Thesis statement

1). Thesis statement

Due to low productivity in most organizations, high labor turnover and job unsatisfactory, several issues emerge on whether there are factors that may hinder or motivate employees from working and producing their level best (Julnes, P. D. L., & Holzer, M. 2001). As a result, to these factors, it was necessary to plan and carry out a thesis on the organizational factors that may hinder employees from being highly productive on their work in the organization.

2). Survey purpose

The main purpose of this survey is to examine critically the organizational factors that may hinder the performance of the employee in the organization. The survey is to be conducted in mid-level organizations within the country that have many employees working either as permanent or casuals.

The survey is of great importance since it will help address various issues that will provide guidelines on how to handle employees within the organization so as to get their optimum performance of various duties and tasks. The major importance of the survey is to determine the key areas that need to be addressed in order to ensure that the employees produce high-quality work as well as enjoy working in the organization without thinking of quitting the organization before their retirement period (Delobbe, N., & Lauzier, M. 2015). Mainly previous surveys have been done on employee remuneration but in terms of organizational factors that affect productivity. Many have not gone an inch higher in finding the factors.

The other purpose of conducting this survey was the fact that most organization experienced frequent labor turnover that gave the organization non-uniformity in managing the employees. Productivity is also an area that triggered this survey this is because many companies thought that by having very many employees, their work would be done perfectly. This turned out to be the contrary of what they expected as they realized that the more they had many employees to do a certain job, the poorer the job was being done.

The survey is also important since it will focus on addressing the issue of communication and how communication process will improve the performance of the employees. It will clearly investigate whether good and effective communication in the organization is a factor in improving employees productivity. Due to that factor, I have drafted research questions as follows; –

  1.Does the management system and structure hinder employees from performing to their optimum?

  2.Does the company offer a good remuneration to motivate the employees?

  3.What type of training does the company offer in order to develop their staff?

  4.Is the communication channel within the company efficient in the airing of grievances?

3). Population

The survey will be carried out in three industries and the target population will be mostly divided into two namely staff and the managerial staff. The staff will include the normal employees who don’t hold any specific position in the companies, this will help in clearly figuring out the employee perspective on their view on the way the company treats them and will have a general review without any biases on the problem that they encounter that make them perform poorly or factors that hinder their performance (Sacco, T. L., Ciurzynski, S. M., Harvey, M. E., & Ingersoll, G. L. 2015). The managerial staff will comprise of directors and any other employee that hold a senior position in the company. Furthermore, managerial staff normally are treated differently from the other staff and hence prompted the division of the population into two parts so as to get their point of view also.in both divisions, the unionization of staff may also get focus on my survey as we know that unions tend to fight for the right s of the people and therefore their productivity may vary according to whether they are unionized or not.

Survey purpose

4). Sample frame

This includes the subset of the population and in our survey, the population is divided into three namely, The staff. This includes all employee in the organization who do not occupy any managerial position but works for the company in fulltime or casual basis. Secondly is the managerial staff. This consist of all individuals who hold any managerial position within the organization. They may comprise of managers, directors, and supervisors.

How to access this samples will determine a person’s willingness to share information without fear of being intimidated by the organization and also the job security. Before the survey is conducted, a letter of permission will be sent directly to the companies director seeking the permission to conduct the survey in the organization. Upon agreement and getting the permission to conduct a survey, another letter will be sent to the selected individuals asking them for their time and also their willingness to share information (Dunnette, M. D., Campbell, J. P., & Hakel, M. D. 2007). This will depend on the set code of conduct of the company. In the letter also will address the kind of questions that I will be willing to ask, the amount of time I will spend on each individual and also the exact date and time on when the survey will be conducted. As part of ethics, the sample question will not touch on personal issues but will major its focus on the survey topic. However, any individual willing to share additional information that will be of importance to the survey will be locked out.

5). Minimizing error

As part of minimizing error in getting the response from the correspondents will ensure that a brief explanation of what response is needed will be conducted furthermore the questionnaires will be as clear as possible so as to reduce the chances of occurrence of an error during the survey. Secondly, I will only interview those who are willing, by this I will eliminate those who might have different objectives (Greenhaus, J. H., Parasuraman, S., & Wormley, W. M. (1990).

The use of a formal language and ethical speech will also be highly applauded for it will ensure that the managerial staff does not feel intimidated while responding to the survey. The formal language will make sure that the directors of the organization are satisfied that the survey is not going by one way or the other going to seek information from the organization but to help improve the organization.

Mover to ensure that the correct information is gotten, I will not ask questions that may trigger the administration in firing the respondent after giving the information. The questions will be well articulated and will only ask what is important with regard to the survey.

6). Survey administration

The survey administration will depend on the kind of person I will be dealing with. The administration will be divided into three parts namely face to face, telephone and questionnaires. Face to face administration will be conducted to the available parties who will be willing to spare his or her time with the person conducting the survey. The telephone will be used to the employees who will have limited time due to the complexity of their work. This will help them in ensuring that they select the most appropriate time for them to start the conversation.

Population

The high response rate is normally determined by the complexity of the question asked and how they affect the respondent either emotionally or psychologically. In the case of face to face interaction, I will ensure that I take the shortest time possible and ask the only relevant question to the respondent (Shah, N., Irani, Z., & Sharif, A. M. (2017). On the telephone conversation, I will ensure that am friendly enough to the respondent so as to get the targeted information from the respondents. In the case of drafted questionnaires, the sample questions will be short and appealing so as not to discourage the respondents from answering them.

Conclusion:

In conclusion, I would ensure that there is a sequence of events that will take place from the time of planning for the survey all the way to drafting the questions. the budget of the survey will be realistic so as to ensure that it’s conducted in the appropriate way possible (Squires, J. E., Hoben, M., Linklater, S., Carleton, H. L., Graham, N., & Estabrooks, C. A. (2015).  Constant communication with the respondent will ensure that I create a friendly environment with them so that they may give me the necessary information with regard to my survey.

References:

Burton, W. N., Chen, C. Y., Li, X., & Schultz, A. B. (2017). The Association of Employee Engagement at Work With Health Risks and Presenteeism. Journal of occupational and environmental medicine, 59(10), 988-992.

Coomber, B., & Barriball, K. L. (2007). Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: a review of the research literature. International journal of nursing studies, 44(2), 297-314.

Delobbe, N., & Lauzier, M. (2015). Exploring the relationship between presenteeism and organizational performance: The role of need for recovery, job satisfaction and organizational procedural justice. In 17th Annual Congress of the European Association of Work and Organizational Psychology, Oslo, Norway.

Dunnette, M. D., Campbell, J. P., & Hakel, M. D. (2007). Factors contributing to job satisfaction and job dissatisfaction in six occupational groups. Organizational behavior and human performance, 2(2), 143-174.

Greenhaus, J. H., Parasuraman, S., & Wormley, W. M. (1990). Effects of race on organizational experiences, job performance evaluations, and career outcomes. Academy of management Journal, 33(1), 64-86.

Julnes, P. D. L., & Holzer, M. (2001). Promoting the utilization of performance measures in public organizations: An empirical study of factors affecting adoption and implementation. Public administration review, 61(6), 693-708.

Sacco, T. L., Ciurzynski, S. M., Harvey, M. E., & Ingersoll, G. L. (2015). Compassion satisfaction and compassion fatigue among critical care nurses. Critical care nurse, 35(4), 32-42.

Shah, N., Irani, Z., & Sharif, A. M. (2017). Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors. Journal of Business Research, 70, 366-378.

Squires, J. E., Hoben, M., Linklater, S., Carleton, H. L., Graham, N., & Estabrooks, C. A. (2015). Job satisfaction among care aides in residential long-term care: a systematic review of contributing factors, both individual and organizational. Nursing research and practice, 2015.

Waltman, J., Bergom, I., Hollenshead, C., Miller, J., & August, L. (2012). Factors contributing to job satisfaction and dissatisfaction among non-tenure-track faculty. The Journal of Higher Education, 83(3), 411-434.