level

and gender.

Please circle the appropriate letter that best represents your view

1. What is the age bracket for lower level employees?

a) 20-35

b) 35-50

c) 50 and above

85

How can the lower level employees be described in terms of qualifications?

d) Certificate holders

e) Diploma holders

f) Degree holders

Which gender dominates most among the lower level employees?

c) Male

d) Female

86

United States International University

Library

Nairobi, Kenya