THE IMPACTS OF WORK RELATIONSHIP TOWARDS

EMPLOYEE’S PERFORMANCE
THE IMPACTS OF WORK RELATIONSHIP TOWARDS
EMPLOYEE PERFORMANCE

CASE OF MBEYA URBAN WATER SUPPLY AND SANITATION

AUTHORITY (MBEYAUWSA)

By

ELIETH JUSTINIAN MUTANYATA

A Dissertation Submitted in Partial Fulfillment of the Requirement for the

Bachelor Degree in Human Resource Management (BHRM) at Mzumbe
University, Mbeya Campus.

2021
CERTIFICATION
The undersigned certifies that he has read and hereby recommends for acceptance by the
Mzumbe University a dissertation entitled “The Impacts of Work Relationships towards
Employee Performance a Case of Mbeya Urban Water Supply and Sanitation Authority
(MBEYAUWSA)” in fulfillment of the requirements for the bachelor degree of Human
Resource Management at Mzumbe University Mbeya Campus.

………………………………………

Major Supervisor

………………………………………..

Internal Examiner

Accepted for the board of

........................................................

Signature
DEAN /DIRECTOR, FACULTY/ SCHOOL/ BOARD

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DECLARATION AND COPYRIGHT
I, Elieth J. Mtanyata, declare that this dissertation is my own original work and that it
has not been presented and will not be presented to any other University for a similar or
any other degree award.

Signature
………………………………
Date
……………………………

©2021
This dissertation is a copyright material protected under the Berne Convention, the
Copyright Act 1999 and other international and national enactments, in that behalf, on
intellectual property. It may not be reproduced by any means in full or in part, except for
short extracts in fair dealings, for research or private study, critical scholarly review or
discourse with an acknowledgement, without the written permission of Mzumbe
University, on behalf of the author.

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ACKNOWLEDGMENTS
Before giving thanks to all individuals and institutions that facilitated and helped me to
accomplish this dissertation, my gratitude and appreciation are to the Almighty God for
his mercy, wisdom, endless love and giving me health to accomplish this work despite all
the circumstances.

My second and foremost debt of gratitude are due to my supervisor Madam Anna Maeda
for her time, advice, patience, encouragement, fatherly guidance and the supervisory role
that she offered me during the course of this study. She reviewed my dissertation word-
by-word, letter by letter and corrected every little mistake, May God bless you Madam,
Anna Maeda.

In a special way, I would like to also recognize my parents, Justinian Mutanyata (father)
and Adventina Mutanyata (mother) for their love, care and prayers, without you I couldn’t
have come this far. I wish to thank my sisters Jackline, Vaileth and Jailes for always
encouraging me to push on.
Also, I would like to express my heartfelt gratitude to the management of MBEYA
UWASA to allow me to conduct this study in their organization and all staff of MBEYA
UWSA especially those who took their time to fill the questionnaire in their congested
work schedules.

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DEDICATION
I wish to dedicate this piece of work to my beloved parents Justinian Mutanyata and
Adventina Mutanyata who gave away everything they had to see me go to school. I will
forever cherish their candid love, care and all the good and the bad times we shared
together.

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LIST OF ABBREVIATIONS

HR Human Resources

MBEYAUWSA Mbeya Urban Water supply and Sanitation Authority

SPSS Scientific Package for Social Sciences

v
ABSTRACT
Organizations must step outside their traditional roles and comfort zones to look at the balance between
employees’ affairs and organization affairs. They have to create a work environment where people enjoy
what they do, feel like they have a purpose, have pride in what they do, and can reach their potential. The
study aimed to assess the impact of work relationship towards employee job performance a case of Mbeya
Urban Water and Supply and Sanitation Authority. Researcher focused mainly on three aspects which were
communication channel, leaders' leadership approach and the organization structure as the objectives of the
study. For the purpose of this study, a case study research design was used. Simple random sampling
technique was respectively used to select the respondents for the study. Respondents for this study were
fifty-one (51) who were ready for providing relevant data. Researcher employed three methods of data
collection which are Questionnaire. whereby; the large portion of data for the study obtained mainly from
the administration of questionnaires. Collected data was analyzed quantitatively using SPSS and Microsoft
excel. On the first variable the study revealed that majority of respondents 45 (88%) agree that there is clear
communication channel which enable them to perform better, while small number of respondents 5 (10%)
disagree on the variable. On the second variable the study revealed that 25 (49%) number of respondents
agreed that democratic leadership style enable them to perform better, 9 (17.5%) number of respondents
prefer autocratic leadership style, also 17 (33.3) number of respondents prefer transactional leadership style,
therefore, it indicates that majority of employees 42 (82%) prefer democratic and transactional leadership
style. Lastly the study revealed that 25 (49%) number of respondents strongly agreed on the variable that
clear organization structure influences their performance at work, 20 (39%) number of respondents agree
on the variable, 4 (8%) number of respondents disagree on the variable that organization structure does not
influence their performance, lastly, 2 (4%) number of respondents strongly disagree on the variable. It can
be concluded that work relationship plays a vital role in motivating employees to perform their assigned
job, since salary only is not a sufficient motivator in encouraging the workplace performance required in
today’s competitive business environment. The study recommended that, the organization needs to have
periodic meetings with employees to discuss their grievances to management and serve as a motivating
factor to the employees, also management should find ways and means of communicating their goals and
strategies to their employees in order to achieve the organization goals, mission and vision.

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TABLE OF CONTENTS
CERTIFICATION ............................................................................................................i

DECLARATION AND COPYRIGHT ......................................................................... ii

ACKNOWLEDGMENTS ............................................................................................. iii

DEDICATION .................................................................................................................iv

LIST OF ABBREVIATIONS ......................................................................................... v

ABSTRACT .....................................................................................................................vi

LIST OF TABLES ..........................................................................................................xi

LIST OF FIGURES ...................................................................................................... xii

CHAPTER ONE .............................................................................................................. 1

INTRODUCTION ............................................................................................................ 1

1.1 Introduction .............................................................................................................. 1

1.2 Background of the study .......................................................................................... 1

1.3 Statement of research problem ................................................................................. 3

1.4 Research Objectives ................................................................................................. 5

1.4.1 General objective .............................................................................................. 5

1.4.2 Specific objective .............................................................................................. 5

1.5 Research questions ................................................................................................... 5

1.6 Significant of the study ............................................................................................ 5

1.7 Limitations of the study ........................................................................................... 6

CHAPTER TWO ............................................................................................................. 7

LITERATURE REVIEW................................................................................................ 7

2.1 Introduction .............................................................................................................. 7

2.2 Definitions of the concepts....................................................................................... 7

2.2.1 Work relationships ............................................................................................ 7

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2.2.2 Employee Performance ..................................................................................... 8

2.2.3 Communication Channel ................................................................................... 8

2.2.4 Leadership Style ................................................................................................ 9

2.3 Theoretical Literature Review.................................................................................. 9

2.3.1 Self-Determination Theory ............................................................................. 10

2.3.2 Goal-setting Theory ........................................................................................ 10

2.3.3 Social exchange theory ................................................................................... 11

2.4 Empirical Literature Review .................................................................................. 14

2.5 The conceptual framework ..................................................................................... 16

2.5.1 Communication Channel ................................................................................. 16

2.5.2 Leadership Style .............................................................................................. 17

2.5.3 Organizational structure .................................................................................. 17

2.5.4 Employee’s performance ................................................................................ 17

2.5.2 Description of the diagram .............................................................................. 18

CHAPTER THREE ....................................................................................................... 19

RESEARCH METHODS AND METHODOLOGY .................................................. 19

3.1 Introduction ............................................................................................................ 19

3.2 Research Design ..................................................................................................... 19

3.4 Area of the Study ................................................................................................... 19

3.5 Study population .................................................................................................... 20

3.6 Sample and Sampling Procedure ........................................................................... 20

3.6.1 The sample size ............................................................................................... 20

3.6.2 Sampling Techniques ...................................................................................... 21

3.7 Data Collection Methods ....................................................................................... 22

3.7.1 Questionnaire .................................................................................................. 22

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3.8 Secondary data collection ...................................................................................... 23

3.9 Data Analysis ......................................................................................................... 23

3.10 Validity of the Study ............................................................................................ 23

CHAPTER FOUR .......................................................................................................... 25

PRESENTATION OF DATA, ANALYSIS AND DISCUSSION .............................. 25

4.1 Introduction ............................................................................................................ 25

4.2 Profile of the Respondents ..................................................................................... 25

4.2.1 Gender of the Respondents ............................................................................. 25

4.1.2 The Distribution of Respondents by Age ........................................................ 26

4.2.3 Educational Level of the Respondents ............................................................ 26

4.2.4 Respondents’ Distribution by Marital Status .................................................. 26

4.2.5 Respondents’ Working Experiences ............................................................... 27

4.3 finding and discussion ............................................................................................ 28

4.3.1 To examine the role of communication channel towards employee performance

at MBEYA UWSA................................................................................................... 28

4.3.2 To explore the influence of leader’s leadership style towards employee

performance at MBEYA-UWSA ............................................................................. 30

4.3.3 Does organizational structure influence employee performance at MBEYA

AUWSA ................................................................................................................... 32

CHAPTER FIVE ............................................................................................................ 34

SUMMARY, CONCLUSSION AND RECOMMENDATIONS ............................... 34

5.1 Overview ................................................................................................................ 34

5.2 Summary of the Findings ....................................................................................... 34

5.2.1 First objective: To examine the role of communication channel towards

employee performance at MBEYA-UWSA............................................................. 34

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5.2.2 Second Objective: To explore the influence of leader’s leadership style towards
employee performance at MBEYA-UWSA............................................................. 34

5.2.3 Third objective: To find out the impacts of organizational structure towards
employee performance at MBEYA-UWSA............................................................. 35

5.4 Conclusion ............................................................................................................. 35

5.5 Recommendations .................................................................................................. 35

5.6 Suggested area for Further Study ........................................................................... 36

REFERENCES ............................................................................................................... 37

APPENDIX ..................................................................................................................... 41

x
LIST OF TABLES
Table 4.1 Gender Distribution of the Respondents .......................................................... 25
Table 4.2 Marital status .................................................................................................... 27
Table 4.3 Respondent’s Working Experience .................................................................. 28
Table 4.4 shows the responses on how Communication channel influence employee’s
performance...................................................................................................................... 29
Table 4.5 shows leadership style influencing employee performance ............................. 31
Table 4.6 show how organization structure influence employee’s performance ............. 33

xi
LIST OF FIGURES
Figure 2.1 Conceptual framework.................................................................................... 18

xii
CHAPTER ONE
INTRODUCTION
1.1 Introduction
This chapter covers different area of the study, it exposes the background of the study
where several issues are discussed, it also portrays the statement of the problem,
furthermore this chapter is where the general purpose of the study is stated as well as
specific objectives, research questions, significance of the study, scope of the study and
limitations and delimitations of the study as well.

1.2 Background of the study

Work relationship refers to the relationship between employees and management as a
framework of organizational justice consisting of organizational culture and
management style as well as rules and procedural sequence for grievances and conflict
management indeed, the objective of employee relationship is to achieve harmonious
employee relations and minimize conflict practices in employment. (Torrington and Hall
1998). Organizational performance is a function of employee performance. Organization
effectiveness depend on constantly improving the performance of organization members
and maintaining the human potential that serves as the backbone of the organization
(Kerning & Jaeger 1990) Most organizations in an attempt to increase productivity have
come up with motivation of employees aimed at improving on the organization
performance and condition of job, hence proper performance, Organizations should
induce their employees to work hard towards achieving the business set objectives. This
can be done through provision of incentives, (Drucker 1999).

The survival of any organization in the competitive society lies in its ability to train its
human resource to be creative, innovative, inventive who will invariably enhance
performance and increase competitive advantage (Vemić, 2007; Edralin, 2004).
Employee work relationship is one of the most pervasive techniques for improving
employees’ performance enhancing organization performance in the work place (Gupta,
Bostrom, & Huber, 2010). Employees are the indispensable asset and key element of
gaining competitive advantage of any organization and good relations is essential tool
for its actualization (Houger, 2006). It has further become necessary in view of

1
advancement in modern world to take a critical look at employee relations. Thus, the
role played by work relationship can no longer be over-emphasized. It is also generally
agreed that at each level of organizational existence, employee relations is critical to
adequately prepare them to meet the goals of the organization.
Organization renewal is increasingly perceived to depend not only on management skills
in areas such as finance, production and marketing, but also critically in the intertwined
fields of people management. (Armstrong 1987). The values, beliefs, altitudes and
behavior of the enterprise’s employees are held to occupy strategic roles in corporate
success. All organizations which aim at high performance need to have policy agenda to
create relationship with the employees or working people, which support their business
objectives what this calls for, is to have an employee management relations Sultan
Kermally (1997).

Due to the rise of the service sector, as well as the introduction of multinational
companies such as Mc Donald’s, unskilled low-paid workers and part timers, have
become common in the service sector. In addition, the increasing number of female
employees, part-time workers, temporary and season contracts, self-employed
individuals and specialized industrial employees who found themselves out of
manufacture industry, the introduction of external labour market and the promotion of
“marketization” of public service created a new organizational context with a great
feeling of job insecurity (Schramm, 2013).

Nolan et al (1983) illustrate pluralism as the way management tries to engage employees
with organization, creates employee commitment and accepts the existence of clashes
of interest across all l the interesting parties. Theory X structure and Theory Y
management was one of the ways introduced in practice to handle labour and unions’
collective interests. In addition, Hoque and Noon (2001:17) differentiate the HR
specialist from the Finance specialist and this is an important factor when considering
management style and framework. In other words, except the choice of unitary or
pluralist style, the attitude towards employees would be much different if they are treated
as a cost or as a resource. Moreover, several managerial approaches, strategies and
policies have been used and developed through years such as hard/soft HRM, personnel

2
management and traditional management which each one sets employees at a different
perspective, setting labour between cost and resource.

As the Economic and Social Council reported in 2007, global economic growth is
increasingly failing to create the kinds of new and better jobs that can lead to a reduction
in poverty. Despite high and sustained economic growth in many developing countries,
unemployment is rising, a large proportion of the labour force is working below poverty
level wages, and the majority of non-agricultural employment is situated in the informal
economy. It is of little surprise that in recent years there has been a shift of focus from a
singular interest in economic growth to an enlarged concern with improving the quality
of work. Governments from across Africa have forcefully called for action to overcome
these challenges. The African Union Extraordinary Summit on Employment and Poverty
Alleviation in Africa (Ouagadougou, September 2004) overwhelmingly endorsed the
ILO’s Decent Work Agenda with an emphasis on the creation of quality jobs. The
Government of the United Republic of Tanzania supports this Pan-African call for the
integration of employment growth and improved quality of work, as reflected in its
National Strategy for Growth and Reduction of Poverty 2005–2010 and its National
Employment Policy of 2008.

At Mbeya Water Supply and sanitation authority (MBEYA UWSA) is the Government
entity operating in Mbeya region dealing with the supply of water and environmental
sanitations; at MBEYA UWSA the work relationships is considered by the management
as important aspect so as to facilitate the performances of the organization. The good
integration between the management and the employees but also the employees between
different departments and units but also the co workers

1.3 Statement of research problem

The consideration of organizational outcomes of employee performance has become a
significant topic in employment relations, human resource management (HRM) and
related fields. Indeed, over several decades the focus of employee relations has shifted
from one of sharing power and improving workers’ rights to one of improved
organizational efficiencies, performance and other organizational outcomes. Journal of
cognitive sciences and human development 2019, explain that there is a significant

3
relationship between the working environment and employee performance. Support
from supervisor was found to be the dominant variable in ensuring a positive working
environment, which ensures employee productivity and reduce unnecessary stress to
improve work performance.

Creating health employee relation in an organization is a prerequisite for the

achievement of organization goals. For this to happen, organizations have to develop
strong employee relationship which involves motivating employees, participate them in
decision making activity and create an opportunity for free flow of information in an
organization and resolve conflict or disagreement when they arise in the work place
(Hagos & Shimelse 2018). This situation makes employee to increase a sense of
ownership in the organization and this return initiate them to work hard. Healthy
employee and employer relationship lead to more efficient, effective and productive
employees that additional to increase production level in the organization

Employer and employee relationship within an organization is commendable. When the

staff have trust toward employer’s positive achievement may arise within the
organizations, but getting to the positive or reciprocal belief and respect can be
challenging for many companies. Some business leader does not understand to work
with their employees in order to run the smooth functioning of the organization
(Pamuditha 2017). Strong work from both sides of the company is very important, the
benefit is worth it. When these relationships strengthen the morale and job satisfaction,
high retention rate, less absenteeism, better customer service and high-quality products
will be increased.

High performance work system was positively related to employee performance. Also,
job satisfaction, perceived organizational support and employee engagement positively
had significantly mediated between high performance system and employee
performance. Thus, the study provide evidence for underpinning models of social
exchange theory and ability, motivation and opportunity framework (Naz, 2018).

Many organizations do not consider the work relationship as the significant factor for
the organization performance, the co-worker relationship, the subordinate and superior

4
relationship but also inter departmental relationships. Thus, the study intends to study
the impact of work relationship and how it influences organization performance.

1.4 Research Objectives

The research objective was divided into two categories namely the general objective and
the specific objectives as stated here below.

1.4.1 General objective

The broader objective of the study is to assess the impact of work relationship towards
employee performance.

1.4.2 Specific objective

i. To examine the role of communication channel towards employee performance
at MBEYA-UWSA
ii. To explore the influence of leader’s leadership style towards employee
performance at MBEYA-UWSA
iii. To find out the impacts of organizational structure towards employee
performance at MBEYA-UWSA

1.5 Research questions

i. To what extent communication channel affects employee performance at
MBEYA-UWSA?
ii. What are the impacts of leader’s leadership style toward employee performance
at MBEYA-UWSA?
iii. To what degree organizational structure affects employee performances at
MBEYA-UWSA?

1.6 Significant of the study

The study is expected to enhance awareness of both governmental and nongovernmental
organization stakeholders and policy makers on the measures to enhance work
relationship towards employee performance. Moreover, the findings of this study will
further assist organizations to better understand the importance of work relationships
towards employee performance of an organization. Moreover, the study will be used for

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academic purpose as the fulfillment for the award of Bachelor degree in Human Resources
Management at Mzumbe University Mbeya Campus.
Others researchers and scholars will also use the study as literature review to investigate
other parameters within the same or similar organization or research topic. The study
will help the general public to know how the organization relates with its employees in
order to improve their performance.

1.7 Limitations of the study

The researcher faced with various challenges during data collection, time limit was an
obstacle, as most of respondents were too busy to take part in study. To deal with this
limitation researcher had to carry out some interview during evening time and some
interviews were conducted during weekends and out of work place. The researcher also
interpreted questionnaire for those who failed to understand the questions.
Another limitation was fear of participants. Some of participants were not willing to be
recorded but the researcher handled this limitation by switching to notes taken to get
information.

Accessibility of confidentiality information’s, some of respondents in this study showed

minimal cooperation as they are limited in supplying required information that they were
waiting until they were given permission to go ahead from their senior managers and heads
of departments. Also, they fail to demonstrate the full cooperation when respondents were
asked to respond and provide the necessary information.

Management officials regretted to provide some important key documentary sources

which are useful for the study such as policy document thus this was difficult to get in-
depth information.

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CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction

This chapter presents literature review related to the study of the impacts of work
relationship towards employee performance. Variables that constitute different work
relationships are discussed here as they form the brickwork for the analysis of in this study.
There are four main parts in this chapter: definitions of key terms, theoretical literature
review, empirical literature review and conceptual framework.
2.2 Definitions of the concepts

2.2.1 Work relationships

This refers to the social association, connection or affiliation between two or more people
in an organization. Developing work relationship is a serious business that yields
dividends to those committed to it. Maxwell (2004) observed that a thing brings two
persons together to make them remain in the context of relationship. Such things may be
common interest like desire, aspiration or a goal. More so, work relationship is the type
of relationship that exists between employee to employee, superior to subordinates,
employed and employee in any organization. This kind of relationship can be formal or
informal. However, relationship is born, fed, nurtured and it grows. It is born at the level
of acquaintance relationship; it is fed at associate relationship and is nurtured at friendship.
It is very important to emphasize that relationship is the ladder to your gain or pain and
therefore, it must be consciously handled. It does not come by chance, but it is a social
work to be done because relationship is a social link between two or more people. Work
relationship is a very important issue that influences the level of employee productivity in
any organization. Members or employees should effectively interact with their superiors,
subordinates, and co-workers within the organizations. How they relate with the
customers, suppliers and general public outside the operational base of the organization
determines their level of viability and productivity.

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2.2.2 Employee Performance
Refer to a measure of the efficiency of a person, in converting inputs into useful outputs.
Performances are built on team work and shared vision. Productivity is essential to
employees, employers, organization and the Tanzania economy. The more the economy
grows, the more unemployment will decrease, raising the standard of living for everyone.
Therefore, the organization performance is pivotal for economic growth. Being productive
is fundamental to business success as well as personal satisfaction. Organizational
productivity is the amount of goods and services that a worker produces in a given amount
of time. Workforce or organizational productivity is a measure for an organization or
company, a process, an industry or a country (Goodman, 2003).

2.2.3 Communication Channel

In the world all over, communication is an important component of organization activity.
Because the global world has become widespread, most organizations need to meet their
needs with a lower resource moral through communication. Communication is a many-
sided phenomenon that conveys different meaning to different people. Communication is
simply referred to as the reduction of uncertainty or an exchange of meaning. For
organizations and human as a social being, communication has a vital importance and is
considered as an inseparable piece of life and also it has an important role on all activities
aimed at achieving organizational objectives (Ada and Alver, 2008). Furthermore,
communication is the human activity that links people together and create relationships.
It is the glue that binds people together in an organization. According to Ince and Gul
(2011), communication is the exchange of ideas, emotions and opinions through words,
letters, and symbol among two or more people. On the other hand, employee
communication is the dissemination of information which is related to the daily
performance of an employer’s job and also important if the worker is expected to be an
effective member of staff. Rogers and Rogers (1976) argue that “the behavior of
individuals in organizations is best understood from a communication point of view.
Communication plays a pivotal role in all types of relationships whether it is personal or
professional. A healthy employee relationship ensures a positive environment at work and
also helps the employees to achieve their targets at a much faster rate. Employers who
have open lines of communication with managers are more likely to build effective work

8
relationships with those managers, increase their relational identification, enhance their
performance and contribute to organizational productivity (Tsai, Chuang & Hsieh, 2009).
Notably, there is strong evidence that different aspects of effective management
communication such as high frequency, openness and accuracy, performance and
feedback, and adequacy of information about organizational policies and procedures are
positively related to employee’s performance and organizational productivity (Asamu,
2014). People must come together, think together, learn together and advance together.
Effective communication is needed for management to develop and sustain a competitive
advantage for organizational improvement and productivity. Thus, in the study the
employee’s communication will be used as the variable that measures the impacts of
workplace relation and the organization performances.

2.2.4 Leadership Style

Is a key determinant of the success or failure of any organization? A leader is a person
who influences, directs and motivates others to perform specific task and also inspire his
subordinates for efficient performance towards the accomplishment of the stated corporate
objectives. According to Michael (2011) leadership has a direct cause and effect
relationship upon organizations and their success. Leaders determine values, culture,
change tolerance and employee motivation. A leader’s style of administration may favor
or discourage employee workplace interpersonal relationship and moderate their level of
productivity in the workplace. Relationship between leadership style and organizational
productivity has been often discussed. Furthermore, McGrath and Macillan (2000)
reported that there is a significant relationship between leadership styles and
organizational productivity.
Effective leadership style is seen as a potent source of management development and
sustained competitive advantage. Leadership style helps organizations to achieve their
current objectives more efficiently by linking job performance to valued reward and by
ensuring that employees have the needed resources to get the job done.
2.3 Theoretical Literature Review
In theoretical literature review different theories will be exposed and elaborating the
relationships towards the variables that shows the impacts of the work relationship
towards employee performance.

9
2.3.1 Self-Determination Theory
The theory of work engagement, SDT, was formally introduced in the mid-1980s by (Deci
and Ryan 1985) to examine employee motivational factors. Deci and Ryan developed the
SDT, which has been used in professional and academic research that relate to employee
engagement. SDT relates to natural or intrinsic tendencies to behave in healthy and
effective ways. Employee engagement and human behaviors have a connection to the SDT
and the essence of work engagement (Deci & Ryan, 1985). An employee’s level of
engagement derives from his or her being able to control personal behaviors and goals.
Disengagement and personal engagement are related to the SDT in that an employee’s
behavioral state is a key driver of motivation to demonstrating behavior at the professional
and personal levels. The engagement level of employees affects the productivity of an
organization. The motivation level of an employee is related to job satisfaction. The
emotional state of an employee also relates to motivation (Deci & Ryan, 1985). When
employees begin to withdraw, and hide their identities, ideas, and feelings, they become
disengaged and defensive, resulting in an adverse effect on work performance (Deci &
Ryan, 1985).
Employee engagement strategies implemented by business leaders result in higher levels
of employee engagement (Blattner & Walter, 2015), customer satisfaction, productivity,
and profit (Bowen, 2016), and lower levels of employee accidents and turnovers (Barrick,
Thurgood, Smith, & Courtright, 2014). Business leaders adopt the concept of SDT to
enable employees to hold positive attitudes toward their organization (Mowbray,
Wilkinson, & Tse, 2014). This theory is in relation with the study because the employees’
relations are equivalent to the employees’ engagement at the workplace. The engagement
of the employees at work place has the direct relations to the performance of the
organization.

2.3.2 Goal-setting Theory

The goal-setting theory had been proposed by Edwin Locke in the year 1968. This theory
suggests that the individual goals established by an employee play an important role in
motivating him for superior performance. Skills required include the ability to engage
employees in mutual goal setting clarify role expectations and provide regular
performance feedback. Time and energy will also need to be given to providing relevant

10
performance incentives, managing processes, providing adequate resources and
workplace training. It also advice that in order to drive the organization to peak
performance managers and supervisors must put out front the human face of their
organization. Principle here is the human-to-human interaction through providing
individualized support and encouragement to each and every employee (Salaman et al,
2005). Employee performance is a major multidimensional construct aimed to achieve
results and has a strong link with planned goals of an organization (Abbas and Yaqoob,
2009). Performance is the key multi character factor intended to attain outcomes which
has a major connection with planned objectives of the organization (Sabir et al. 2012).
Employees ‘goals achievement in this theory is by creating of work environment
attractive, comfortable, satisfactory and motivating to employees so as to give them a
sense of pride and purpose in what they do. How working environment is designed and
occupied affects not only how people feel, but also their work performance, commitment
to their employer, and the creation of new knowledge in the organization (Taiwo, 2009).

This theory directly compacts with the study simply because the work relationship
facilitates the organization performances, the motivation of the employees emanates from
the relationships built within the organization between the employer and the employee
and the employee and the job itself, the leadership plays the vital for the success of the
goals, the communication between the employer and employee but also between the
employee facilitates much to the organization performances.

2.3.3 Social exchange theory

Social exchange theory firstly proposed by American psychologist called George Homans
in 1958 when he entitled the article entitled “social behavior as exchange”. The theory
states that “human relationships and social behavior are rooted in an exchange process. In
any relationship, people weigh the risks and rewards. When relationships become too risky
for folks, they decide to ax them altogether”. Let’s say you have a casual friend that you
enjoy hanging out with. This person’s always been struggling to pay their bills and is often
unemployed, but doesn’t seem to mind. When you go out, you may not mind picking up
the tab every so often. But once you notice there’s a clear pattern developing this person
will never, ever open their wallet when it comes time to settle up you may decide it’s not

11
worth maintaining the friendship if you always have to pay for everything. Social
exchange theory is also applicable to the workplace.
In fact, it’s one of the most influential conceptual paradigms in organizational behavior.
This makes perfect sense because we spend so much of our lives at our jobs. Work is a
give and take. Everyone has hit the wall at one point or another and questioned whether
sticking around at a company was worth it.

When employees hit that wall and decide to stick around, they’ve obviously determined
that despite everything that’s bad about their job the benefits still outweigh the risks. On
the flip side, employees who decide they’d rather not have a job have decided there aren’t
really that many benefits to staying put. There are all kinds of scenarios where social
exchange theory looms large in the workplace. Let’s take a look at eight situations of the
social exchange process.

2.3.3.1 Employees work extremely hard but aren’t receiving recognition for their
efforts
Even the most hardworking person in the world will be at the end of their rope sooner or
later if nobody ever tells them they’re doing a good job.

2.3.3.2 Employees deliver their best performance but aren’t paid well for their efforts
The rent doesn’t pay itself. Even if your employees are very prominently recognized for
their hard work, compliments and awards can’t be deposited in the bank. Yes, recognition
is part of the puzzle. But money is usually a much bigger piece.

2.3.3.3 Employees realize they’re in a terrible atmosphere

Ever had a job that you dreaded showing up to each day? Maybe there was a toxic
environment. Maybe some of your coworkers were outright mean to you. Whatever the
case may be, it’s safe to say that, unless you were making a killing, you probably
daydreamed about getting a new job every day. Believe it or not, coworkers are the number
one thing employees’ love about their jobs.

12
2.3.3.4 Managers have rock-star employees who are the best at what they do, but
employees are actually have a hard time following rule
From management’s perspective, hardworking employees who consistently over deliver
and can be relied on to get the job done are obviously desirable. But even the best
employees in the world can’t get away with everything. Managers can’t hold their
employees to different sets of standards. There may come a point in time when some of
your most highly skilled workers push the envelope a bit too far.

2.3.3.5 Though they like a product, customers can decide that dealing with a
company is too much of a hassle
Customers are not immune to social exchange theory either. Imagine a customer is in love
with a certain brand. They love everything the brand puts out. The products are well-made
and affordable. Now imagine a shopper who’s having a customer service issue. They call
the company only to be greeted with subpar service that’s quite frankly a bit rude, too.
Rather than continuing to deal with the company, the customer mi2588ght decide that it’s
no longer worth it and take their business elsewhere.

2.3.3.6 Employees are giving their best but managers don’t deliver upon the
promised benefits
For years, keeping employees engaged has been something all companies strived for.
Now, employee engagement involves cultivating employee-employer trust above all else.
In particular, you need to deliver upon all of those seemingly tiny things you promised
when you first hired someone. This includes offering professional development
opportunities, schedule flexibility, monetary benefits that grow along with performance,
fun team activities, stipends, and so much more.

2.3.3.7 Workers voice their opinions and concerns, but these aren’t taken into
consideration
A huge part of the social exchange theory in the workplace focuses on the importance of
employees voicing their thoughts. Similar to delivering upon the benefits you promised,
managers are also viewed highly when they actively listen to their employees. But above
all, individuals want their feedback and ideas to be taken into consideration so they can

13
see a positive change in the workflow and work environment. Therefore, the theory is in
agreement with the study.
2.4 Empirical Literature Review
(yan, 2011), Conducted a research on the role of communication in enhancing employee’s
organization commitment in the context of the people’s republic of China. The study aims
to explore the roles of social emotional oriented communication and work oriented
communication in enhancing original commitment. The findings from the regression
analyses revealed that social emotional oriented communication between subordinate and
supervisors is a positive predictor of effective commitment, and the perceived quantity of
original strategic information and vertical interaction with management; also work
oriented communication is a strong positive predictor of effective commitment. The study
conducted that Chinese government organizations should ensure vertical communication
regarding work related topics to enable employees to give out their views. The study
recommended that organizations and managers should work to guarantee those mentioned
impact of communication that were proved as predictors.

(chege C, 2014), conducted a research on the role of communication on employee

performance in non-governmental performance a case in non-governmental organizations
case of save the children. The study was guided by for specific objectives which where to
determine the extent to which forms of communication affect the performance at save the
children, the third one is to determine the influence of the original structure on employee
performance at save the children and the last one was to determine the extent to which
communication process affect employee performance at save a child. The study found out
that managerial standards, staff motivation, staff commitment and communication factors
influence employee performance, also the study revealed that job security, continuous
staff development, staff welfare, good working condition, good remuneration, fair and
clear management systems and clear lines affect the performance of staff at save children.
The study conducted that there is great relationship between forms of communication and
employee performance at save children, the study recommended that management should
ensure that the form of communication used maintains the confidentiality of information
conveyed.

14
(fakhri, 2020), conducted a research on leadership style and its impact on employee
performance at Indonesian National Electricity company. The study aimed to determine
the effect of transformational leadership styles on employee’s performance at Indonesian
National electricity company main office. The study reveals that transformational
leadership style influence employee’s performance were 81.64% number of respondents
agreed that transformational leadership style influence their performance at work. Also,
the study revealed that transformational leadership style affect employee’s performance
positively. Therefore, it shows transformational leadership style has a significant and
positive effect on employee performance. It can be conducted that both transactional and
transformational leadership style are dynamic active and effective leadership styles that
can influence employee motivation in improving performance. The study recommended
that management should create comfortable working condition to include mutual respect
and mutual trust between leaders and subordinate.

(ing'ollan D, 2017), conducted a research on influence of leadership styles of employee’s

performance a case of Turkana country. The aim of the study was to explore the
relationship between leadership style and performance of the Turkana country. The study
adapted a mixed method approach and employees an exploratory survey design. The study
revealed that there is no perfect leadership style but according to this study the following
leadership style influenced employee performance which include affiliative leadership
style with 49.5% therefore it was conducted that the two leadership style 52.5% therefore
it was conducted that the two readership style influences country government employees
style in Turkana country the study recommended that the affiliative leaders should be
carefully on matters that the employees should be involved in and management should be
involved and management should seek to encourage employees to work toward achieving
both organization and individual goals the study also recommend that authoritative readers
should not appear to be forceful because employee may reject if they feel that the leader
is forcing them to do things against their wish

(kampini, 2018) conducted a research on the impact of organization structure on employee

performance a case of new Era secondary school. The study focused on the effect of
hierarchy on employee performance, the study identified factors that motivates employee

15
and to evaluate the effect of job satisfaction on employee performance. The study
identified factors that motivate employee to evaluate the effect of job satisfaction on
employees performance the study found out the organization structure has an effect on
employee performance, the result revealed that building a good organization structure has
an effect on employee performance , the result revealed that building a good organization
structure it is important for employee to perform well in the work were 44% of respondents
indicate that it is necessary for organization to have good organization structure since it
motivate employee to perform better also 24% of respondents agreed that clear
organization structure enable them to have string team spirit which result to better
performance. It can be conducted that organization structure has an impact on the
employee’s performance. The study recommended that management should develop skills
on how to develop the organization structure to meet the needs of both employees and
organization so as to achieve both organization goals and individual goals.
2.5 The conceptual framework
Conceptual Framework, can be defined as theoretical construct or structure that present
and describe independent and dependent variable selected for a study (Msabila &Nalaila,
2013). The purpose of this study is to determine in depth the relationship between the
variables of the study which are employee performance as independent variable which
were communication channel, leadership style and organization structure as explained
below.

2.5.1 Communication Channel

Communication is an important component of organization activity. Because the global
world has become widespread, most organizations need to meet their needs with a lower
resource through communication. Communication is a phenomenon that conveys different
meaning to different people. Communication is simply referred to as the reduction of
uncertainty or an exchange of meaning. Communication has a vital importance and is
considered as an essential role on all activities aimed at achieving organizational
objectives (Ada and Alver, 2008).

16
2.5.2 Leadership Style
A leader is a person who influences, directs and motivates others to perform specific task
and also inspire his subordinates for efficient performance towards the accomplishment
of the stated corporate objectives. According to Michael (2011) leadership has a direct
cause and effect relationship upon organizations and their success. Leaders determine
values, culture, change tolerance and employee motivation. A leader’s style of
administration may favor or discourage employee workplace interpersonal relationship
and moderate their level of productivity in the workplace. Relationship between leadership
style and organizational productivity has been often discussed. Furthermore, McGrath and
Macillan (2000) reported that there is a significant relationship between leadership styles
and organizational productivity. Effective leadership style is seen as a potent source of
management development and sustained competitive advantage.

2.5.3 Organizational structure

Organizational structure is formal system of reporting relationships that controls and
coordinates employees and keeps them motivated to go for organizational objectives
(Andrjz A Hucznksi and David A, Buchanan, 2007). An organizational structure is also
the factor which determines the allocation of both resources and responsibility in an
organization within its deferent departments and individuals. Organization structure as a
path to achieve the organizational vision which can be used as a standard policy, and lastly
to measure the performance of the organization supervisory or junior management in
charge with the implementation of policies.

2.5.4 Employee’s performance

Refer to a measure of the efficiency of a person, in converting inputs into useful outputs.
Performances are built on team work and shared vision. Productivity is essential to
employees, employers, organization. The organization performance is pivotal for
economic growth. Being productive is fundamental to business success as well as personal
satisfaction. Organizational productivity is the amount of goods and services that a worker
produces in a given amount time (Goodman, 2003).

17
INDEPENDENT VARIABLES DEPENDENT VARIABLE

Communication channel

Leader’s leadership style Employee performance

Organizational structure

Figure 2.1 Conceptual framework

Source; researcher, 2012.

2.5.2 Description of the diagram

The figure 2.1, above shows the relationship between variables of the study, independent
variables are communication channel, leader's leadership style and organization struggle
while as employee performance is a dependent variable of the study. The box at the left-
hand side presents independent variables of the study; these variables are the work relation
indicators that influence job performance of employee. The box at the right-hand side
present dependent variable of the study, the variable employee performance is affected by
variables presented at the left box. But also arrow at the middle between boxes shows the
significant relationship between independent variables and dependent variable, the arrow
illustrates that if there is good work relation, this will lead to high job performance.

18
CHAPTER THREE

RESEARCH METHODS AND METHODOLOGY

3.1 Introduction
This chapter discusses the methodological procedures used in the collection and analysis
of the data. It covers research design, research approach, and area of the study, the target
population, sample and the sampling techniques. It further focuses on validity and
reliability of the study instruments as well as ethical issues.

3.2 Research Design

The research design is the conceptual structure within which research is conducted. It
constitutes the blueprint for the collection, measurement and analysis of data. As such the
design includes an outline of what the researcher will do from writing the hypothesis and
its operational implications to the final analysis of data (Kothari, 2004). This study uses a
case study design so as to enable the researcher to conduct in-depth investigation on the
subject matter, also the design enable researcher to use different methods of data
collection. The design enabled the researcher to collect in-depth information using a
variety of data collection techniques, namely; questionnaire, interviews and documentary
review within a specific area so as to get detailed information and a comprehensive picture
pertaining the impacts of work relationships to the organization performances.

3.4 Area of the Study

The study had been carried out at Mbeya Water Supply and Sanitation Authority
(MBEYA UWSA) at Mbeya region were the different departments (commercial, finance,
technical and administrative) which are constituted at (MBEYA UWSA) offices had been
used so as to correct the relevant information so as to accomplish the research project.
This study could be conducted anywhere but researcher select MBEYA UWSA as a
representative of other organizations, also researcher use this area of the study because
it is the right place where the relevant information and data can be collected based on the
subject matter

19
3.5 Study population
Target population refer to the group of people which the researcher urges to generalize the
results of the study (Kothari, 2004). Target population is the aggregate of all that conforms
to a given specific caution; population is an entire group of individual, events or objects
having common observable characteristic (Mugenda, 1999). The targeted population in
this study are the workers (employees’) of MBEYA UWSA. The population will involve
both the superior and the subordinate so as to collect the relevant data for this project. The
total of 106 employees from commercial department, finance department, technical
department and administrative department is the targeted population in this study.

3.6 Sample and Sampling Procedure

Ary et al., (1996) assert that since it is not possible to deal with the whole population in a
research; there was a need to identify a portion of the population called a sample. The
sample represents the actual characteristics of the whole population (Cohen et al., 2000).
Best and Khan (2006), stated that the size of adequate sample depends upon the nature of
the population of interest for the study. In the present study, the selection of the sample
considered factors such as the information required, the purpose of the study and the time
frame.

3.6.1 The sample size

The total of 51 sample size had been used in this study from the MBEYA UWSA
employees from the total population of 106 employees. This sample was thought to be
adequate to generalize views of respondents and given the nature of the project and time
of the study. Thus, few departments were used in the study but also few Directors were
used in this study. In obtaining the sample size from the infinite population the (Krejcie
& Morgan 1970) provides the table of determining the sample size from known
population. The sample size has been calculated bellow;

20
N
Sample size n = __________
1+N (e) 2

(Yamane, 1967)
Whereby
n= sample size
N= Total Number of Population= 106
e=error (10%) = (0.1)
106
n= 1+106(0.1)2
n= 51

The sample size was 51 employees within an organization

3.6.2 Sampling Techniques

Sampling techniques used in this study included both probability sampling and non-
probability sampling; where simple random sampling will be employed under probability
sampling, the reason of using such technique was to give chance for every employee to be
included in the sample also its free from bias. And purposive sampling was used under
non-probability sampling, the reason of using this technique it because it allows research
to collect in-depth information from the specific persons including heads of the
department.

3.6.2.1 Simple Random Sampling

Simple random sampling is one of the sampling techniques that respondents are selected
randomly. In this technique every person remaining in the population has the same
probability of being selected as the sample (Kelley, 2003). It is a kind of technique which
is not based on bias or sampling error. The total of 51 respondents was selected through
simple random sampling simply because they constitute the same characteristics of being
the MBEYA UWSA normal employees.

21
3.6.2.2 Purposive Sampling
Purposive sampling is that; the researcher has the wide range opportunity to select a
certain unit of representative to the study (Kothari 2004). In this type of sampling, items
for the sample are selected deliberately by the researcher; his choice concerning the items
remains supreme. In other words, the organizer of the study purposively chooses the
particular unit of the universe for constitution of a sample on the basis that the small mass
they have selected out of a huge one was the representative of the whole. This technique
has been common in research studies particularly when conducting research that
respondents have some limitations which are working hours, distance, and time frame of
the research study. The total of 4 heads of departments at MBEYA UWSA offices was
selected through this non-probability sampling technique in order to get detailed
information.

3.7 Data Collection Methods

This study employed both primary and secondary sources of information. Primary and
secondary data was collected for the purpose of making the study and its findings reliable.
Primary data was collected through questionnaire and interview whilst secondary data was
collected from library search and published materials like, books, Organization policies,
journals and paper about Water Supply and sanitation in Tanzania regarding Mbeya
Region.

3.7.1 Questionnaire
This method of data collection is quite popular, particularly in case of big enquiries. In
this method a questionnaire was sent (usually by post) to the persons concerned with a
request to answer the questions and return the questionnaire. A questionnaire consists of
a number of questions printed or typed in a definite order on a form or set of forms. The
questionnaire is mailed to respondents who are expected to read and understand the
questions and write down the reply in the space meant for the purpose in the questionnaire
itself. The respondents have to answer the questions on their own (Kothari 2004).
Questionnaires was distributed to 51 MBEYA UWSA staff members in order to obtain
the intended information for study, thus 51 respondents were given research
questionnaires and responded to them. The questionnaires were included both closed

22
ended questions and open-ended questions for the respondents to show their demographic
descriptions and answer the questions operatize from three objectives, and open-ended
questions which gave respondents room to express their views or perceptions on the
subject under study.
3.8 Secondary data collection
Secondary data means data that are already available, they refer to the data which have
already been collected and analyzed by someone else. When the researcher utilizes
secondary data, then he has to look into various sources from where he can obtain them.
In this case he is certainly not confronted with the problems that are usually associated
with the collection of original data. Secondary data may either be published data or
unpublished data (Kothari 2004). In the secondary data collection, the study included the
documentation of what had been written concerning the MBEYA UWSA and how it
operates but also reviewing the work relationships and how it affects the organization
performances.
3.9 Data Analysis
In this study, analysis was done through Statistical Package for Social Science (SPSS)
version 21 and Microsoft Office Excel version 2007. Statistical methods were involved in
carrying out a study included planning, designing, analyzing, drawing meaningful
interpretation and reporting of the research findings. The statistical analysis gives meaning
to the meaningless numbers, thus breathing life into a lifeless data. Descriptive data was
analyzed by using figures, tables and charts by the aid of SPSS as statistical tool followed
by interpretation based on the relations observed through statistics obtained. Thematic
explanations were added on to the qualitative data analyzed by contents analysis
depending on the research questions answered and the secondary data. The use of multiple
sources helped to test the efficacy of another source.

3.10 Validity of the Study

Validity test normally determines whether the research truly measures what was intended
to be achieved in the study population (Saunders et al, 2007). According to Yin, a
researcher biasness and or subjective judgment in data collection process are things that
can affect conclusion of the research (Yin, 1994). For a study to be valid, the researcher
is supposed to provide concrete supporting evidence that a measuring instrument does in

23
fact correctly measured what it was supposed to measure. Under this study interviews
were conducted by researcher and one respondent at a time and carrying on discussions
with the respondent will be a way of maintaining validity. On the other hand, data
collection will be done by only one person for the purpose of owning and controlling the
questionnaire administration as well as interviews. Besides, prior conducting the main
study, a pilot study of about 15 respondents was done which helped the modification of
some of the research questions.

24
CHAPTER FOUR

PRESENTATION OF DATA, ANALYSIS AND DISCUSSION

4.1 Introduction
This chapter presents the data and information gathered during the whole research process
and in a clear manner provides the findings of the research. It begins by laying down the
study which includes the respondent’s profile, and findings discussion. The information
gathered through the study was analyzed in the light of the research’s main objectives to
provide the main findings of the whole study. Finally, the findings of the study are
carefully examined using statistical programs; Microsoft Excel and SPSS.
4.2 Profile of the Respondents
This presents the demographic distribution of the respondents by sex, age distribution,
marital status, working experience and education level. The respondents are mainly both
heads of departments, managers, officers and all staffs at organization.

4.2.1 Gender of the Respondents

The Gender distribution of the respondents of the study may be depicted in the table 4.1
below
Table 4.1 Gender Distribution of the Respondents

Frequency Percent Cumulative frequency

Female 30 58.8 58.8

Male 21 41.2 100

Total 51 100

Source, Field data (2021)

As revealed in Table 4.1 the results from the study indicate that, 30 (58.8%) of the
respondents were female who participating in this study and the 21(41.2%) were male.
This result specifies that both males and females’ respondents are aware of issue of
employee performance because they respond all the questions effectively.
Also, the data was presented on figure below

25
4.1.2 The Distribution of Respondents by Age
The table 4.2 presents the distribution of respondents by age. Different age groups tend to
have different needs
Frequency Percent Cumulative percent

20-29 25 49.0 49.0

30-39 11 21.6 70.6

40-49 9 17.6 88.2

50 and above 6 11.8 100

14Total 100 100

Source, Field data (2021)

From the table 4.2 above, shows that age group between 20-29 contributed by 49.0 percent
of the all respondents participated in this study, followed by the respondents of the age
group between 30-39 years by 21.6 percent, while respondents with the age group of 40-
49 years were 17.6 percent and 50 years and above contributed the lowest of 11.8 percent.
Also, the findings were presented on figure as shown below

4.2.3 Educational Level of the Respondents

The distribution of respondents according to education level is presented on the table 4.3
below.
Frequency Percent Cumulative Percent

Valid Diploma 17 33.3 33.3

Bachelor degree 30 58.8 92.2

Master degree 4 7.8 100.0

Total 51 100.0 100.0

Source field data

4.2.4 Respondents’ Distribution by Marital Status

The researcher also analyzed the marital status of the respondents in justifying the level
of persistence and tolerance of employees within the organization. Kondalkar (2007)
asserts that marriage impose increased responsibilities on an individual. Therefore, an

26
individual would desire to have highly performance at work. The married ones have fewer
absence, low turnover and high job satisfaction. This implies that married employees
differ in needs from employees who are not married yet. Table 4.4 presents the distribution
of respondents by marital status.

Table 4.2 Marital status

Frequency Percent Cumulative Percent

Single 9 17.6 17.6

married 40 78.4 96.1
Valid
Widow 2 3.9 100.0
Total 51 100.0

Source, Field data (2021)

Table 4.4 above, shows that most of the employees were married. About 9 (17.6)
employees who were involved in this study were found to be single, while 40 respondents
(78.4) of the employees involved in the study were married and 2 respondents (3.9%) were
widow.

Also, the data presented through figure as shown below

4.2.5 Respondents’ Working Experiences

The researcher moreover examined the respondents‟ working experiences to assess their
experience in organizational performance. This helps in giving genuine response to the
questions asked, the working experience determines the employees level of performance
at work. The table 4.5 presented data below.

27
Table 4.3 Respondent’s Working Experience

Frequency Percent Cumulative Percent

below 5 13 25.5 25.5

6-10 20 39.2 64.7

Valid
11-15 18 35.3 100.0

Total 51 100.0

Source, Field data (2021)

From the table above, the data show that most of respondents 39.2% worked in the range
of 6-10 years, followed with 35.3% respondents who worked in the range of 11-15 years,
lastly 25.5 respondents in the range of below 5 years

4.3 finding and discussion

4.3.1 To examine the role of communication channel towards employee performance

at MBEYA UWSA
Communication practices and interrelationship in an organization, supervisor or
manager with the employees has to change to mutuality relationship. The supervisor has
to treat the employees as a working team and treat them fair as friends and not as a
working class that has to be controlled, blasted, shouting to them and or threat them to
be fired. Supervisors must reduce the tendency to hide things instead are supposed to
have confidence to disclose their abilities to their team members and trusts them to
perform their work efficiently and effectively. If the managers or supervisor treat their
subordinates as professionals, then there is no reason that they should not behave in
appropriate manner. Such kind of attitude promotes trust and loyalty among the
employees and encourages better teamwork among them. The managers or supervisor
must involve the employees in goal setting session, must listen the employee’s ideas on
how to reach the targeted goals means that they must share technical knowledge as a
way of accomplishing the targeted goals in a good run. The managers must avail
information on time without favoritism and or delay. By doing so the employees could

28
feel motivated, trusted hence could perform in great attention without fear of being fired
or being stressed hence could influence employee’s performance positively.
This section presents the results of the analysis of communication channel. The researcher
provide question to the respondents whether there is a clear communication channel at
their organization. The study revealed that majority of respondent who attended
questionnaire agreed on the variable that there is clear communication channel in the
organization where 27 (53%) number of respondent strongly agree that there is clear
communication channel which influence them to perform better, 18 (35%) number of
respondents agree on the variable, 1 (2%) respondent was neutral, 3 (6%) number of
respondent disagree on the variable, lastly, 2 (4%) strongly disagree on the variable.
Therefore, its shows that majority of respondents 45 (88%) agree that there is clear
communication channel which enable them to perform better, while small number of
respondents 5 (10%) disagree on the variable.

Table 4.4 shows the responses on how Communication channel influence employee’s
performance

responses Frequency Percent Cumulative Percent

Strongly 27 53 53
agree
Agree 18 35 88
neutral 1 2 90
Disagre 3 6 96
Valid
e
Strong 2 4 100
disagree

Total 51 100.0

Source, Field data (2021)

Furthermore, Chege and Ombui (2014), conducted a research on the role of

communication on employee performance in non-governmental performance a case in
non-governmental organizations case of save the children. The study was guided by for

29
specific objectives which where to determine the extent to which forms of communication
affect the performance at save the children, the third one is to determine the influence of
the original structure on employee performance at save the children and the last one was
to determine the extent to which communication process affect employee performance at
save a child. The study found out that managerial standards, staff motivation, staff
commitment and communication factors influence employee performance, also the study
revealed that job security, continuous staff development, staff welfare, good working
condition, good remuneration, fair and clear management systems and clear lines affect
the performance of staff at save children. The study conducted that there is great
relationship between forms of communication and employee performance at save
children, the study recommended that management should ensure that the form of
communication used maintains the confidentiality of information conveyed

4.3.2 To explore the influence of leader’s leadership style towards employee

performance at MBEYA-UWSA
A leader is a person who influences, directs and motivates others to perform specific task
and also inspire his subordinates for efficient performance towards the accomplishment
of the stated corporate objectives. According to Michael (2011) leadership has a direct
cause and effect relationship upon organizations and their success. Leaders determine
values, culture, change tolerance and employee motivation. A leader’s style of
administration may favor or discourage employee workplace interpersonal relationship
and moderate their level of productivity in the workplace. Relationship between leadership
style and organizational productivity has been often discussed. Furthermore, McGrath and
Macillan (2000) reported that there is a significant relationship between leadership styles
and organizational productivity. Effective leadership style is seen as a potent source of
management development and sustained competitive advantage. Therefore, employee was
asked which kind of leadership style do leaders use in managing employee, in term of
democratic, autocratic and transactional leadership style. The study revealed that 25 (49%)
number of respondents agreed that democratic leadership style enable them to perform
better, 9 (17.5%) number of respondents prefer autocratic leadership style, also 17 (33.3)
number of respondents prefer transactional leadership style. It indicates that majority of
employees 42 (82%) prefer democratic and transactional leadership style.

30
Table 4.5 shows leadership style influencing employee performance

Responses Frequency Percent Cumulative Percent

Democratic 25 49.0 49.0

Autocratic 9 17.6 66.7

Valid
Transactional 17 33.3 100.0

Total 51 100.0

Source: field data 2021

The analysis in table 4.9 shows that the mostly leadership style was democratic which was
agreed with 25 equivalents to 49%, while autocratic was agreed with 9 equals to 17.6%
and transactional was agreed with 17% equals to 33.3%. the results indicate that
democratic is mostly applied than other leadership style.

Also Fakhri et al. (2020), conducted a research on leadership style and its impact on
employee performance at Indonesian National Electricity company. The study aimed to
determine the effect of transformational leadership styles on employee’s performance at
Indonesian National electricity company main office. The study reveals that
transformational leadership style influence employee’s performance were 81.64% number
of respondents agreed that transformational leadership style influence their performance
at work. Also, the study revealed that transformational leadership style affect employee’s
performance positively. Therefore, it shows transformational leadership style has a
significant and positive effect on employee performance. It can be conducted that both
transactional and transformational leadership style are dynamic active and effective
leadership styles that can influence employee motivation in improving performance. The
study recommended that management should create comfortable working condition to
include mutual respect and mutual trust between leaders and subordinate.

31
4.3.3 Does organizational structure influence employee performance at MBEYA
AUWSA
This subsection presents the results of the analysis of organizational structure. Two (2)
main types of organizational structure were assessed. These were laterally and vertically
organizational structure. Also, employees were asked to proof if organizational structure
has necessary influence to employee performance at MBEYA AUWSA.

Organizational structure is formal system of reporting relationships that controls and

coordinates employees and keeps them motivated to go for organizational objectives
(Andrjz A Hucznksi and David A, Buchanan, 2007). An organizational structure is also
the factor which determines the allocation of both resources and responsibility in an
organization within its deferent departments and individuals. Organization structure as a
path to achieve the organizational vision which can be used as a standard policy, and lastly
to measure the performance of the organization supervisory or junior management in
charge with the implementation of policies. Therefore, employees were supposed to state
whether organization structure enhance their performance at work. The study revealed that
25 (49%) number of respondents strongly agreed on the variable that clear organization
structure influences their performance at work, 20 (39%) number of respondent agree on
the variable, 4 (8%) number of respondents disagree on the variable that organization
structure does not influence their performance, lastly, 2 (4%) number of respondents
strongly disagree on the variable. Hence it shows that majority of respondents 45 (88%)
number of respondents agreed on the variable while 6 (13%) disagree on the variable.

32
Table 4.6 Show how organization structure influence employee’s performance

Responses Frequency Percent Cumulative Percent

Strongly agree 25 49 49
agree 20 39 88
Neutral 0 0 88
Vali
Disagree 4 8 96
d
Strongly disagree 2 4 100
Total 51 100

Source, Field data (2021)

Furthermore; Kampin (2018), conducted a research on the impact of organization structure
on employee performance a case of new Era secondary school. The study focused on the
effect of hierarchy on employee performance, the study identified factors that motivates
employee and to evaluate the effect of job satisfaction on employee performance. The
study identified factors that motivate employee to evaluate the effect of job satisfaction
on employees performance the study found out the organization structure has an effect on
employee performance, the result revealed that building a good organization structure has
an effect on employee performance , the result revealed that building a good organization
structure it is important for employee to perform well in the work were 44% of respondents
indicate that it is necessary for organization to have good organization structure since it
motivate employee to perform better also 24% of respondents agreed that clear
organization structure enable them to have string team spirit which result to better
performance. It can be conducted that organization structure has an impact on the
employee’s performance. The study recommended that management should develop skills
on how to develop the organization structure to meet the needs of both employees and
organization so as to achieve both organization goals and individual goals.

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CHAPTER FIVE

SUMMARY, CONCLUSSION AND RECOMMENDATIONS

5.1 Overview
This chapter presents summary of the main findings, conclusion and recommendations to
organization, supervisors/managers, government and employees as well as
recommendations for further studies.
5.2 Summary of the Findings
The study focused on the influence of work life balance towards employee’s
performance case study at MBEYA-UWASA. The summary of findings is presented
below:

5.2.1 First objective: To examine the role of communication channel towards

employee performance at MBEYA-UWSA
Basing on the research questions and the objectives the study revealed that
communication channel in an organization such as through informal groups, giving
feedback tends to influence the employee’s performance positively.

5.2.2 Second Objective: To explore the influence of leader’s leadership style towards
employee performance at MBEYA-UWSA
The study finds out that leadership style applied at MBEYA-UWSA have an extent
towards employee job performance. Something that has to follow command and orders
only and no negotiation or involvement in planning or how to achieve the task hence
that kind of situation challenges the employee’s performance. The employees had to
follow the supervisor/managers orders and not otherwise since that they had a fear of
being fired at the times, they try to use th eir ideas or views on how to accomplish their
tasks. On other hand the leadership practices and interrelationship between colleagues
seems to be very strong and supportive to each other hence influence their performance
positively.

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5.2.3 Third objective: To find out the impacts of organizational structure towards
employee performance at MBEYA-UWSA
The study found that the organization structure support work relationship for employees
in highest percentage rather bad. The researcher discovered that organization structure
was supportive to their employees as a way of motivating them to accomplish the
targeted goals in a right time. The structure found to hide very crucial
information/technological information had been hidden to sometimes until the latest
minutes before due time. However, the supervisor appeared not ready to share their
highest knowledge and experience with the normal employees as they feared future
challenge that the employees could rise to be competent to take their position. Therefore,
the study discovered that the organization structure influences the employee’s
performance negatively at sometimes.
5.4 Conclusion
Work relationship plays a vital role in motivating employees to perform their assigned
job. Since salary only is not a sufficient motivator in encouraging the workplace
performance required in today’s competitive business environment. The ability to
attract, keep and motivate high-performance is becoming increasingly important in
today’s competitive organizational environments employees has to be given the sense
of affiliations since there is scramble for labour. The study also revealed that employee’s
will improve their performance if the problems identified during the research are tackled
by the management. At the end of the research, it was realized that the employee’s work
relationship finds themselves in affect their productivity greatly. Therefore, it is the
responsibilities of the organization to provide friendly working environment indicating
work relationship which will influence employees to work comfortable and perform
their job.
5.5 Recommendations
Based on the results of findings, the following are recommendations for future
implementation.
Periodic meetings with employees to air their grievances to management to serve as a
motivating factor to the employees. Managers should also be counseled on their
relationships with their subordinates.

35
The organization should have a good program in place for their employees work life
balance as this can be a great factor to motivate and retain them.
Management should try as much as possible to build a work environment that attracts,
retain and motivate its employees so that to help them work comfortable and increase
organization productivity.

Employers should make available adjustable and flexible furniture to all workers in order
to make them more comfortable. This in the long run keeps the employees healthy.

Employers should have to provide various rewards for their employees in order to boost
their morale and made them more efficient. An example is making their benefit programs
to suit employees.

The employees should report challenges or problems to the appropriate supervisor or

manager on time also the employees should provide proper feedback and concrete
working strategies as a way to reach the organization goals as well as to win trust to their
supervisor and overall management of the organization.

The government should keep put clear the responsibility of employers in the
Employment and Labour Relation Act 2004 rather than refereeing to Commons Law
also should keep insisting the implication of Labour Institution Act 2004 and all other
laws that regulating the relationship between the employers and employees.

Management should find ways and means of communicating their goals and strategies
to their employees in order to achieve what the organization is in business for, its mission
and vision.

5.6 Suggested area for Further Study

The broader objective of the study was to assess the impact of work relationship towards
employee performance.
Therefore, other researchers should conduct study in other agencies or institutions. Also,
further study should aim to explore advantages which the organizations reap on
improving work relationship so as to raise employee performance.

36
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APPENDIX
Appendix A

Questionnaire for employees

I am a student of Mzumbe University, conducting a research at Mbeya city, with a case

study of Mbeya Urban Water Supply and Sanitation Authority (MBEYA UWSA), having
a title of ‘the impact of work relationship towards employee performance’. I kindly request
you to be involved in this study by giving me your views and opinions on this study which
have impact on organization performance.

The information given will not be disclosed to any one and will be used for the purpose
of this study only.

Section A: Bio data

1. Gender
a) Male
b) Female [ ]
2. Age
a) 25 or less
b) 26-34years
c) 35-44years
d) 45years and above [ ]
3. Education qualification
a) Certificate
b) Diploma
c) Degree
d) Masters
e) PhD [ ]

4. Marital status
a) Single

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b) Married [ ]

5. Working experience?
a) 1-5years
b) 5-10years
c) 10-20years
d) 21 and above [ ]

6. Does communication channel influences employee’s performance?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
7. Is there any influence of leadership style on employee’s performance?

a) Democratic leadership style [ ]

b) Autocratic leadership style [ ]
c) Transactional leadership style [ ]

8. Does organization structure influence employee’s performance?

a. Strongly agree
b. agree
c. neutral
d. disagree
e. strongly disagree

42