RADA COLLEG

DEBRE BERHAN CAMPUS

FACTORS AFFECTING EMPLOYEES’ PERFORMANCE IN PUBLIC

SECTORS; (THE CASE OF NORTH SHEWA ZONE)

A RESEARCH PROPOSAL SUBMITTED TO RADA COLLEGE DEBRE

BERHAN CAMPUS DEPARTMENT OF MANAGEMENT IN PARTIAL
FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF
MASTERS OF BUSINESS ADMINISTRATION (MBA)

BY

TIGIST AGIDE MEKONNEN Id. No. RDBMBAE/026/2014

ADVISOR

ATO YARED ALEMAYEHU

JUNE, 2024

DEBRE BERHAN, ETHIOPIA

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 TABLE OF CONTENTS

List of Acronym......................................................................................................................38

CHAPTER ONE.....................................................................................................................39

INTRODUCTION..................................................................................................................39

1.1. Background of the study.................................................................................................39

1.2. Statement of the problem................................................................................................41

1.3. Research Questions.........................................................................................................43

1.4. Objectives of the study....................................................................................................44

1.4.1. General Objectives of the study..................................................................................44

1.4.2. Specific Objective of the Study...................................................................................44
1.5. Research Hypothesis.......................................................................................................44

1.6. Significance of the study.................................................................................................45

1.7. Scope of the study............................................................................................................45

1.8. Limitations of the study..................................................................................................46

1.9. Organization of the study...............................................................................................46

1.10. Definition of Terms/Concepts.......................................................................................46

CHAPTER TWO....................................................................................................................47

REVIEW OF RELATED LITERATURE...........................................................................47

2.1. Introduction.....................................................................................................................47

2.2. Theoretical View..............................................................................................................47

2.1.1. Leadership.....................................................................................................................48

2.1.2. Motivation.....................................................................................................................51

2.1.3. Training and Employees` Performance.....................................................................54

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2.1.4. Organizational Culture................................................................................................56

2.1.5. Working Environment.................................................................................................57

2.2. Empirical view.................................................................................................................60

2.3. Conceptual Framework..................................................................................................62

CHAPTER THREE...............................................................................................................63

RESEARCH METHODOLOGY..........................................................................................63

3.1 Introduction......................................................................................................................63

3.2. Research Design...............................................................................................................63

3.3. Target population............................................................................................................63

3.4. Sampling techniques........................................................................................................64

3.5. Sample Size and procedure............................................................................................64

3.6. Source and Instrument of Data Collection....................................................................65

3.7. Data Analysis Method.....................................................................................................66

3.8. Reliability and Validity...................................................................................................68

REFERENCES.......................................................................................................................70

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 List of Acronym

EPRDF – Ethiopian People Revolutionary Democratic Front

HR - Human Resource
HRM - Human Resource Management
PHD – Doctor of Philosophy
SPSS – Statistical Package for social science

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 CHAPTER ONE

INTRODUCTION

1.1. Background of the study

The main focus of Human resource management is the organization’s interest in

employees’ performance. Human resource management (HRM) is a function
performing by all managers to deploy human skill, knowledge, experience, and
maximizing their performance to achieve organization objective
(Armstrong,2010).The issue about employees’ performance in public sectors has
been discussed for decades (Kaplan and Norton, 2004). In many advanced
economies, such as those of the Anglo-Saxon countries, Scandinavia and the
Netherlands public services have come under increasing pressure to improve their
efficiency and effectiveness. In the 1920s, Elton Mayo, the Father of Human
Resources, measured the relationship between productivity and the work
environment. As a result of the Great Depression, pensions, labor standards and
minimum wages were instituted.

The Ethiopian Civil Service was established formally during the reign of Menelik
II in 1907, with the aim of ensuring orderly and efficient arrangements for the
workings of government. Under a ‘western inspired’ administrative system, but
Menelik’s subsequent illness until his death in 1913 stunted further modernization
(Clapham 1969: 15). Although the institution underwent a series of changes
commensurate with a host of new needs and imperatives, the period was marked
by weak leadership until Haile sellassie succeeded Menelik’s daughter, Zawditu,
in 1930. Later on, during his reign, Emperor Haile sellassie undertook a series of
institutionalization and restructuring measures in the hope of bringing about an
effective and efficient civil service governed by specified rules and procedures of
a uniform nature. However, the Civil Service repeatedly failed to deliver the
intended service to the public. The imperial period was finally replaced in 1974
with the Dergue socialist system, which favoured inefficient service delivery and
the routine neglect of the due process of law in matters of public concern

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(Mehret 1997). The Dergue were finally ousted by the Ethiopian People’s
Revolutionary Democratic Front (EPRDF) in 1991, despite some belated attempts
at economic and political reform (Mengisteab, 1992). Tesfaye (2011), civil
service in Ethiopia Suggested on Factors that affect employee performance: In his
research findings there are Outlooks between the professionals and the politicians.
The civil service in the eye of the politician perceived as Resists change, The
civil servants are there to fulfil the strategic objective of the government and
Wants to interfere in my political work whereas The politician in the eye of the
civil service perceived as He is a politician he doesn’t know how to run a
bureaucracy, Interferes in my work, Recruits politically affiliated personnel,
Changes are implemented as a result of political decision rather than as a result of
research, Sentimental and short sighted: Wants to see results quick, thinks always
about his political goal and Wants to make us busy, increase work load, in the
name of change
Ethiopia as a country is sub divided in to nine regional states including Amhara
region where North Shewa zone is found. Amongst twelve zones of Amhara
region and second-order administrative division, The Zone is bordered on the
south and the west by the Oromia Region, on the north by Debub Wollo, on the
northeast by Oromia Zone, and on the east by the Afar Region. North Shewa
zone is one of Amhara region zones which is situated on its capital Debre berhan
130 km from Addis Ababa and 695 km from Bahir dar. Moreover It is also sub
divided in to 27 weredas and 2.2 million habitants (2017 CSA Projection), in
which zonal hierarchy is a bridge between the regional state and wereda. There
are distinct activities that zonal level is performing beyond the capacity of wereda
structures. There are 21 main departments and 802 civil servants functioning the
day to day activity up on the standard of regional direction of Growth and
Transformation Plan.

There are lots of factors that affect the performance of employees. Different
business and government sectors; overseas and domestic researchers have
conducted research up on factors affecting employee performance focusing on
various variables. As of zonal sectors 2017 evaluation, human resource
management challenges have been reported critically. Among numerous factors
affecting employees’ performance in the work place, training, motivation,

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leadership, organizational culture and working conditions are dominant issues
that should be researched scientifically and not studied before in the research
area. These variables are described broadly in different studies. The research
which is conducted the major factors affecting the effectiveness of the job
performance of the employees working in each sectors, through identifying the
variables include leadership, organizational culture, working environment,
motivation and training.

1.2. Statement of the problem

According to Geoffrey Shepherd (2003), Civil Service Reform in Developing

Countries stated: since the early 1990s, has been directly related to improving the
performance of civil servants. Projects have sought to support better performance
in a variety of ways, through both structural-adjustment and technical assistance.
Civil Service Reforms in Ethiopia, Melesse A. (2014), coined out that the
Ethiopian civil service is highly inhibited by unnecessary political interference,
poor separation of power, poor accountability system, ill networking in the civil
service. Tesfaye, (2011), studied on the civil service Ethiopia Suggested on
Factors that affect employee Performance that “There is backward beliefs and
attitudes in the civil service,

Expressed as; these and they attitude, in which the development of the Ethiopian
politics goes from Feudalism, to Military Dictatorship and the current
government. The political tradition of the country was surrounded with hostile
political environment and inadequate facilities and work environment, Salary
which does not satisfy the basic personal need. Having looked the brief essence
of civil service in Ethiopia, In case of impirical studies, motivation and training
affects employee performance. Mulatu(2014). Other researchers like: HassenM.E,
(2015), studied that organizational culture is affecting positively and significantly
employee performance. Amina, (2009), working environment, and Getamesay,
(2016), studied on 5 factors including leadership that affect employee
performance.

Practically, North Shewa zone Departments 2017 annual report revealed that
‘Good governance, quality leadership and Management in public service delivery

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like accountability, transparency and the attitude of involving the staff in decision
making process and the role of their contribution to their performance and is
undermined by the political leaders. A number of policy issues and challenges
prohibits good performance. The government do not come up with friendly
policies regulations and the salary offered to them are not motivating employees.
The researcher tried to come up with the brief view of statement of the problem
based on the variables which may influence employees’ job performance in the
organization comprising of Training, Motivation, Leadership, Organizational
Culture and Working environment. A study employed by Mulatu, (2014) also
tested and proved that motivation and training has significant positive effect on
employees’ job performance.

The training practice of North Shewa zone public sector organization is not as
such adequate since need assessment and content not well designed before the
training and also there is no formal evaluation to what extent the training has
improved employees’ performance at work place. As of 2017 annual report of
zonal sectors of good governance the training that is implemented is neither
satisfying employees nor benefiting the accomplishment of government activities
properly. No evaluation is conducted whether on-the job training adequately
addresses the skill gap or not.
Among various leadership styles: Democratic leaders listens to the team’s ideas,
let the team players contribute to the final decision assimilate (Lewins L.W.1939)
the changes better and more rapidly than other styles. Transactional leaders are
given power to perform certain tasks and reward or punish for a team’s
performance (Burns, 1978). Transformational leaders motivate its team to be
effective and efficient, whereas bureaucratic leaders believe more in very
structured procedures and tends to bend over the pre-established measures rather
it was successful or not (Weber, 1905). North Shewa zone report,(2017),
revealed, supervisors do not inspire employees to achieve the organizations
objectives, the management hardly participating employees in organizational
decision that may concern them such leadership style which has negative impact
on employees’ performance. “The manager is supposed to be unbiased and treats
every employee without discrimination Waldman (1994). But in reality

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supervisor tend to bias due to political leaders unnecessary interference which is
to be studied and identified.

Among all other factors motivational factors are the most known and acceptable
since it plays a vital role to individual job performance. In reaching and fulfilling
the goals and objectives of the organization. Recognition is one of the strong
motivation factors; employees feel comfortable when they are praised and
recognized (Armstrong, 2007). Some motivational factors like rewards, pay,
promotion, and recognition where employees are dissatisfied with their monthly
salary which is not satisfactory as compared to employees in private
organizations. Since organization culture is directly linked with HR practices, it
also has a positive impact on employee performance and adaptability, helping
them overcome any corporate challenges and situations, and provid es them with
a direction towards the achievement of a common goal or objective (Daft &
Weick, 1984). Zone report of 2017 depicted and researchers observation the
organizational culture of commitment to sharing the vision, mission and goals
of the organization is questionable and the group discussion structure which is
commonly known as “one to five” is wear away the value of cooperation among
employees and interpersonal relationship

The working environment is not standardized: absence of good infrastructure

(high tech services, working tools office layout etc.) has negative effect on
employees’ performance. Prior researchers and the annual repot depicted that the
overall 5 determinant factors become governing problems for the respected area to be
researched. Therefore, it is essential to come up with relevant gap as there are
undemocratic leadership style, luck of transparent motivational factors,
haphazardly guided training approach, uncomfortable working environment and
improper adaptation of organizational culture are leading factors to be studied
even further.

1.3. Research Questions

The study tries to answer the following main research questions:

 What significant relationship do the selected internal factors have with

employees’ performance in the respective sectors?

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  To what extent do the internal factors have effect on employees’
performance in the sectors?

 Which variables do have a significant effect on employees’ performance?

1.4. Objectives of the study

1.4.1. General Objectives of the study

 The general objective of the research is to investigate factors (i.e. training,
motivation, leadership, organizational culture, and working environment)
affecting employees’ performance in North Shewa Zone Public Sector
Organizations.

1.4.2. Specific Objective of the Study

 To examine the relationship between the selected internal factors and
employees job performance in the sectors
 To investigate the degree of the effect of internal factors on the
performance of the individuals in the study area.
 To examine which variables have a significant effects on employees’
performance in the respective area.

1.5. Research Hypothesis

According to Geoffrey Marczyk, (2005) two types of hypotheses that is the null
hypothesis and the alternate hypothesis. The null hypothesis always predicts that
there will be no differences between the groups being studied. By default, the
alternate hypothesis predicts that there will be a difference between the groups. In
this case the researcher used the null hypothesis.

Hypothesis: 1

H0: Training has no positive relationship and significant effect on employees’ performance.

Hypothesis: 2

H0: Motivation has no positive relationship and significant effect on employees’ performance.

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Hypothesis: 3

H0: Leadership has no positive relationship and significant effect on employees’

performance.
Hypothesis: 4

H0: Organizational culture has no positive relationship and significant effect on

employees ‘performance.

Hypothesis: 5

H0: Working environment has no positive relationship and significant effect on

employees’ performance.

1.6. Significance of the study

The study attempts to add knowledge and awareness about concepts of employee
performance. It also contributed to the ongoing debate of why public sector
employee performance is affected and its impacts to their performance, and their
contribution towards development to all sectors in general. The study will also be
used as a baseline for future researchers and other research users who may
venture into a similar area of assessing on Factors Affecting the Performance of
Employees in North Shewa Zone Public Sector Organizations. The findings will
provide up to date information for political leaders, academicians, policy makers,
employees and researchers for better policies and could influence improvement of
service delivery. However, the research findings will be the great help to other
researchers towards filling gaps of suitable literature concerning assessment of
factors affecting employee performances on public sectors. Finally, the study will
help the researcher fulfil one of the requirements for the award of a Master’s
degree Business Administrations.

1.7. Scope of the study

This research study will conduct in North Shewa zone 21 public sector
organizations due to their similar setting governed under regional civil service
proclamation and law of administrative proximity.

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And the researcher focused on factors affecting employees’ performance of those
organizations. In addition, the study employed on a quantitative and qualitative
approach of data collection.

1.8. Limitations of the study

The study is conduct in North Shewa zone public sector Organizations for its
proximity to the researcher, excluding respective weredas. As there are other
variables, this study focused on five variables. The research is designed by
quantitative and qualitative approach.

1.9. Organization of the study

In the organization of the study, the first chapter discusses Introduction,

background of the study, statement of the problems, research questions, and
objective of the study, hypothesis, and significance of the study, scope and
limitation of the study. The second chapter review literatures related to this
particular research. The third chapter concentrates on the research design and the
methodology. The fourth chapter presents data and analysis based on the
gathered data. The fifth chapter deals with the major findings, conclusion and
recommendation part of the research.

1.10. Definition of Terms/Concepts

 Department - A portion of office which is a direct branch of regional

bureau assigned to coordinate Weredas the zonal structure itself to
perform a particular activity just like civil service, health, education, etc
 Head - A person who is in charge of or responsible to lead the government
office.
 Job Performance – is an activity in which employees of civil servant
accomplish their day to day activity and termed as ‘performance’ in this
research.
 Office – An administrative unit of the government assigned to serve the
community in the respective zone.
 Public servant - Employee working to serve the community hired by the
government.

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  Supervisor - is an immediate boss or team leader of the work
 Sectors – North Shewa zone public service organizations / offices/
 Zone – An administrative structure found between the regional
government and wereda structure.

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1. Introduction

Nowadays, organizations are aware of the fact that employee performance is one
of the key factors behind any business success, which is why the management is
usually finding ways to increase the level of employee performance through
various methods. It is the mission of organization to get people together to
accomplish tasks and objectives in utilizing the resources effectively and
efficiently. The Human Resource Management (HRM) department of any
organization is one of the most critical element of the business, and one of its
main aims is to maximize output from limited human resources and ensure that
the organization is experiencing substantial growth through the strengthening of
its employees. The Ethiopian government has embarked on multiple public
administration reforms from the early 1990s to 2001, extensive government
reorganization was undertaken along with the launch of a National Capacity
Building Program, which gave new impetus to the Civil Service Reform Program.
(Getachew and Richard, 2006). Though different researchers viewed the problem,
still it couldn’t come up with solving existing problems. Here North Shewa Zone
is one of the public service performance influenced by various problems in which
this research is about to be investigated.
2.2. Theoretical View

Employee Performance: can be defined as the outcome of all cumulative actions

that an employee performs using his skills, abilities, and knowledge for a
particular situation or task during a given time frame (Prasetya & Kato, 2011). It
is one of the steps towards the achievement of an organizational goals, which is
the reason why HRM deems the improvement in employee skills vitally

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important, since it is directly correlated to performance (Suhartini, 1995).
Workplace environment is also an important factor that has a significant impact
on an employee performance, fulfilling their intrinsic, extrinsic, and social needs,
forming the basis for their stay in an organization, as well as being the key
determinant of quality in work and performance levels (Haynes, 2008). A positive
work environment therefore has a multitude of benefits to an organization.

2.1.1. Leadership

Leadership is defined as the process where an individual influences a group under

his subordination by the use of his skills, knowledge, and expertise to achieve
various objectives such as attaining a high performance level monitoring and
of employees, keeping employees motivated, and achieving organizational goals
(Adair, 2002). It also means ensuring employees are able to deal with any
organizational change and honing their ability to focus on long-term results
(Kourdi, 1999). The leadership role is important to the building of positive
interpersonal relations and self-confidence of individuals on a personal level,
which means it is turn important for companies to hire highly skilled and
knowledgeable individuals in these roles. As such, individuals with knowledge
and past experience of working in such a capacity are preferably hired to fulfil
this role (Chandrasekar, 2011)

Leadership is a process by which an individual influences the thoughts, attitudes,

and behaviors of others. The Leaders set a direction for the firm; they help see
what lies ahead; they visualize what they might achieve and how to achieve it;
they encourage and inspire the subordinates.” Thus, Leadership, being the ability
to guide followers for achieving shared goals, influence others through inspiration
and charisma or by using power, a name of commitment, hardworking and
excellence, has a number of dimensions, paradigms, styles and ways described by
earlier theories.

Among several types of leadership styles People are exposed to a broad and ever
growing variety of theories that explains the concept and the practice of

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leadership, albeit, today’s leadership experts still can’t dare ignore theorists like,
Maslow, Smith, Barnard, Deming, Mayo, Fayol, Weber, Hamel, etc… who have
crafted the most fundamental definitions of leadership and its countless
characteristics. Some of the types of leadership were selected to help leadership
students and readers understand this concept with a little more clarity.
 Autocratic Leadership: the autocratic leader is given the power to make
decisions alone, having total authority. They stand in master of the people
and impose their wills and no one is allowed to challenge them. This is the
style used by the Catholic Church for example, dictators and monarchs.
On the other end, this leadership style is seems to be good for employees
that need close supervision to perform certain tasks. Creative employees
and team players resent this type of leadership, since they are unable to
enhance processes or decision making, resulting in job dissatisfaction
(Lewin, Lippitt, & White, 1939).
 Bureaucratic leadership: the bureaucratic leader believes more in very
structured procedures and tends to bend over the pre-established measures
rather it was successful or not. This type of leadership has no space to
explore new ways to solve problems and is usually slow paced to ensure
adherence to the ladders stated by the company. Leaders ensure that all the
steps have been followed prior to sending it to the next level of authority.
Universities, hospitals, banks and government usually require this type of
leader in their organizations to ensure quality, increase security and
decrease corruption. Leaders who would like to speed up the process will
experience frustration and anxiety and are not welcome (Weber, 1905).
 Charismatic leadership: the charismatic leader leads by infusing energy
and eagerness into their team members. A charismatic leader is someone
who is often on the run. S/he is not someone who feels pleased with any
type of stationary situation. This type of leader has to be committed to the
organization for the long run. If the success of the division or project is
attributed to the leader and not the team, charismatic leaders may become
a risk for the company by deciding to resign for advanced opportunities. It
takes a company time and hard work to gain the employees’ confidence

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 back with other type of leadership after they have committed themselves
to the magnetism of a charismatic leader (Weber, 1905).
 Democratic leadership or participative leadership: the democratic
leader listens to the team’s ideas and studies them, but hold the
responsibility to make the final decision. Team players contribute to the
final decision therefore increasing people satisfaction and ownership,
feeling their input was considered when the final decision was taken.
When changes arises, this type of leadership helps the team assimilate the
changes better and more rapidly than other styles, knowing they were
consulted and contributed to the decision making process, minimizing
Julio Warner Loiseau, resistance and intolerance. A shortcoming of this
leadership style is that it has difficulty when decisions are needed in a
short period of time or at the moment (Lewin, Lippitt, & White, 1939)
 Laissez-faire leadership: the laissez-faire leader gives no continuous
feedback or supervision because the employees are highly experienced
and need little supervision to obtain the expected outcome. This type of
style is also associated with leaders that don’t lead at all, failing in
supervising team members, resulting in lack of control and higher costs,
bad service or failure to meet deadlines. In government this is what the
type of leadership which may drive to anarchy (Lewin, Lippitt, & White,
1939).
 Transactional leadership: the transactional leader is given power to
perform certain tasks and reward or punish for a team’s performance. It
gives the opportunity to the manager to lead the group and the group
agrees to follow his lead to accomplish a predetermined goal in exchange
for something else. Power is given to the leader to evaluate, correct and
train subordinates when productivity is not up to the desired level and
reward effectiveness when expected outcome is reached (Burns, 1978).
 Transformational leadership: the transformation leader motivates its
team to be effective and efficient. Communication is the base for goal
achievement focusing the group in the final desired outcome or goal
attainment. This leader is highly visible and uses chain of command to get
the job done. Transformational leaders focus on the big picture, needing to

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 be surrounded by people who take care of the details. The leader is always
looking for ideas that move the organization to reach the company’s vision
(Burns, 1978). There are also other types of leadership like: people
oriented, servant, task oriented, environmental, etc which are employed
accordingly.

2.1.2. Motivation

Hashim Z. (2014), stated that Motivation plays an important role in all public and
private organizations.

Without motivating their employees organizations can’t run and can’t achieve
their goals. There are number of motivational factors that increase the
presentation of employee’s in an association. As of Maslow’s Hierarchy of needs:
Human behavior is goal-directed. Motivation cause goal-directed behavior. It is
through motivation that needs can be handled and tackled purposely. According
to

Maslow’s Hierarchy, needs were categorized into 5 types/ levels from lower to
higher order of needs. Individuals must satisfy lower order of needs before they
approach higher order. Satisfied needs will no longer motivate. Motivating a
person depends on knowing at what level the person is at of hierarchy. Physical
needs: Need for food, water, shelter, clothing, sexual satisfaction etc. Safety and
security needs: Need to be free from physical danger and the fear of Social needs:
Need for love and affection, acceptance by fellows and the like. Ego-need: Need
for power, prestige, status and self-confidence. Self-actualization need: Desire to
become what one is capable of becoming-to maximize ones potential and to
accomplish something.
McGregor’s theory X and theory Y: Theory X assumes that, workers have little
ambition; dislikes work, avoid responsibility and require close supervision.
People don’t like to work and try to avoid it. So, managers have to control and
threaten people to get them to work. People prefer to be directed and tend to resist
change. People are gullible and not bright. Theory Y assumes that, workers can
exercise self-direction, desire responsibilities and like to work. People don’t
naturally dislike work and work is natural part of their lives. People are internally

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motivated to reach objectives to which they are committed to. People are also
committed to goal attainment. They will both seek and accept responsibility under
favorable condition. People have capacity for innovation in solving problems.
According to this theory democratic management is preferable.

Recognition: An employee recognition program can be a great morale-building

tool for any organization, whether large or small. An effective recognition
program can lead to innovation, higher productivity and greater job satisfaction
for the workers (Beer and Walton, 2014). Employee recognition programs could
include several levels of recognition, from a simple Certificate of Appreciation to
awards given.

Recognition is one of the strong motivation factors; employees feel comfortable

when they are praised and recognized (Armstrong, 2007).
No resource is more critical to an organization’s success than its human resources.
The concept of reward and recognition has gained much importance in the current
times and has captured the attention of organizational managers and researchers,
different organizations use reward and recognition as motivational techniques for
employee’s better performance. These reward and recognition are provided in the
form of monetary and non-monetary benefits for certain desirable behaviors.
Employees don't only want a good salary and benefit package, they also want to
be valued and appreciated for their work (Wiese and Coetzee, 2013). When
employees feel recognized and involved, they're much less likely to worry about
money and security (Elton & Gostick, 2006).

Rewards: is one of the important elements to motivate employees for

contributing their best effort to generate innovation ideas that lead to better
business functionality and further improvise company performance both financial
and non-financially. Some of these include the praised that employees are able to
acquire from their managers, the opportunity to take on important projects or
tasks, and even leadership attention. Much research on leader power have found
that supervisor reward power would be positively associated with employee task
performance.

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Allen and Helms (2002) describe reward as a material or financial expression of
appreciation that is conditional on results. Reward is a critical element that
motivates employees to perform as expected (Armstrong, 2007).
Employee performance plays crucial role in an organization’s performance.
Rewards are focal device to improve motivation among employees and no
organization can imagine reaching their goals and objectives without motivating
their employees (Kumari, 2014). Baron (1983) posits that when we recognize and
reward the employees in terms of their identification, their working capacity and
performance is very high. Reward is a system like: Bonus and profit sharing) that
contributes to performance by linking the interests of employees to those of the
team and the organization, thereby enhancing effort and performance (Armstrong,
2007).
There are two types of rewards; financial and non-financial. Nonmonetary
incentives are to reward employees for excellence job performance through
opportunities (Kepner and Ballentine, 2003). It usually come in form of more
enabling authority, award, participating in the management, promotion, holidays,
better working environment, written recognition, gifts, formal dinners, informal
parties, plaques, etc. (Allen and Helms, 2011). Rewards play a vital role in
determining the significant performance in job and it is positively associated with
the process of motivation (Huselid, 2005). The level of motivation of employees
increases when employees get an unexpected increase in recognition, praise and
pay (Dubrin, 2012). One valuable reason for recognizing employees is that
studies show that people who feel appreciated are more positive about themselves
and their ability to contribute, i.e., employee recognition can boost productivity
and increase job satisfaction (Smith, and Hansen, 2012).

Salaries and wages if the association administration paid the reason able
remunerations in time and fixing the salaries then enactment of the employees
habitually increase. Otherwise not well. Because salaries and wages is the main
and very important motivational aspect that affect the employees performance in
the organization (Agwu, 2012).

David M.R. (2012) noted that: - "It is important that pay systems in the public
sector should make a regular and direct link between a person's contribution to the

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standards of service provided and employees reward. Pay has an important part to
play in raising the quality and improving the responsiveness of public services.

This will be an important means of securing the objective of improving the

quality of public services, which is at the heart of the Citizens' Charter
Programmed. Over time, performance will come to determine a larger proportion
of the pay bill without performance pay becoming a disguised way of providing
unacceptably high increases in the pay bill.

Paid employment is the most important factor determining the level of living
standards, particularly in low-income countries which lack unemployment benefit
systems. Although, a “job” is generally associated with a regular wage or salary, a
large share of workers in developing countries are involved in small family farms,
household businesses or in causal or seasonal day labor outside a formal
employer−employee relationship (World Bank, 2012). However, the proportions
of wage and non-wage work differ greatly across the developing world, and the
gender difference is particularly striking. For instance, according to the World
Development Report 2013 (World Bank, 2012), in sub-Saharan Africa non-wage
work represents more than 80 per cent of women’s employment, but less than 20
per cent in Eastern Europe and Central Asia. i. Bonus: Association administration
can easily increase the work performance of the workforces with the help of
additional benefit. We can say that additional benefit is the above salary gives the
employee’s according to their performance. Bonus is an important tool for
increasing the productivity (Agwu, 2013), ii. Encouragements: encouragements
mean additional allowances like medical allowance, travel allowance and house
allowances etc. company can increase the employee’s performance by providing
this encouragement iii. Job Security: Organization increases the employee’s
performance or productivity by providing job security. Iv. Promotion:
Organization increases the employee productivity by promoting them.

2.1.3. Training and Employees` Performance

The main purpose of training is to acquire and improve knowledge, skills and
attitudes towards work related tasks. It is one of the most important potential
motivators which can lead to both short-term and long-term benefits for
individuals and organizations. There are so many benefits associated with

54
training. Cole (2001) summarizes these benefits as below: a).High morale –
employees who receive training have increased confidence and motivations; b).
Lower cost of production – training eliminates risks because trained personnel are
able to make better and economic use of material and equipment thereby reducing
and avoiding waste; iii). Lower turnover – training brings a sense of security at
the workplace which in turn reduces labor turnover and absenteeism is avoided;
IV). Change management – training helps to manage change by increasing the
understanding and involvement of employees in the change process and also
provides the skills and abilities needed to adjust to new situations; v). Provide
recognition, enhanced responsibility and the possibility of increased pay and
promotion; VI). Help to improve the availability and quality of staff.

According to Swart.(2005), bridging the performance gap refers to implement a

relevant training intervention for the sake of developing particular skills and
abilities of the workers and enhancing employee performance. He further
elaborate the concept by stating that training facilitate organization to recognize
that its workers are not performing well and thus their knowledge, skills and
attitudes needs to be moulded according to the firm needs. There might be various
reasons for poor performance of the employees such as workers may not feel
motivated any more to use their competencies, or may be not confident enough on
their capabilities, or they may be facing work- life conflict. All the above aspects
must be considered by the firm while selecting most appropriate training
intervention that helps organization to solve all problems and enhance employee
motivational level to participate and meet firm expectations by showing desired
performance.

Nadler (1984:16) noted that all the human resource development activities are
meant to either improve performance on the present job of the individual, train
new skills for new job or new position in the future and general growth for both
individuals and organization so as to be able to meet organization’s current and
future objectives. There are broadly two different methods that organizations may
choose from for training and developing skills of its employees. These are on-the
job training given to organizational employees while conducting their regular
work at the same working venues and off-the-job training involves taking
employees away from their usual work environments and therefore all

55
concentration is left out to the training. Examples of the on-the-job training
include but are not limited to job rotations and transfers, coaching and/or
mentoring. On the other hand, off-the-job training examples include conferences,
role playing, and many more others.

In the real world, organizational growth and development is affected by a number

of factors. In light with the present research during the development of
organizations, employee training plays a vital role in improving performance as
well as increasing productivity. This in turn leads to placing organizations in the
better positions to face competition and stay at the top. This therefore implies an
existence of a significant difference between the organizations that train their
employees and organizations that do not. Existing literature presents evidence of
an existence of obvious effects of training and development on employee
performance.

2.1.4. Organizational Culture

Organizational culture can be described as a set of common values, behaviors,

and beliefs that are practice towards the achievement of organizational goals,
and forms one of the main reasons why organization s with strongly developed
and practiced cultures tend to perform better than those where culture is weak
( Deal & Kennedy, 1982). Since organization culture is directly linked with HR
practices, it also has a positive impact on employee performance and adaptability,
helping them overcome any corporate challenges and situations, and provides
them with a direction towards the achievement of a common goal or objective
(Daft & Weick, 1984). Through the presence of an organizational culture,
employees are better aware of the history, norms, and code of conduct acceptable
practiced within the company, and service to influence their commitment towards
it (Ferris, et al., 1998). Furthermore, coordination between employees within a
department as well as in the organization as a whole, coordination and
integration of operations, an d strategy is aided by organizational culture, also
leading to better resource usage and support (Kopelman , Brief, & Guzzo, 1990).
Lumby & Foskett (1999) further argued that the culture of every organization is
unique, derived from the context in which the organization operates and the
values of those who have led or been part of the organization over time. “This

56
unique culture will reveal itself through a number of characteristics: conceptually,
through the ideas that are valued and promoted, verbally, through the language,
terminology and discourses in use, behaviorally, through the activities, social
interactions and rituals that occur and visually, through the designs and styles
adopted by the organization in its physical and material components. Thus the
culture could be transmitted through conceptual, verbal, behavioral and visual
means. Moreover, there are certain basis of this culture representation which
includes the contextual factors, the country / nation where we do belong, our
religion, our philosophy or code of life etc.
2.1.5. Working Environment

Workplace environment is a concept, which has been operationalized by

analyzing the extent to which employees perceive the immediate surroundings as
fulfilling their intrinsic, extrinsic and social needs and their reason of staying with
the organization (Haynes, 2008).

The modern physical environment is distinguished by technology, computers,

machines, general furniture and furnishings which continually affect the brain and
health of employees (Stoessel, 2001).

Physical Factors of the Workplace Environment: the physical environment

includes components of the tangible workplace environment that comprise spatial
layout and functionality of the surroundings (Kohun, 2002). Spatial layout refers
to the ways in which machinery, equipment, and furnishings are arranged, the size
and shape of those items, and the spatial relationships among them How
performance is achieved will be affected by how well people fit with their
physical workspace and physical work environment
(Srivastava, 2008).

In a broader perspective, the physical workplace environment; include but not

limited to the comfort level, ventilation, heating, natural lighting and artificial
lighting. Informal seating arrangements, such as chairs placed at a right angle
facilitate social interaction, where as formal seating arrangements, such as chairs
placed back-to-back discourage social interaction (Doman, 2008). This also helps
explain how style of furnishings and other physical symbols may come to serve a
symbolic function. Psychosocial Factors Affecting Employees’ Performance: the

57
psychosocial factor of work environment is generally considered to be one of the
most important issues in contemporary and future societies. They refer to the
interactions between the environment and working conditions, organizational
conditions, functions and content of the work, effort, workers individual
characteristics and those of members of their families (Vischer, 2008). Therefore,
the nature of the psychosocial factors is complex, covering issues relating to the
workers, general environment and work.

Noe (2008) define employee workplace welfare in terms of six key areas: a
manageable workload; some personal control over the job; support from
colleagues and supervisors; positive relationships at work; a reasonably clear role;
and a sense of control or involvement in changes at the workplace. Individual
association with the working environment are important as they impact upon the
ability of the individual to take control of their work and the level of stress they
experience within the workplace (Warr, 2002). The behavioural factors that may
affect the performance of bank employees at work place are the exclusive nature
and function of job satisfaction change, or systematic development or weakening
in job satisfaction over spell (Warr, 2002).There are lots of other aspects that may
enhance or lower the employees‟ performance some of which include role
congruity, supervisor support and leadership styles in banks rank among the
factors that may individually and collectively effect on the performance of
employees.

Buchner (2007) found that most employees have a negative feeling about
performance management. Employees feel that the system manipulates
employees without rewarding their efforts. However, research shows that if well
implemented rewarding can motivate employees to be more productivity. De
Nisis and Pritchard (2006) aver that attitudes toward performance management
affect the performance of employees in organizations.

Mandishona (2003) indicates the survival of the organization and good service
delivery is dependent on how employees perceive the whole system. There should
be a win-win situation between the employer and employees. Organizations are
therefore, called upon to make sure that employees’ benefits are tied to
performance and the system has to be regarded as fair and just by the employees.

58
Working time is an important element of working conditions, and the reduction of
hours worked was one of the original objectives of early employment regulation.
Most countries have laws or national agreements setting maximum and minimum
boundaries relating to working hours, and, globally, statutory hours of work have
been seen to decrease over the last century. However, legal provisions regarding
working hours differ considerably between countries.

Weekly normal hour’s limits range between 35 hours in France and 52 hours in
Kenya, but the most prevalent weekly standard from a global perspective lies at
40 hours. Apart from legislation on working hours, a number of regulatory
regimes (and many collective bargaining agreements) require break times of a
minimum duration during work shifts or if shifts extend beyond a certain number
of hours (some also set minimum break times between shifts). The timing of work
is also subject to regulation in some countries, including the imposition of penalty
payments for working antisocial hours or during public holidays. Some countries
also include requirements with regard to minimum hours to cover part-time or
temporary workers.

There is also a growing age dimension to working time. There has been a
pronounced growth of precarious work arrangements particularly among young
workers and older workers, meaning that these groups are more likely to be
subject to irregular working hours (Johnstone et al., 2012). Job Satisfaction,
which indicates how satisfied employees are with their current duties. As early as
the 1920s, scholars commonly assumed that job satisfaction was related to
performance (Petty M.C.1984), satisfied employees were expected to be more
productive than dissatisfied ones. As a result, human relations theories have often
been expressed as an effort to increase productivity by satisfying the needs of
workers (Vroom, 1964).

The most used definition of job satisfaction in organizational research is that of

Locke (1980), who described job satisfaction as “a pleasurable or positive
emotional state resulting from the apprasa1of one's job or job experiences.
“Locke developed three important dimensions of job satisfaction. They are: i. Job
satisfaction is an emotional response to a job situation. As such, it cannot be seen;
it can only be inferred, ii. Job satisfaction is often determined by how well out

59
comes meet or exceed expectations. For example, if organizational participants
feel that they are working much harder than other is in the department but are
receiving fewer rewards, they will probably have a negative attitude toward the
work, the boss, and/or coworkers and they will be dissatisfied. On the other hand,
if they feel that they are being treated very well and are being paid equitably, they
are likely to have appositive attitude toward the job, and then they will be job
satisfied, iii. Job satisfaction represents several related attitudes Sowmya1 P.
(2011) defined job satisfaction as how much employee’s like or dislikes their
work and the extent to which their expectations concerning work have been
fulfilled. Understanding job satisfaction is critical to the success of an
organization and continues to be a major topic of research interest.

2.2. Empirical view

Deferent researchers conducted study to assess factors affecting employees’ job

performance in accomplishing their day to day activities in the case of different
private business and government public sectors. Most researches were focused on
factors such as political leadership training, motivation, and reward in specific
manner, age, experience, marital status etc. that has effect on job performance.
One can summarize these factors has to be examined independently. So the
researcher tries to discuss some specific factors that have effect on the result of
relationship with employees’ job performance depicted as follows.

Tesfaye, (2011), civil service in Ethiopia Suggested on Factors that affect

employee performance: Backward Beliefs and attitudes in the civil service, they
attitude: We have seen that the development of the Ethiopian politics goes from
Feudalism, to Military Dictatorship and the current government. The political
tradition of the country was surrounded with hostile political environment,
inadequate facilities and work environment, When the politician dictates the
solution that requires professional involvement (the professional becomes neutral
on the situation. When the politician interferes in the work of the professional,
when the professional resists political decision and Salary which does not satisfy
the basic personal need. In his research findings there are Outlooks between the
professional and the politician

60
There may be different outlooks and interpretations concerning the relationship
between the governor and the professional. The civil service in the eye of the
politician perceived as: Resists change, the civil servants are there to fulfil the
strategic objective of the government, Wants to interfere in my political work,
whereas, the politician in the eye of the civil service perceived as: he is a
politician he doesn’t know how to run a bureaucracy, Interferes in my work,
Recruits politically affiliated personnel , Changes are implemented as a result of
political decision rather than as a result of research, Sentimental and short
sighted: Wants to see results quick, thinks always about his political goal, Wants
to make us busy, increase work load, in the name of change.

There are also scholars and researchers conducted study to assess what factors
affect employees’ job performance in order to accomplish their responsibilities in
the case of different nations and sectors of industries.
Getamesay,(2016) studied in Wegagen Bank on factors affecting employee
performance by identifying variables like: training, motivation, leadership,
organizational culture and working environment using questionnaire and resulted
that all variables have direct effect on employee job performance on the other
hand using the same variables (5), overseas researchers Le Tran (2002), on
Petrovietnam Engineering consultancy J.S.C applying the same methodology and
resulted only the three: Motivation, Leadership and Training have direct effect on
employee performance.

Njugi Anne wanjiku ,(2014), Effect of Organisation Culture on Employee

Performance in Kenya concluded that organization culture has a great influence
on employee performance. The study found out that on competitive culture,
public sector in Kenya needs to help its employees set performance goals that are
easily achievable. They can do this by ensuring Managers have one to one‟s with
staff they manage to discuss and formulate practical work goals as well as best
practice to achieve these goals.. Further studies can also be carried out to identify
the various levels of Organization Culture, their relevance to Organizations and
how these levels can be embedded into the Organization Culture.

Hafiza Nayab (2013) studied Factors Affecting the Performance of Employees at

Work Place in the Banking Sector of Pakistan focusing on variables: manager’s

61
 attitude, Organization’s culture, Personal problems, job content and financial
rewards up on employees’ performance. The results of this study indicated there
is a positive relationship between the manager’s attitude Organization’s culture
Personal problems, Job content, financial rewards and employees’ performance in
the Banking sector of Pakistan.

Muhammad R. (2017) in Pakistan examined that factors affecting employee

performance in Islamic Banks of Pakistan based on three components by applying
the quantitative technique and showing that the employees’ performance is
influenced by motivation; communication and job stress factors.

2.3. Conceptual Framework

As of Le Tran, (2002) the conceptual framework has four independent variables

namely Leadership, Training, Motivation and working environment and the
dependent variable i.e. Employee performance. The purpose of the study is to find
out the relationship between independent variables and dependent variable.
Moreover, to see to what extent independent variables affect employees’
performance in North Shewa Zone public service organizations
Figure 2. 1: Conceptual framework

Independent Variables Dependent Variable

-
A Working Environment
(Work experience, Gender, Age
)
Employee Performance
B - Leader ship
C – Motivation
(Salary, educational status)

D - Training & Development

E. Organizational Culture

Conceptual Framework, adapted and modified from Le Tran (2002,)

62
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

Under the research methodologies sub - section, the researcher will describe the
research types, approaches, sampling techniques, samples, procedures,
instruments, methods and design that are needed to undertake the entire study.
Additionally, the research validity and reliabilities as well as the ethical
considerations are indicated.

3.2. Research Design

The quantitative research approach will use so as to make use of statistical

analysis by applying systematic measurements and statistics. Research survey and
already collected data are will use while conducting the study. The qualitative
research approach also used to elaborate and convert the interview information
from sector managers without depending on the numerical measurements.
Throughout the research report, the researcher will use descriptive and
explanatory research design to reveal the determinants of employee performance.
This descriptive type of research will use to describe the data collected; to
examine the relationship and impacts between the determinant factors and
employee performance. The explanatory studies will use because it establishes
causal relationship between variables. As Saunders et al., (2009) explained with
the same as to concepts of this study, the emphasis here is on studying a situation
or a problem in order to explain the relationships between variables.
3.3. Target population

This study will to conduct at North Shewa zone Offices which is located in Debre
birhan town for the reason that, zone departments have branches in all Wereda of
each target organizational structure serving as a liaison between the regional
government and wereda administration and it delivers technical, administrative
and over all support to each respective wereda, zonal sectors and community at
large. The target population for this study will comprises of 21different public
service sectors directly responsible to civil service commission of 802 employees

63
including team leaders. Political assignee sector leaders are excluded due to the
fact that one factor to be studied is “leadership” and they are not governed by
civil service regulations whereas merit team leaders are included due to the fact
that they themselves are responsible and governed by regional civil service laws
and regulations.

3.4. Sampling techniques

The population of this study is North Shewa Zone public sector civil servants.
The sample of this study according to Sekaran (2006) it is the process of selecting
a sufficient number of elements from the population, so that results from
analyzing the sample are generalizable to the population. To conduct this
research the researcher will use stratified sampling technique where dividing the
population into a series of relevant strata means that the sample is more likely to
be representative, (Mark Saunders 2007) as you can ensure that each of the strata
is represented proportionally within your sample. In this case the researcher used
samples from each 21 public sector organizations and Convenience sampling is
employed for the reason that to obtain volunteer respondents due to the current
respondents’ mood occurred by the prevalence of domestic violence in the
surrounding community. Moreover, during the sample testing the researcher
found non volunteer employees to fill the questionnaire with responsible manner.
Because of these factors the researcher used convenient sampling approach for
the respondents. Structured approach of interview is employed for 11
individual sector heads. With this technique, the sampling frame was organized
into relatively homogeneous groups (strata) before selecting elements for the
sample. According to Janet (2006), this step increases the probability that the
final sample will be representative in terms of the stratified groups. Based on this
notion, the total universe in this research of employees are 802. The sample size
of this study is 267.

3.5. Sample Size and procedure

In order to determine the sample size of each stratum stratified sampling will use.
Applying stratified random sampling technique enables to get more representative
samples (Creswell, 2012). The Yemane (1967) method for sample size

64
calculation was formulated by the statistician to determine the sample size from a
given population using the mathematical illustration of:
n= N (1+N (e) 2
Where
n= sample
N= Population
e= Degree of tolerable errors
1 = constant
Since the level of significant is 5%, the confidence level becomes 95%, the sample
will be taken by using the following formula:

n= N (1+N (e) 2 where, n = signifies the sample size N = is the population under
the study e = is 3.5. The margin error so, the sample size would be;

802= (802/1+802(0.05)2) = 267

Based on Taro Yemane (1967) method, the researcher the following sample frame
from each sector. List of population and sample size of North Shewa zone Public
sector civil service employees is depicted in the appendices. The researcher
distributed questionnaires, (which is translated in Amharic by licenced
specialists) to the workplace and how the respondents respond to the questions in
obtaining the true and relevant information. This study, therefore, will use
convenient sampling to obtaining volunteer and responsible respondents among
the employees and also stratified sampling to address all organizations.
3.6. Source and Instrument of Data Collection

Krishnaswami (2002) classified data gathering into primary and secondary

sources. The researcher also employed both primary and secondary sources of
data collection. Primary Data collection is used based on questionnaire and
interview techniques. According to Veal (1997), questionnaire is an instrument
of data collection from individuals using a formally designed schedule of
questions. The researcher uses questionnaire for the fact that it is less expensive
and offers greater anonymity, gives the respondent sufficient time for reading and
understanding the questions and answer freely, and it provides wider coverage to

65
the sample and also facilitates collection of a large amount of data. In order to
realize the target, the study used well-designed questionnaire as best instrument
adopted from different sources LeTran (2002) and Getamesay (2016) which were
found to be appropriate for the study. The questions focus towards the assessment
of employee performance and explore various challenges during its process. The
questionnaire contained closed ended questions with 5 Likert Scale from
“Strongly Agree” =5 to “Strongly Disagree” =1 and it was administered by the
researcher.

The researcher also use interview for sector managers to triangulate the response
offered by employees. Based on interview the researcher prepared condensed
structure questions from the variables and asked sector heads. The researcher
used simple and everyday language, tried to avoid ambiguous, double-barreled,
leading and presumptions.

Secondary data will base on the zonal civil service annual report of (2017) and,
reference books, journals, and websites was reviewed to make the study a
complete picture.

3.7. Data Analysis Method

Data from questionnaires will analyze and summarize through both descriptive
and inferential statistics using SPSS software version 20 (Statistical Package for
Social Science). The interview gathered from managers is discuss in the
discussion part and condensed along with the corresponding analysis. The
descriptive statistics (frequency distribution, percentile, minimum, maximum,
mean and standard deviation) which help the researcher to examine the general
level of employee performance and the selected factors of performance. The
SPSS will use to analyze the data obtained from primary sources. Specifically,
descriptive statistics (mean, standard and deviation) and inferential statistics
(correlation and regression analysis) was employed in this study. To sum up:
 Descriptive Statistical Analysis: The final report will produce through
central tendency measurements that is, demographic description of
frequency and frequency distribution, percentage and comparison of
mean

66
  In inferential statistical analysis; ANOVA, correlation and multiple
linear regression method was utilized using statistical package for social
sciences SPSS software. Those are, a) ANOVA; Analysis of Variance
used to see if there exists a difference between independent variables.
Correlation; (r) is used to describe the degree of relationship among two
variables. Because variables are measured as an interval level, Pearson
product moment correlation was utilized in which its output lies between
-1.0 and +1.0. The significance level shall set at 95% with alpha value of
0.05 (a chance of occurrence of odd correlation is 5 out of 100.)
b) Multiple Regression Analysis; is a major statistical tool for
predicting the unknown value of a variable from the known value and it is
about finding the relationship between variables and forming a model.
The Model was developed using 5 explanatory variables or predictors,
which have influences on employees’ job performance.
 Y= β0+β1 X1+ β2X2 + β3X3 + β4 X4+ β5X5 +ɛ

Where Y is the response and the independent variables are those which explain
the response ranges from X1 to X5.

Table 3.1. Model Specification of variables

Predictor variable X Beta Coefficient Predictor X-value

S.No assigned
(β)
1 Training β1 X1

2 Working Environment β2 X2

3 Organizational Culture β3 X3

4 Motivation β4 X4

5 Leadership β5 X5

6 Employee Performance Constant Y

Source: Research Data 2022

67
3.8. Reliability and Validity

Reliability

Mark Saunders (2007), stated Reliability refers to the extent to which your data
collection techniques or analysis procedures will yield consistent findings. Carole
l (2008), also stated the coefficient of internal consistency provides an estimate of
the reliability of measurement and is based on the assumption that items
measuring the same construct should correlate. Perhaps the most widely used
method for estimating internal consistency reliability is Cronbach’s alpha. A

slight ambiguity in the wording of questions or statements can affect the

reliability of a research instrument as respondents may interpret the questions

differently at different times, resulting in different responses (Ranjit Kumar

2011). The reliability of the items were analyzed using Cronbach’s coefficient
alpha. The result of the reliability test was 0.901 which exceeds the acceptable
cut-off point. One of the most commonly used indicators of internal consistency
is Cronbach’s alpha coefficient. Ideally, the Cronbach alpha coefficient of a scale
should be above 0.7 (Pallant, 2005). All 39 items measured to test reliability
showed that all variables under the study are reliable enough. This suggested that
the internal reliability in this study is acceptable.

Validity

Validity is concerned with whether the findings are really about what they appear
to be about and answers the question like: Is the relationship between two
variables a causal relationship?
(Mark Saunders et al. 2007).

‘Validity is often defined as the extent to which an instrument measures what it

purports to measure. Validity requires that an instrument is reliable, but an
instrument can be reliable without being valid’. (Carole I. et al 2008). So as to
test, sample questionnaires were delivered before the main one is distributed 27
respondents and adjustments were made to the questionnaire items based on the
comments of the respondents. Additionally, several measures were employed to
ensure that the results are free from material errors from the design of the

68
questionnaire. Such measures are clarity of instructions, clarity of the questions,
the layout of the questionnaire and other comments.

Pre-testing a research question is implemented to identify problems that the

potential respondents might have in either understanding or interpreting a
question. to identify if there are problems in understanding the way a question has
been worded, the appropriateness of the meaning it communicates, whether
different respondents interpret a question differently, and to establish whether
their interpretation is different to what you were trying to convey (Ranjit Kumar
2011), If there are problems you need to re-examine the wording to make it
clearer and unambiguous.

69
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