EMPLOYEE ORIENTATION AND ORGANIZATION PRODUCTIVITY.
A CASE STUDY OF MTN COMPANY NTINDA BRANCH
BY
AYEBARE MERCY
19/BHRM/002/UMBR
A RESEARCH PROPOSAL SUBMITTED TO THE BUSINESS AND MANAGEMENT
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A
BACHELOR OF DEGREE IN HUMAN RESOURCE AND MANAGEMENT OF
METROPOLITAN INTERNATIONAL UNIVERSITY
DECEMBER, 2021
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TABLE OF CONTENTS
CHAPTER ONE............................................................................................................................3
INTRODUCTION.........................................................................................................................3
1.0 Introduction................................................................................................................................3
1.2 Statement of the Problem...........................................................................................................4
1.3 Purpose of the study...................................................................................................................4
1.4 Objectives of the study..............................................................................................................5
1.5 Research questions.....................................................................................................................5
CHAPTER TWO...........................................................................................................................6
LITERATURE REVIEW.............................................................................................................6
2.0 Introduction................................................................................................................................6
2.1 The benefits of orienting employees in an organisation............................................................6
2.2 Causes of low productivity in the organization.........................................................................6
2.3 possible ways of increasing productivity...................................................................................7
CHAPTER THREE.......................................................................................................................8
RESEARCH METHODOLOGY.................................................................................................8
1.0 Introduction................................................................................................................................8
1.2 Research Design........................................................................................................................8
1.3 Target Population.......................................................................................................................8
1.4 Sample Size...............................................................................................................................8
1.5 Data Collection methods............................................................................................................9
1.6 Data Analysis and presentation methods...................................................................................9
References......................................................................................................................................10
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CHAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter presents the background of the study, statement of the problem, objectives of the
study, purpose of the study, scope of the study, and significance of the study.
Background of the study
Globally, employee orientation is an event that is conducted by the HR team to make sure that
the employees know what is expected of them. The concept of the employee orientation is often
mixed up with the concept of employee onboarding – the main difference is the duration of each
one of them as the employee orientation involves a single day event that lasts for few hours and
is usually conducted during the first week of the job; whereas, the onboarding is an entire
program that spans over few weeks or maybe months, McKersie, E. (2015).
Worldwide, with the current rapidly shifting operating system, organizations are using different
tactics focus to optimize their performance. Strategic Human Resource management practices
like strategic employee relations, strategic employee training, working environment,
remuneration, and benefits are methods that have proved to influence organizational
performance, Aguinis, H. (2018).
In America, many studies indicate that employee Onboarding has roots also in human resource
development, HRD gives emphasis to people rather than numbers, by motivating staff, drawing
on their talents and demonstrating that they are valued by the organization, Alan, (2007).
Recruiting and selecting high-potential workers does not guarantee that they will shine. For one
thing, an employee who does not know what to do or how to do it cannot perform well, the next
step is, for that reason, ensuring that workers know what to do and how to do it; that’s where
orientation comes in as part of training. Employee development can be defined as a procedure
whereas an employee is given a support of the employer to go through different training
programs for the development of the skills and gain new knowledge and skills, Cornerstone,
(2017). Nowadays, employee development is the first cause for employee retention. Top
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employee development techniques used by institutions most often consist of training programs
and leadership development programs. Investing in employee learning and development directly
influences employee commitment and productivity, improving overall business success metrics,
Cornerstone, (2017). Employee development must, as a result, be part of a wider tactic for the
business, aligned with the institution’s corporate mission and objectives, (Armstrong, M. (2017).
In Africa, once workers are selected, they must be prepared to do their jobs, which is when
Onboarding comes in. An employee orientation can be defined as a process of introducing a new
staff to the institution and providing him with a broad idea of how it works. (Joseph, 2017).
In East Africa, employee orientation programs assist a worker to please its individual desires to
feel he/she is part of the company’s social structure. The HR department normally orients new
hires to broad organizational issues and extreme benefits Ramesh, (2016). Supervisors complete
the orientation process by introducing new workers to co-workers and others involved in the
work or in the company (Brookins, M. 2017).In Uganda, the supervisor continues the orientation
by clearing up the exact nature of the work, introducing the new employee to his/her new co-
workers, socializing the new employee with the workplace, and assisting to reduce first day
jitters. Onboarding normally includes information like employee benefits, employee policies, the
daily habit, organization institute and operations, and safety measure and rules, with a facilities
tour, (Randy, 2016)
1.2 Statement of the Problem
Orientation programs have been underestimated in many telecommunication companies based on
how the management of some organizations did not know or believe that it can help in the
performance of employees. However, some organizations have not valued orientation which has
made some employees to withdraw from the organizations and only perform the minimum due to
the lack of some basic information about what they are supposed to do.
1.3 Purpose of the study
The purpose of the study will be to establish the relationship between employee orientation and
organization productivity using a case study of MTN Company Ntinda Branch.
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1.4 Objectives of the study
To examine the contribution of induction of employees to new department in MTN Company
Ntinda Branch.
To assess the role of training of employees to organisation productivity in MTN Company
Ntinda Branch.
To establish the relationship between training of employees about occupation health and safety
in MTN Company Ntinda Branch.
1.5 Research questions
What is the contribution of induction of employees to new department in MTN Company Ntinda
Branch?
What is the role of training of employees to organisation productivity in MTN Company Ntinda
Branch?
What is the relationship between training of employees about occupation health and safety in
MTN Company Ntinda Branch?
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter reviews literature from fields that are fundamental to this study: with the first
specific objective seeking to the benefits of orienting employees in an organisation, the causes of
low productivity in company and the possible ways of increasing productivity.
2.1 The benefits of orienting employees in an organisation
Milch, V. (2014), pointed out that negotiation in the organization helps to reduce Startup Costs:
Proper orientation can help the employee get "up to speed" much more quickly, thereby reducing
the costs associated with learning the job thus ensuring effective organization productivity.
McKersie, E. (2015), pointed out that employee orientation helps to ensure employee
productivity thus reducing employee turnover .To reduce employee turnover: Employee turnover
increases as employees feel they are not valued, or are put in positions where they can't possibly
do their jobs. Orientation shows that the organization values the employee, and helps provide the
tools necessary for succeeding in the job.
Iqbal, A., (2017), indicated that orientation helps to promote effective time management thus
helping to save time in the organization thus promoting employee productivity in the
organisastion. Orientation helps to save time in the organization to Save Time for the Supervisor:
Simply put, the better the initial orientation, the less likely supervisors and co-workers will have
to spend time teaching the employee.
2.2 Causes of low productivity in the organization
Matsuno, K. (2012) indicated that low levels of productivity at your workplace can affect
employee morale, hinder efficiency, and affect profit margins. Unfortunately, low levels of
productivity are often the result of a number of internal issues that have boiled over and require
your immediate attention. As a business owner, you’re the one responsible for establishing the
right structure and culture to drive success.
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Kline, R. B. (2015) noted that lack of employee training cause low productivity among the
employees in the organization, managers can often trace low productivity at work to a lack of
proper training for employees. When your workers aren’t able to perform up to the standards
necessary to complete important project milestones, it is often the result of insufficient education
or training.
Klein, H. (2016), noted that ineffective management and supervision as the cause of low
productivity in the organization. Low productivity at work can result from managers who lack
the leadership to motivate employees and to keep them performing at peak standard.
Fawcett, D. L. (2016) noted that ineffective organizational structure affects workers’ productivity
in the organization. In some instances, a low-productivity employee is the victim of an
organizational structure that doesn’t maximize that person’s skills and talents.
2.3 possible ways of increasing productivity
Gary, D. (2018), noted through using training and development strategically can be important
tool in improving employee productivity .Many organizations have a workforce that is
approaching or past traditional retirement age. In addition, low engagement levels may lead to
increased turnover as more job opportunities become available to people and this will can be
done by Developing a workforce plan to ensure hiring is done in time to develop people.
Ali, A. (2017). Suggested that companies should make use of human resources. The human
resources department of any company plays a key role in the organizational effectiveness of a
company. According to Forbes, human resource personnel provide assistance with organizational
effectiveness by helping with the design of new business strategies. Since the human resources
professionals in a company play an essential role in hiring new employees, they also impact the
company goals.
Appiah, B. (2016), noted that through improving customer care services by keeping the
Customers in Mind Organizational effectiveness only works well when evaluating the needs and
interests of the customers. The National Academies Press states that quality management is just
as important as the overall efficiency of the company.
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CHAPTER THREE
RESEARCH METHODOLOGY
1.0 Introduction
This chapter focuses on research design, area of the study, target population, sample size and
sampling techniques, research instruments, data collection methods and data analysis and
presentation methods.
1.2 Research Design
Kothari (2004) defines research design as the arrangement of the conditions for the collections
and analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure. The study will use descriptive survey design. Descriptive research design
determines and reports the way things are (Mugenda & Mugenda, 2003). This approach will be
appropriate for this study because the study will involve fact finding and enquiries from the
employers, employees of MTN Uganda managers. The design will explore and will evaluate in
details the relationship between the variables (for this matter the relationship between
independent variable, Corporate Social Responsibility and dependent variable, organizational
productivity.
1.3 Target Population
According to Mugenda and Mugenda (2003), target population refers to the total accessible
population that can provide the necessary data to the researcher. In this study, the researcher has
targeted a population of 235 respondents consisting of MTN Uganda employers, workers,
neighboring residents and clients of MTN products.
1.4 Sample Size
A sample is subset of a particular population, Mugenda and Mugenda (2003).
The study will take sample size of 36 respondents and these will consist of 30 employees of
MTN, 06 MTN mangers.
Categories of respondents Sample size
MNT Mangers 06
Employees MNT 30
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Total 36
Table 3.1: Categories of respondents
1.5 Data Collection methods
To ensure that data collected addresses the study objectives, the data collection instruments must
be selected appropriately to avoid collecting irrelevant information (Odongo, 2013).
In this study, questionnaires were prepared for purposes of obtaining data from the respondents.
The questionnaire items will be comprised of closed - ended and open -ended items to offer and
give an advantage of collecting both qualitative and quantitative information from the
employees.
Secondly, interview guides will be used to purposively collect information. In this method, the
researcher meets with the respondents physically to get information needed. This tool was used
to collect data from the employers of MTN Uganda.
1.6 Data Analysis and presentation methods
Given the fact that the study is descriptive in its major characteristics, descriptive statistics was
used as main method of data analysis. The analysis of the data was commenced with editing and
inspection of the pieces of data in order to identify simple mistakes, items that were wrongly
responded to and any blank space left unfilled by the respondents. Microsoft office excel was
used to process all the quantitative responses from the questionnaire. The questionnaire items
Will be sorted, coded and then fed into Excel program to generate frequencies and percentages
which was then be used to make frequency tables and finally charts for analysis.
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References
Aguinis, H. (2018). Performance management (2nd Ed.). Upper Saddle River, NJ: Pearson
Prentice Hall.
Aguinis, H., (2017). Why we hate performance management and why we should love it. Business
Horizons, 54(6), 503—507.
Alan, P. (2017). Human Resource Management: in a business context (3rd Ed). UK: Thomson
learning.
Albrecht, C. (2017). https://extension.usu.edu. Retrieved May 28, 2017, from
https://extension.usu.edu/evaluation/files/uploads/Start%20Your%20Engine/Stu dy
%20the%20Route/Analyze%20the%20Data/UsingInferentialStatistics.pdf
Ali, A. (2017). Working Conditions and Employees’ Productivity in Manufacturing Companies
in Sub-Saharan African Context: CASE OF SOMALIA. Educational Research
International , Vol. 2 No. 2.
Amo, T. (2017). http://smallbusiness.chron.com. Retrieved May 31, 2017, from
http://smallbusiness.chron.com/negative-effects-lack-training-workplace45171.html
Appiah, B. (2016). Impact of training on employee performance: A Case Study of HFC Bank
(GHANA) Ltd. Pp 15-17.
Armstrong, M. (2017), Essential Human Resource Management and Practice, 1 st Edition,
London: Kogan Page.
Armstrong, M. (2017), Human Resource Management and Practice, 11th Edition, London:
Kogan Page
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EMPLOYEE ORIENTATION AND ORGANIZATION PRODUCTIVITY
This questionnaire assists in data collection for academic purpose. The research intends to
investigate the benefits of orienting employees in an organisation, the causes of low productivity
in MTN and suggesting the possible ways of increasing productivity in MTN Company.
All information obtained will be handled with high level of confidentiality. Please do not
incorporate identification or names in this questionnaire.
Please answer every question by using either a cross(x) or tick (√) in the option that applies.
SECTION A: DEMOGRAPHIC FACTORS
Please tick the most appropriate answer (√/x)
1. Age 25 and below
26-30yrs
31-35yrs
36-39yrs
40yrs and above
2. Gender Male Female
3. Marital status: Married Single Widowed
Divorced
Which is your highest education level?
Certificate Diploma Degree Masters PHD
How long have you worked in MTN BRANCH?
Less than 1 year
1-2 years
2-5 years
5-10 years
More than 10 years
Which level of the organization do you work in?
Top
Middle
Lower
Entry
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SECTION B:
Please indicate your opinion as per the level of disagreement or agreement with the outline
statement using the provided 1 to 5 scale guidelines.
1= Strongly Agree, 2= Agree, 3= Neutral, 4 =Disagree, 5= Strongly Disagree
METHODOLOGIES USED FOR ORIENTATION 1 2 3 4 5
PROGRAMS
7. Tour facility has helped me become familiar with the working place
8. Introduction to co-workers has helped me become familiar with the
working environment
9. Tour facility has helped me to perform well in my duties
10. Introduction to Co-workers has helped me to perform well in my
duties
11. Reviewing employee handbook has helped me to understand
employee workplace policies
12. Reviewing paperwork has helped me to understand employee
workplace policies
13. Reviewing paperwork has helped me to understand employee
workplace procedures
SECTION C: THE BENEFITS OF ORIENTING EMPLOYEES IN AN ORGANISATION
Please indicate your opinion as per the level of disagreement or agreement with the outline
statement using the provided 1 to 5 scale guidelines.
1= Strongly Agree, 2= Agree, 3= Neutral, 4 =Disagree, 5= Strongly Disagree
THE BENEFITS OF ORIENTING EMPLOYEES IN AN 1 2 3 4 5
ORGANISATION
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24. Orientation has motivated me and made me feel valued by my
employer
25. Orientation has contributed to the performance of my tasks
26. Taking skill enhancement or employee development activities
seriously has helped me to perform well in my duties
27. Orientation was well planned and organized
SECTION D: CAUSE OF LOW PRODUCTIVITY AMONG EMPLOYEES IN THE
ORGANIZATION
Please indicate your opinion as per the level of disagreement or agreement with the outline
statement using the provided 1 to 5 scale guidelines.
1= Strongly Agree, 2= Agree, 3= Neutral, 4 =Disagree, 5= Strongly Disagree
FACTORS AFFECTING ORIENTATION PROGRAMS 1 2 3 4 5
29. The employer’s lack of enough time allocation for orientation has
affected my performance
30. Being bored and overwhelmed during orientation have affected my
performance
31. My lack of focus during orientation has affected my performance
32. Not being assigned a mentor has affected my performance
33. Not being oriented by the direct supervisor has affected my
performance
MEASURES TO CURB THEM
34. Being given enough time has helped me to perform well in my duties
35. The fact that orientation was well conducted and at the right time has
helped me to perform well in my duties
36. being focused during orientation has helped me to perform well in my
duties
37. The fact that I was assigned a mentor has helped me to perform well
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in my duties
38. Being oriented by my direct supervisor has helped me to perform well
in my duties
MEASURES FOR EMPLOYEE PERFORMANCE
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