organizational audit... · web viewgraph 19: percentage scores on performance appraisal system, the...

Namibian College of Open Learning (NAMCOL) Organizational Audit study 2014

Research Development and Quality Assurance Unit (RDQA)

Namibian College of Open Learning

July 2014

TABLE OF CONTENTS

PageTables and graphs

Acronyms

Introduction

Background information

Rationale for the study

The aim and the objectives of the study

The study methodology

Study limitation

Reliability and validity

Results and discussions

Summary and conclusion

Recommendations

Bibliography and references

Appendix A - The questionnaire

TABLES AND GRAPHS

PageGraphs

Graph 1: Percentage distribution of respondents by regions/head officeGraph 2: Percentage distribution of respondents by divisions/regionsGraph 3: Percentage distribution by divisions and regions (per NAMCOL staff

establishment)Graph 4: Percentage age distribution of respondentsGraph 5: Percentage respondents’ highest qualificationGraph 6: Percentage respondents’ post-secondary qualificationGraph 7: Percentage affirmative action variables rating (awareness and discrimination)Graph 8: Percentage affirmative action variables rating (recruitment selection policy,

access and work in harmony) Graph 9: Percentage condition of employment variables ratingGraph 10: Percentage ratings on work enjoyment, freedom to make decisions, working

space and settingsGraph 11: Percentage distribution of respondents who agreed that ‘My co-workers offer

support to help each other succeeds’ Graph 12: Percentage distribution of respondents who agreed that ‘There is a good feeling

of teamwork in my Unit/Division/Region, with people working well together’Graph 13: Percentage distribution of respondents who agreed that ‘Our

managers/immediate supervisors set good example of ethical behavior’Graph 14: Percentage of respondents motivated to do their workGraph 15: Percentage distribution of what motivates respondentsGraph 16: Percentage in agreement on leadership vision and grievance proceduresGraph 17: Percentage of the respondent’s feelings on productivity of NAMCOL meetingsGraph 18: Percentage response to decision making and meetings participationGraph 19: Percentage scores on performance appraisal system, the feedback thereof and

its usefulnessGraph 20: Percentage rating on performance incentivesGraph 21: Percentage of respondents in agreement with job securityGraph 22: Percentage of respondents in agreement with fringe benefitsGraph 23: Percentage of respondents in agreement with NAMCOL future and salaryGraph 24: Percentage of responses on quality - College’s and management commitment to

quality Graph 25: Percentage agreement on innovationGraph 26: Health and safetyGraph 27: Percentage distribution of respondents who had attended training/workshop

on health and safety while in the employment of NAMCOLGraph 28: Percentage distribution of respondents who agreed that Management values

safety by directorate

Graph 29: Percentage distribution of respondents who agreed that College requires a Health and Safety Committee by directorate

Tables

Table 1: Affirmative action ratings by sex (average means)Table 2: Affirmative action ratings by divisions/regions (average means)Table 3: Affirmative action ratings by age (average means) Table 4: Overall average means rating on condition of employment (average means)Table 5: Condition of employment rating by sex (average means)Table 6: Condition of employment rating by divisions/regions (average means)Table 7: Condition of employment rating by age (average means)Table 8: Team work average ratings by sex (average means)Table 9: Team work average ratings by divisions/regions (average means)Table 10: Team work average ratings by age (average means)Table 11: Average rating on whether managers or supervisors set good example of ethical

behavior by sex (average means)Table 12: Average rating on whether managers or supervisors set good example of ethical

behavior by divisions/regions (average means)Table 13: Average rating on whether managers or supervisors set good example of ethical

behavior by age (average means)Table 14: Leadership and planning average ratings (average ratings)Table 15: Leadership and planning average ratings by sex (average ratings)Table 16: Leadership and planning average ratings by divisions/regions (average ratings)Table 17: Leadership and planning average ratings by age (average ratings)Table 18: Performance management and feedback average rating by sex (average ratings)Table 19: Performance management and feedback average rating by divisions/regions

(average ratings)Table 20: Performance management and feedback average rating by age (average ratings)Table 21: Career planning and job security average rating by divisions/regions (average

means)Table 22: Career planning and job security average rating by education level (average

means)Table 23: Quality average ratings by sex (average means)Table 24: Quality average ratings by divisions/regions (average means)Table 25: Quality average ratings by age (average means)Table 26: Innovation average rating by sex (average means)Table 27: Innovation average rating by divisions/regions (average means)Table 28: Innovation average rating by age (average means)Table 29: Innovation average rating by education level (average means)

ACRONYMS

AUTO Automotive Mechanics CBM Certificate in Business Management CED Certificate in Education for Development CLGS Certificate in Local Government Studies COMOSA Commonwealth Open Schooling Association CYP Commonwealth Diploma in Youth Development Work CWCY Certificate in Community Based Work with Children and

Youth DEASA Distance Education Association of Southern Africa ECC English Communication Course ECD Certificate in Early Childhood Development ED Diploma in Education for Development FA Finance and AdministrationICDL International Computer Driving LicenseMSS Management and Support Services NAMCOL Namibian College of Open LearningNOLNet Namibian Open Learning Network TrustNSSC Namibian Senior Secondary Certificate NTA Namibia Training Authority NQA Namibian Qualification Authority OFFI Office Administration OD Office of the DirectorPLUM Plumbing and Pipe Fitting PMD Programme and Materials Development SPSS Statistical Package for the Social SciencesWELD Welding and Metal Fabrication

1. INTRODUCTION

In general, the organisational audit/climate study is very crucial in the modern businesses/institutions. Some managers who have strong sense of their organisation’s strategic direction often lack a fundamental understanding of the perceptions, feelings and attitudes of their employees. This lack of understanding often leads organisations to waste their most valuable resource which is their people/employees (TeambuildngInc.com., 2011).

1

2. BACKGROUND INFORMATION

The Namibian College of Open Learning (NAMCOL) is a semi-autonomous educational institution established by an Act of Parliament (Act 1 of 1997) and it falls under the jurisdiction of the Ministry of Education. The College can trace its roots back to various continuing and distance education programmes available to Namibians before Independence. Late in 1994, these programs were consolidated under a single Directorate within the Ministry which can be regarded as the first step in NAMCOL’s transformation into an autonomous institution. In April 1998, the newly established College took over responsibility for o ff e r i n g a n d m a n a g i n g the programmes that were formerly provided by the Ministry of Basic Education, Sport and Culture.

The NAMCOL Head Office is situated in Windhoek at the Yetu Yama Centre. The College has four regional offices – in Ongwediva, Otjiwarongo, Rundu and Windhoek – and four sub-regional offices – in Gobabis, Katima Mulilo, Keetmanshoop and Swakopmund. Learner-enrolment has grown tremendously from 20 018 learners in 1998 to over 35 000 in 2013.

NAMCOL offers study opportunities for adults and out-of-school youth in three categories: secondary education, professional education and technical and vocational training. The secondary education programmes consist of the Junior Secondary Certificate (JSC), Grade 10 and the Namibia Senior Secondary Certificate NSSC(O), Grade 12. The Professional education and Technical and Vocational training offer the following programmes: Certificate in Education for Development (CED), Certificate in Local Government Studies (CLGS), Diploma in Youth Development Work (DYD), Certificate in Business Management (CBM), Certificate in Community-Based Work with Children and Youth (CWCY), Certificate in Early Childhood Development (CECD), Diploma in Education for Development (DED), the International Computer Driving License (ICDL), the English Communication Course (ECC), Automotive Mechanics (AUTO), Plumbing and Pipe Fitting (PLUM), Welding and Metal Fabrication (WELD) and Office Administration (OFFI).

The College is a member of the Namibian Open Learning Network Trust (NOLNet), Commonwealth Open Schooling Association (COMOSA) and the Distance Education Association of Southern Africa (DEASA). The professional programmes are accredited by the Namibia Qualifications Authority (NQA). The secondary education study materials conform to the curricula of the Namibia Junior and Senior Secondary Education. The College is registered with the Namibia Training Authority (NTA) as a vocational training provider.

NAMCOL’s operation is guided by the following vision and mission:

Vision

2

We strive to be a world-class institution of excellence, accessible to all, with committed professional staff, educating people through an innovative range of ODL programmes and providing quality services in a sustainable manner.

MissionWe are committed to providing wider access to quality educational services for our learners and other customers using a variety of open learning methods.

Besides the vision and mission, NAMCOL operates on its well-devised strategic aims. The following form part of NAMCOL’s strategic aims: Accessibility, sustainability, quality, efficiency, accountability, reliability, responsiveness, transparency, continuity and excellence.

3

3. RATIONALE FOR THE STUDY

NAMCOL’s organisational audit study is conducted after every three years. The last audit study was conducted in 2011.

The study is done, among others, to increase productivity, allow employees an opportunity to identify areas of inefficiency and performance barriers in their work environment. Organisational audit is a powerful tool for identifying organisational strengths and weaknesses. In this century, the advent of the human relations movement is credited with emphasizing the importance of workplace attitudes (Gupta, 2008). This study also covered aspects of affirmative action. The study will cover all fulltime NAMCOL employees at the Head Office and in the Regions through structured self-administered questionnaire.

NAMCOL developed an affirmative action plan with its own goals based on the Affirmative Action Act of 1998. For the purpose of this Act, Affirmative Action Act means a set of affirmative action measures designated to ensure that a person in designated groups enjoys equal employment opportunities at all levels of employment and is equitable represented in the workforce of a relevant employer (Affirmative Action Employment Act, 1998, p.18).

The three designated groups in the act are: racially disadvantaged persons, women and children and persons with disabilities. Further, the Act emphasises the following: access to employment, recruitment procedures, selection, appointment, promotion, demotion, and transfer, access to other benefits, facilities or services. NAMCOL established an Affirmative Action Committee with the aim of identifying all employment barriers that restrict access of people in designated groups through a periodic audit of all policies, procedures and practices that relate, directly or indirectly, to employment.

By identifying employees’ concerns at a relatively early stage, surveys allow management to work toward maintaining organisational "well-being" rather than fighting to remove "illness" (Durham, R. B and Smith F. S cited by Rodney, G in Employee Communication & Surveys Pty. Ltd). The knowledge of how people experience work provides the litmus test of how well the organisation will perform in its sector (Durham, R. B and Smith F. S cited by Rodney, G in Employee Communication & Surveys Pty. Ltd).

The study, therefore, seeks to assess the perception of staff members concerning their working environment and their attitudes towards affirmative action practices at the College. This is to attain strategic leadership and organisational change and to maintain non-discriminatory practices at the College. Furthermore, the study will contribute to the current literature in attempting to understand the various environmental aspects that influence job satisfaction. As set out in NAMCOL’s Strategic plan (of 2011 – 2015), this study is scheduled to be conducted every third year.

4

4. THE AIM AND THE OBJECTIVES OF THE STUDSY

The aim of this study is two-fold, hence the study aims to: Assess the perceptions of staff members towards their working environment in order to

improve their performance and their organizational performance; and Assess the perception of staff members in terms of affirmative action practices they

observe in their working environment and barriers to employment equity in order to maintain non-discriminatory practices at the College.

The study aims to attain the following objectives: To assess the staff’s attitude and opinions regarding affirmative action practices at the

College. To find out from the staff members the possible aspects/ attributes that contribute to

efficient, high quality work at their work place in order to identify own organisational strength and weaknesses and perceived organisational challenges.

5

5. THE STUDY METHODOLOGY

The study uses a quantitative approach with the unit of analysis being full-time NAMCOL staff members. The study also includes demographic information e.g. sex, NAMCOL divisions and regions – this is to focus on making a difference to the group of people who need change the most. The study used structured self-administered questionnaires for data collection.

5.1 Sampling frame and Sampling

The sampling frame or study population was all NAMCOL full-time staff members.

5.2 Data collection tools and Techniques

The study used a quantitative approach for data collection. A one-dimensional scale (Likert scale) was used from which respondents choose one option that best aligns with their view. The study opted eg. for an assertion form in which the person may agree or disagree to varying degrees including ‘yes’ or ‘no’ options and others. The survey omits common responses like ‘undecided’, ‘don’t know’ ‘no response’ etc. This decision is as a result from previous NAMCOL surveys where some of these studies yielded fewer results because many respondents opted for these types of neutral responses. A 5% level of significance was used to test whether the difference in means was significant or not.

The questions were arranged to cover the following main themes:

A. Organisational Climate Perception on working environment Condition of employment Teamwork Ethics Morale and Support Leadership and planning Performance management Career planning and job security Quality perception Innovationo General contentment

B. Affirmative Action

C. Socio – demographic information Sex Age Qualification Location (Place of work)

6

5.3 Methods of data analysis

A Statistical Package for the Social Sciences (SPSS) was used for data entry and the analysis. In this survey, respondents were asked to give their ratings on a four point scale called a Likert-type scale. The rating scale used was rated as 4=strongly agree; 3 =agree; 2=disagree and 1=strongly disagree, with 4 indicating an excellent rating and 1 indicating a very disagreement rating. Meaning that an observed mean close to 4 is in favour of the statement while an observed mean close to 1 indicates a strong disagreement with the statement. Item descriptive and frequencies by each of the demographic variables studied were reported. Significant differences in agreement level between various groups on each item were also investigated testing the difference in equality of means. A 5% level of significance was used to test whether the difference in means is significant or not. Open-ended comments made by employees were summarized and stated in the report. The margin of error for the sample selected was calculated using the following formula:

E=1. 96√ p(1−p )n

∗100; where p = 0.763 and n is the sample size of 74. The margin of error

gives an indication of the maximum amount by which the sample results are expected to differ from those of the actual population. For the study, the margin of error is 9.7% indicating a good sample and the results can be generalized to the general population (full-time NAMCOL staff members).

7

6. STUDY LIMITATION

The Unit (Research, Development and Quality Assurance) experienced difficulties in making sure that all eligible staff members complete the questionnaires on the defined due date. The Unit postponed the due date twice in order to get enough questionnaires back for the study to be credible and representative. This prolonged the timeframe for the completion of the study.

8

7. RELIABILITY AND VALIDITY

Appropriate measuring instruments (data collection tool) were used. The measuring instruments were critically examined for their criterion-related validity, content validity and construct validity. The questionnaires were anonymous to ensure confidentiality for the respondents not to feel inhibited and to be open and honest. Margin of error was calculated and found to be in the acceptance range. Thus, the study findings can be inferred to all full-time NAMCOL staff members with great level of confidence.

9

8. RESULTS AND DISCUSSIONS

The sampling frame/study population was all NAMCOL staff members at the Head office including those in the regions. A total of 74 respondents completed the questionnaires. Of these 39 (52.7%) were females and 32 (43.2%) were males, three (4.1%) did not state their gender. This gave the study an overall response rate of 76.3%, which is in itself a high and accepted response rate in a social environment (social science). Three (4.1%) of the respondents did not indicate their sex. The majority of respondents (n=45; 60.8%) were from NAMCOL’s Head Office.

8.1 Socio-Demographic Information

Graph 1: Percentage distribution of respondents by Head Office and Regions

Head office Northern region

Southern region

Central region North eastern region

Not stated0

10

20

30

40

50

60

7060.8

12.2 12.26.8 5.4

2.7

The NAMCOL Head Office had the majority of respondents compared to the regions

10

Graph 2: Percentage distribution of respondents by Divisions and Regions

Man

agem

ent a

nd Support

servi

ces

Progra

mmes an

d Mate

rial d

evelo

pment

Northern

regio

n

South

ern re

gion

Centra

l regio

n

Finan

ce an

d Administrati

on

Office of D

irecto

r

North ea

stern

regio

n

Not Stat

ed0

5

10

15

20

25

30

35 31.1

18.9

12.2 12.26.8 5.4 4.1 5.4

2.7

The majority of respondents (31.1%) originated from the division Management and Support Services, followed by those in the Programmes and Material Development division

Graph 3: Percentage distribution by divisions and regions (per NAMCOL staff establishment)

South

ern re

gion

Progr

amm

e and M

ater

ials

Dev...

Norther

n regi

on

North Ea

ster

n regi

on

Finan

ce an

d Adm

inist

ration

Man

agem

ent a

nd Support

Ser..

.

Centr

al re

gion

Office

of t

he Dire

ctor

0102030405060708090

100

69.278.3 81.8

100

40

77.8 80

100

Division/region

The highest response rates were observed in the North Eastern and the Office of the Director and the lowest response was in Finance and Administration division

11

Graph 4: Percentage age distribution of respondents

21-39 40-49 50-54 55-64 Not Stated0

5

10

15

20

25

30

35

40

45 40.5

35.1

14.9

6.8

2.7

More than three-quarters of respondents are aged between 21 and 49 years. Only 24% respondents were aged 50 years and above

Graph 5: Percentage respondents’ highest qualification

Primary Secondary Post secondary Not Stated0

10

20

30

40

50

60

70

80

90

1.4

9.5

85.1

1.4

About 85 percent of respondents have Post-Secondary qualifications, 9.5% have Secondary education qualification and only one (1.4%) respondent has Primary education

Graph 6: Percentage respondents’ post-secondary qualification

12

Certificate Diploma Bachelor degree

Honours Post graduate diploma

Master degree Not stated0

5

10

15

20

25

30

9.5

25.423.8

15.9

9.5

14.3

1.6

In the Post graduate category, respondents were asked further to state their level of qualification. The majority (25.4%) of them excelled with Diplomas followed by Bachelor degrees (23.8%)

8.2 Affirmative action

Respondents were asked to rate NAMCOL on various aspects of affirmative action. The rating scale used in the study offered respondents a rating scale of 1 – 4, with 4 indicating a very strong agreement and 1 indicating a very strong disagreement rating.

Graph 7: Percentage affirmative action variables rating (awareness and discrimination)

Yes No0

10

20

30

40

50

60

70

80

90

58.1

39.2

12.2

85.1

Are you aware of NAMCOL’s Affirmative Action CommitteeHave you ever been a recipient of any gender, race and disability related remarks or contacts at work

About 60% of respondents indicate that they were aware of Affirmative Action Committee and about 85% of them claimed that they have not been recipient of any gender, race or disability related remarks. Some of the reasons given for those few who felt discriminated were based on colour/tribes; gossips among staff members; unacceptable discrimination against pregnant women

13

Graph 8: Percentage affirmative action variables rating (recruitment selection policy, access and work in harmony)

Strongly agree Agree Disagree Strongly disagree0

10

20

30

40

50

60

21.6

58.1

12.2

2.72.7

58

12.2

2.7

32.4

54.1

8.1

2.7

The recruitment and selection policy in NAMCOL is non-discriminatory

Designated groups have equal access to all jobs that are advertised by the College

People with diverse backgrounds work harmoniously together with the rest of the staff

The majority (about 80%) was in agreement that the recruitment and selection policy at NAMCOL is non-discriminatory; that designated groups have equal access to all jobs that are advertised by the College (about 60.7%) and that people with diverse background work harmoniously together with the rest of staff at the College (86.9%)

Table 1: Affirmative action ratings by sex (average means)

Aspects rated/Variable AverageTotal Male Female

The recruitment and selection policy in NAMCOL is non-discriminatory 3.04 2.94 3.11

Designated groups (racially disadvantaged persons, women and children and persons with disabilities) have equal access to all jobs that are advertised by the College

3.09 3.16 3.03

People with diverse backgrounds – such as different religion, races and nationalities work harmoniously together with the rest of staff in our organization

3.19 3.20 3.21

There was a difference in rating between male and female respondents, with females highly agreed that the recruitment and selection policy in NAMCOL is non-discriminatory comparing to male respondents

Table 2: Affirmative action ratings by divisions/regions (average means)

Aspects rated/Variable Management and Support services

Programmes and Material development

Finance and Administration

Office of Director

Northern region

North eastern region

Central region

Southern region

The recruitment and selection policy in NAMCOL is non-discriminatory

3.3 2.9 3.3 2.3 3.1 3.0 3.0 2.9

14


3.3 2.9 3.3 2.3 3.3 2.7 3.0 3.0


3.2 3.1 3.8 2.7 3.5 2.7 3.2 3.1

The highest scores were in the Northern region and the lowest in the Office of the Director

Table 3: Affirmative action ratings by age (average means)

Aspects rated/Variable 21-39 40-49 50-54 55-64The recruitment and selection policy in NAMCOL is non-discriminatory

2.93 3.00 3.27 3.20


3.10 3.00 3.18 3.20


3.21 3.19 3.27 3.00

There were no significant differences in rating the affirmative action with respect to age of the respondents

8.3 Organizational climate

Graph 9: Percentage condition of employment variables rating

Yes No0

10

20

30

40

50

60

70 63.5

32.4

43.2

54.1

Do you belong to any trade unionAt work, I constantly feel under tension/pressure and stress.

15

Almost Sixty four percent (63.5%) responded that they belong to a Trade Union and about 43% admitted that at work they constantly work under tension/pressure and stress

Below are some of the remarks regarding working under tension/pressure and stress: Bureaucratic setup of the College - delays in approval of documents. Wrong placements of staff - in

fulfilling their assigned duties Heavy workload and unrealistic deadlines (‘Too much to do , very under staff’ , ‘Too much work and

deadlines set are mostly unrealistic’), ‘The current office environment lets me do all the duties virtually by myself’

Non- appreciations (‘Unappreciated and not be listen to which results in being feel like having an autocratic 'boss')

Graph 10: Percentage ratings on work enjoyment, freedom to make decisions, working space and settings


10

20

30

40

50

60

70

31.1

56.8

8.1

1.4

18.9

51.4

18.9

8.1

17.6

55.4

17.6

9.5

17.6

60.8

14.9

5.4

I enjoy my work at NAMCOLI have freedom to decide how to do my workMy working space/office has the equipment that I need to do good workI work in a pleasant setting

With regard to condition of employment, the majority of respondents are of the opinion that they enjoy working at NAMCOL (87.9%), they have freedom to decide how to do their work (70.3%), they have equipment that they need to do good work and they work in pleasant setting (73%)

4.3.1 Condition of employment

Table 4: Overall average means rating on condition of employment (average means)

Aspects rated/Variable Average means’ scoresI enjoy my work at NAMCOL 3.21I have freedom to decide how to do my work

2.83

My working space/office has the equipment that I need to do good work

2.81

I work in a pleasant setting 2.92

Work satisfaction ranged high (3.21) and freedom of decision on how to do work and working space and equipment was the lowest (2.83 and 2.81 respectively)

Table 5: Condition of employment rating by sex (average means)

16

Aspects rated/Variable Male FemaleI enjoy my work at NAMCOL 3.16 3.24

I have freedom to decide how to do my work 2.87 2.82

My working space/office has the equipment that I need to do good work 2.56 2.97

I work in a pleasant setting 2.91 2.92

The difference in rating condition of employment was minimal between male and female respondents

Table 6: Condition of employment rating by divisions/regions (average means)

Aspects rated/Variable Management and

Support services

Programmes and Material develop

ment

Finance and

Administration

Office of Director

Northern region


Central region

Southern region

I enjoy my work at NAMCOL 3.2 3.4 3.0 3.3 3.4 3.7 3.4 2.6I have freedom to decide how to do my work

2.7 3.1 2.7 2.7 3.6 2.3 3.0 2.4


2.8 2.9 3.0 2.7 3.0 2.7 3.0 2.5

I work in a pleasant setting 2.9 3.1 2.8 2.7 3.4 3.0 3.4 2.4

The ratings on condition of employment by respondents were the highest in the Northern region and the lowest in Southern Region

Table 7: Condition of employment rating by age (average means)

Aspects rated/Variable 21-39 40-49 50-54 55-64I enjoy my work at NAMCOL 3.31 3.04 3.36 3.25

I have freedom to decide how to do my work 2.90 2.64 3.00 3.20


2.70 2.81 2.82 3.20

I work in a pleasant setting 2.77 2.92 3.09 3.60

In general, lower age category has the lowest scores

4.3.2 Team work

Graph 11: Percentage distribution of respondents who agreed that ‘My co-workers offer support to help each other succeeds’

17

strongly agree agree disagree strongly disagree0

10

20

30

40

50

60

70

17.6

62.2

16.2

1.4

With respect to support and team work, the majority (79.8%) of respondents feel that co-workers offer support to help each other

Graph 12: Percentage distribution of respondents who agreed that ‘There is a good feeling of teamwork in my Unit/Division/Region, with people working well together’


10

20

30

40

50

60

21.6

54.1

21.6

1.4

The majority (75.7%) agreed that there is good feeling of team work

Table 8: Team work average ratings by sex (average means)

Aspects rated/Variable Male FemaleMy co-workers offer support to help each other succeeds 2.97 2.97

There is a good feeling of teamwork in my Unit/Division/Region, with people working well together

2.90 3.00

There are no significant differences among the gender

Table 9: Team work average ratings by divisions/regions (average means)

Aspects rated/Variable Management

Programmes and

Finance and

Office of Director

Northern region

North eastern

Central region

Southern

18

and Support services

Material develop

ment

Administration

region region

My co-workers offer support to help each other succeeds

2.9 3.0 3.3 3.3 3.3 3.0 3.0 2.6


3.1 3.1 2.8 3.3 3.3 3.0 3.0 2.1

The Office of the Director and the Northern region scored the highest and the lowest were recorded in the Southern region

Table 10: Team work average ratings by age (average means)

Aspects rated/Variable 21-39 40-49 50-54 55-64My co-workers offer support to help each other succeeds 2.90 3.00 3.00 3.20


2.77 3.04 3.30 3.20

The older respondents were more in agreement of team work in their units than the younger ones

4.3.3 Ethics

Although the majority of respondents were of the opinion that managers and supervisors set good example of ethical behavior, males were more in agreement than female respondents. Older respondents age 50 years and above also highly agreed than younger respondents. There were also differences with regard to divisions or regions.

Graph 13: Percentage distribution of respondents who agreed that ‘Our managers/immediate supervisors set good example of ethical behavior’

19


10

20

30

40

50

60

21.6

59.5

12.2

4.1

The majority (81%) of the respondents were in agreement

Table 11: Average rating on whether managers or supervisors set good example of ethical behavior by sex (average means)

Aspects rated/Variable Male FemaleOur managers/immediate supervisors set good example of ethical behavior 3.1 2.92

More males (31%) were in agreement

Table 12: Average rating on whether managers or supervisors set good example of ethical behavior by divisions/regions (average means)

Aspects rated/Variable Management and

Support services

Programmes and Material develop

ment

Finance and

Administration

Office of Director

Northern region


Central region

Southern

region

Our managers/immediate supervisors set good example of ethical behavior

2.9 3.1 3.0 2.7 3.8 3.0 3.2 2.5

The highest scores were recorded in the Northern region and lowest in the Southern region

Table 13: Average rating on whether managers or supervisors set good example of ethical behavior by age (average means)

Aspects rated/Variable 21-39 40-49 50-54 55-64Our managers/immediate supervisors set good example of ethical behavior

2.93 2.96 3.33 3.2

The highest score were among the age category ‘50-54’

20

4.3.4 Morale and support

Graph 14: Percentage of respondents motivated to do their work

Yes No0

10

20

30

40

50

60

70

80 73

25.7

Are you motivated to do your best?

Although the majority of respondents (73%) indicated that they are motivated to do their best, about 26% claimed that they are not motivated

Below are some of the reasons/statements given for not being motivated: Lack of training opportunities (‘working for many years but without training’) Mistrust (‘No motivation from the supervisor because of mistrust and only trust certain staff even when it

comes to delegation of work, which result in zero percent motivation’) Lack of acknowledgement/appreciation (‘my efforts of going the extra mile are only acknowledged when

you do the right thing. Make one mistake and all your good efforts are forgotten’, ‘Am not treated appreciative and part of a team, ‘my supervisor seldom give me a complement or recognition when I did a good deed. It’s not seen when job well done’)

Negative comments from supervisors (‘you are being told that you don’t perform and personal negative statements)

Lack of recognizing other staff members (‘I have a feeling the white collar colleagues still suffers from the old fashioned belief that vocational training is meant for the less intelligent and so are those who teaches them)

Performance management (‘the performance management system is not fair. Needed to be compensated for a job well done are not compensated due to the unreliable Performance Appraisal System’

Graph 15: Percentage distribution of what motivates respondents

21

Director Deputy Director Manager Supervisor Colleagues Job0

5

10

15

20

25

30

10.8

6.8

17.6

9.5

25.7

29.7

The majority of NAMCOL staff indicated that they are motivated by the job they do and also by colleagues. The lowest were Deputy Directors

3.3.5 Leadership and planning

Graph 16: Percentage in agreement on leadership vision and grievance procedures

Strongly agree Agree Disagree Strongly disagree

0

10

20

30

40

50

60

70

21.6

64.9

13.5

0

12.2

56.8

18.9

2.7

The people in charge (Leadership/Manage-ment/Board) here have a clear vision of where we are going

NAMCOL’s grievance procedures are fair towards staff members

The highest scores were on leadership vision (86.5%) comparing to grievance procedures (69%)

Graph 17: Percentage of the respondent’s feelings on productivity of NAMCOL meetings

22

Very good Good Barely acceptable Poor Very poor0

10

20

30

40

50

60

10.1

58.1

20.3

8.1

2.7

What is your general feeling about the productivity of meetings at NAMCOL?

The majority (69%) of the respondents had good feelings about the productivity of meetings

Graph 18: Percentage response to decision making and meetings participation

Yes No0

10

20

30

40

50

60

70

8068.9

25.7

75.7

23

Are the decisions taken in these meet -ings being implementedDo you actively participate in Staff meet -ings

The majority 68.9% claimed that they actively participate in staff meetings whereas 75.7% agreed that decisions made in the meetings are implemented

Some of the reasons given for not actively participating in staff meeting are outlined below: All meetings addressing staff related issues are only held in Windhoek Head office. We are not consulted

for any contribution, how can we participate? No involvement of regional staff in decision making Because I am not a permanent staff member at the moment Because I feel we are not taken seriously by those in management Decisions only dumped onto workers no proper discussion I am not informed about meetings I might be victimized if I participate/raise my concerns. Rather keep quiet I regard my input as no meaning at all because I am from the local level of NAMCOL structure which will

not be taken seriously by all My aim is just to sit and listen what they call the meeting for Not afforded the opportunity to do so, probably because I stay far away from the Head office I am not motivated There are hardly any staff meetings being held at our office. Or perhaps because of the position I hold, my

participation is not required Victimization

Table 14: Leadership and planning average ratings (average ratings)

23

Aspects rated/Variable Overall ratingThe people in charge (Leadership/Management/Board) here have a clear vision of where we are going

2.08

My supervisor believes in helping subordinates grow and develop 2.86

My supervisor treats people fairly 2.96

NAMCOL’s grievance procedures are fair towards staff members 2.85

No significant differences between different variables except on leadership’s vision

Table 15: Leadership and planning average ratings by sex (average ratings)

Aspects rated/Variable Male FemaleThe people in charge (Leadership/Management/Board) here have a clear vision of where we are going

2.09 2.08

My supervisor believes in helping subordinates grow and develop 3.00 2.78My supervisor treats people fairly 2.94 3.00NAMCOL’s grievance procedures are fair towards staff members 2.79 2.92

The lowest scores were on leadership’s vision for both males and females

Table 16: Leadership and planning average ratings by divisions/regions (average ratings)




Office of Director

Northern region


Central region

Southern region

The people in charge (Leadership/Management/Board) here have a clear vision of where we are going

2.0 2.1 2.3 2.0 2.4 2.0 2.0 1.9

My supervisor believes in helping subordinates grow and develop

2.8 2.6 3.3 2.7 3.7 3.0 3.3 2.6

My supervisor treats people fairly 2.9 2.8 2.8 3.0 3.6 3.0 3.5 2.6

NAMCOL’s grievance procedures are fair towards staff members

2.8 3.0 3.0 2.7 3.1 2.3 3.3 2.6

The highest scores were recorded in the Northern region and the lowest in the Southern region

Table 17: Leadership and planning average ratings by age (average ratings)

Aspects rated/Variable 21-39 40-49 50-54 55-64The people in charge (Leadership/Management/Board) here have a clear 2.03 2.15 2.00 2.20

24

vision of where we are going.

My supervisor believes in helping subordinates grow and develop 2.93 2.72 3.00 3.20

My supervisor treats people fairly 3.00 2.88 3.20 3.00NAMCOL’s grievance procedures are fair towards staff members 2.75 2.92 3.00 3.00

The highest scores in all four variables were recorded in the age category ’55-64’. The higher the age category the highest the scores

4.3.6 Performance management and feedback

Graph 19: Percentage scores on performance appraisal system, the feedback thereof and its usefulness


5

10

15

20

25

30

35

40

45

50

14.9

44.6

24.3

8.1

4.1

48.6

35.1

6.84.1

37.840.5

9.5

Our organization has a good per-formance appraisal system in placeFeedback on performance for people at my level is timely, accurate and con-structivePerformance appraisals in NAMCOL are used for staff development

Close to 60% of the respondents agree that the NAMCOL has good performance appraisal systems. Fifty two (52%) agreed that the feedback is timely and only 41.9% agreed that it is used for staff development

Graph 20: Percentage rating on performance incentives

Yes No0

5

10

15

20

25

30

35

40

45

50

50

31

NAMCOL’s decision to give per-formance incentives has improved performance

Fifty percent (50%) of the respondents also indicated that NAMCOL’s decision to give performance incentives has improved performance

Table 18: Performance management and feedback average rating by sex (average ratings)

25

No significance differences observed between males and females

Table 19: Performance management and feedback average rating by divisions/regions (average ratings)




Office of Director

Northern region


Central region

Southern region

Our organization has a good performance appraisal system in place

2.5 2.9 2.3 2.3 3.7 3.0 2.8 2.3

Feedback on performance for people at my level is timely, accurate and constructive

2.6 2.6 2.5 2.3 2.8 2.7 2.7 2.0

Performance appraisals in NAMCOL are used for staff development

2.5 2.3 2.3 2.3 2.6 2.0 3.0 2.1

These particular variables score low across all the divisions and regions. However, the highest was recorded in the Northern region and the lowest in the Office of the Director

Table 20: Performance management and feedback average rating by age (average ratings)

Aspects rated/Variable 21-39 40-49 50-54 55-64Our organization has a good performance appraisal system in place 2.79 2.50 2.90 3.00Feedback on performance for people at my level is timely, accurate and constructive

2.44 2.40 2.82 3.00

Performance appraisals in NAMCOL are used for staff development 2.27 2.28 2.70 3.00

The age category 55-64 scored the highest

4.3.7 Career planning and job security

Graph 21: Percentage of respondents in agreement with job security

26

Aspects rated/Variable Overall rating

Male Female

Our organization has a good performance appraisal system in place 2.71 2.69 2.73Feedback on performance for people at my level is timely, accurate and constructive

2.53 2.57 2.50

Performance appraisals in NAMCOL are used for staff development(training needs assessment) purposes

2.40 2.48 2.32

Sure Not sure0

10

20

30

40

50

60

7066.2

33.8 I know that as long as I do good work, my job here is secure

Close to 67% felt secured at work

Graph 22: Percentage of respondents in agreement with fringe benefits

Yes No0

10

20

30

40

50

60

70

8075.7

17.6

Our fringe benefits such as transport, medical aid and retirement plans are good

About 76% of the respondents were of the opinion that their fridge benefits such as transport, medical aid and retirement plans are good

Of those who were not satisfied the main reasons given were as follows: Transport is not commensurate with the responsibilities (“that transport money is too little’, ‘I use my

private transport a lot to achieve my goals for certain job groups the transport allowance can be increased to enable me to do a proper job as there is always a transport problem’, ‘No vehicle allowance for MM and should really be renewed’, ‘The money for transport is very little compared to the increase of fuel’)

Medical Aids not beneficial (‘medical aid does not cover everything and we pay too much at the end. medical aid get exhausted before time’)

Graph 23: Percentage of respondents in agreement with NAMCOL future and salary

27

To a great ex-tent

Some what Very little Not at all0

10

20

30

40

50

60

24.3

58.1

10.8

6.8

27

43.2

14.9 13.5

Our organization has a stable, se-cure future, so we do not need to worry about job securityMy work justifies my pay/salary

About 82% of respondents agreed on stable future of NAMCOL and 70.2% were happy with their salary

Table 21: Career planning and job security average rating by divisions/regions (average means)

Aspects rated/Variable

Management and Support services



Office of Director

Northern region


Central region

Southern region

Our organization has a stable, secure future, so we do not need to worry about job security.

3.17 3.07 3.75 2.00 2.67 3.00 3.20 3.13

My work justifies my pay/salary

2.78 3.29 3.50 3.33 2.00 2.33 3.20 2.75

The highest scores were recorded in the Finance and Administration division and the lowest were experienced in the Northern region

Table 22: Career planning and job security average rating by education level (average means)

Aspects rated/Variable Certificate Diploma Bachelor degree


Master degree

Our organization has a stable, secure future, so we do not need to worry about job security.

2.50 3.25 3.07 3.40 2.67 3.22

My work justifies my pay/salary 2.40 2.69 2.87 3.10 2.50 3.11

Respondents with Certificates qualification were more worried with their future and salaries

4.3.8 Quality

28

Graph 24: Percentage of responses on quality - College’s and management commitment to quality


10

20

30

40

50

60

70

25.7

66.2

5.41.4

33.8

60.8

4.10

31.1

56.8

8.1

0

Quality is important here, both in terms of what we produce and how we work

The organization is committed to producing quality products or services

Top management send a clear message that quality is important in this organization

All three variables have positive agreement with scores higher than 80%

Table 23: Quality average ratings by sex (average means)

Aspects rated/Variable Male FemaleThe organization is committed to producing quality products or services 2.35 2.28Quality is important here, both in terms of what we produce and how we work 3.23 3.13Top management send a clear message that quality is important in this organization 2.23 2.24

No significant differences between males and females concerning the three variables

Table 24: Quality average ratings by divisions/regions (average means)




Office of Director

Northern region


Central region

Southern region

The organization is committed to producing quality products or services

2.3 2.1 2.3 3.0 2.7 2.3 2.0 2.3

Quality is important here, both in terms of what we produce and how we

3.0 3.1 3.3 3.7 3.4 3.3 3.4 3.1

29

work


2.1 2.2 2.3 2.0 2.7 2.7 2.4 2.1

The lowest scores were on the variable ‘Top management send a clear message that quality is important in this organization’ across all divisions and regions. The highest scores were recorded in the Northern region

Table 25: Quality average ratings by age (average means)

Aspects rated/Variable 21-39 40-49 50-54 55-64The organization is committed to producing quality products or services 2.24 2.23 2.55 2.60

Quality is important here, both in terms of what we produce and how we work

3.24 3.12 3.09 3.40


2.30 2.23 2.09 2.40

No significant differences observed based on the different age categories

4.3.8 Innovation

Graph 25: Percentage agreement on innovation

Strongly agree Agree Disagree Strongly disagree

0

10

20

30

40

50

60

13.5

59.5

21.6

1.4

13.5

56.8

23

1.4

New ideas are welcomed and nur-turedI have the freedom to try new approaches

Freedom to try new ideas scored the lowest (63.4%)

Table 26: Innovation average rating by sex (average means)

Aspects rated/Variable Male Female

30

New ideas are welcomed and nurtured 2.8 2.95I have the freedom to try new approaches 2.83 2.92

No significant differences

Table 27: Innovation average rating by divisions/regions (average means)

Aspects rated/Variable

Management and Support services



Office of Director

Northern region


Central region

Southern region

New ideas are welcomed and nurtured

3.0 2.9 2.8 2.3 3.2 2.3 2.8 2.7

I have the freedom to try new approaches

2.9 2.9 2.8 3.0 3.1 2.3 3.0 2.7

The highest scores were recorded in the Northern region and the lowest were recorded in the North Eastern region

Table 28: Innovation average rating by age (average means)

Aspects rated/Variable 21-39 40-49 50-54 55-64New ideas are welcomed and nurtured 2.86 2.92 2.82 3.00

I have the freedom to try new approaches 2.86 2.92 2.80 3.00

The age category ’55-64’ are more positive in terms of the two variables

Table 29: Innovation average rating by education level (average means)

Aspects rated/Variable Certificate

Diploma Bachelor degree


Master degree

New ideas are welcomed and nurtured 3.0 2.8 2.9 2.8 2.8 3.2

I have the freedom to try new approaches 3.2 2.7 3.0 2.8 3.0 3.3

Those with Masters degrees had more positive reactions on the two variables comparing to other qualifications

4.3.9 Health and safety

31

Graph 26: Health and safety

Ever attended training/workshop on health and safety while in the employment of

NAMCOL

Using Computers or other Display Screen

Equipment

Management values safety

College requires a Health and Safety

Committee

0102030405060708090

100

18.8

90.6

65.6

78.1

12.8

94.9

59 61.5

MalesFemales

An average of 15% of respondents indicated that they had attended training/workshop on health and safety while in the employment of NAMCOL. Slightly more males attended the training than female staff. A high proportion (69%) of male respondents were also of the opinion that the College requires a health and safety committee

Graph 27: Percentage distribution of respondents who had attended training/workshop on health and safety while in the employment of NAMCOL

Man

agem

ent a

nd Support

serv

ices

Progr

amm

es and M

ater

ial dev

elopm

ent

Finan

ce an

d Admin

istra

tion

Office

of Dire

ctor

Norther

n regio

n

North ea

stern

regio

n

Centra

l reg

ion

South

ern re

gion

0

5

10

15

20

25

17.414.3

25

11.1

20

12.5

The majority of staff members in the Finance and Administration directorate attended the training /workshop on health and safety while in the employment of NAMCOL; followed by those in the Central region and those in the Management and Support Services Graph 28: Percentage distribution of respondents who agreed that Management values safety by directorate

32

Man

agem

ent a

nd Support

serv

ices

Progr

amm

es an

d Mat

erial

develo

pmen

t

Finan

ce and Adm

inist

ration

Office

of Dire

ctor

Norther

n regio

n

North ea

stern

regio

n

Centra

l reg

ion

South

ern re

gion

0102030405060708090

100

56.564.3

50

33.3

66.7 66.7

100

62.5

Almost all respondents in Central region are of the opinion that NAMCOL management values safety while this proportion is below 70% for respondents in all regions and directorates

Graph 29: Percentage distribution of respondents who agreed that College requires a Health and Safety Committee by directorate

Man

agem

ent a

nd Support

serv

ices

Progr

amm

es an

d Mat

erial

dev

elopm

ent

Finan

ce an

d Adm

inist

ration

Office

of D

irect

or

Norther

n regio

n

North ea

ster

n regio

n

Centra

l reg

ion

South

ern re

gion0

102030405060708090

100

52.2

64.3

50

33.3

100 100 100

75

All the respondents in the Northern, North Eater and Central regions were 100% in agreement

Some of the reasons given by respondents who support the establishment of health and safety committee are: That the committee will assure that we remain healthy and safe since we are working under tremendous

stress and in a poor working environment; The committee will assist the employer to recognize workplace hazards, evaluate the risk of

accidents/incidents, injuries;

33

Respond to employee complaints and suggestions concerning safety and health; participate in all safety and health inquiries and investigations;

To ensure proper care of staff and to be ready for any disaster To ensure that the health and safety of the staff is guaranteed

4.3.10 General contentment

On the question of “general contentment’ (I would rather work here than anywhere else) most of the respondents have all positive things to say about NAMCOL.

Below are some of the direct comments made by the respondents: NAMCOL provides one that opportunity to grow as they give one enough space to do your job

independently The team spirit of NAMCOL is second to none Flexibility, teamwork, good management team and conducive working environment I enjoy my job I have learnt within the years that I have been with NAMCOL I have seen that people live like family

Everyone is willing to assist or lay a helping hand when needed Environment is just conducive in such a way that you do/perform your work independently I like the working environment and freedom of carried my work independently I like what I am doing The working atmosphere is welcoming and friendly that I look forward to going to the office every day I love the freedom of having decisions on how best I can do my work, plan out programme of activity for

monitoring my centres and being charge of my work I have been here for some years and realised that this is a caring institution. One also learn a lot I enjoy organisation culture and working environment This company is a place where my qualification can make a difference The culture at NAMCOL is diversified and very joyful to be around

9. SUMMARY AND CONCLUSION

34

The majority (75.6%) of the respondents at NAMCOL are in the age category ‘young to middle aged adults’ (21-49 year olds) and the majority (49.2%) has Diplomas and Bachelor degrees with few (23.8%) Post-Graduate and Masters Degrees. There is no one with a PHD degree.

Sixty percent (60%) of the respondents were aware of NAMCOL Affirmative Action Committee, the other 40% of the respondents were not aware of this Committee. Eighty five percent (85%) responded that they were never recipient of any discriminatory remarks however few of them (15%) were recipient of other discriminatory remarks and actions especially on tribal bases and being pregnant.

The majority of the respondents (80%) were in agreement that the recruitment and selection policy is non-discriminatory, males were not in total agreement when compared to females.

Approximately 43% admitted they work under constant tension, pressure and stress due to unrealistic deadlines, understaffing and heavy workload. A delay in getting response from different Divisions/Regions and Units was of concern among the respondents.

With reference to condition of employment, the majority (80%) of the respondents were happy with their condition of employment. The most happier ones were in the older age category ’55-64’. In relation to team work and support the respondents in the younger respondent in the age category ’21-39’ were more in disagreement compared to the older age category.

Even though 75.7% of the respondents were of the opinion that their fridge benefits such as transport, medical aid and retirement plans are good the unhappiness of few were generated from non- commensurable of transport with responsibilities, and the medical aid that is too expensive and the fact that it gets exhausted quickly.

Ethics at NAMCOL were rated high (81%) and males and the older respondents (50-55 years olds) were more in agreement.

The majority felt more motivated by their own jobs and colleagues than from the supervisors, managers and directors. About 26% of the respondents were not motivated to do their best signifying lack of workshops attendances. Those demotivated sited effects like lack of training opportunities, lack acknowledgements, recognition, appreciations, negative comments that they receive and the performance managements systems (with regard to its implementations).

Leadership and planning (developing sub-ordinates, leadership visionary, fairness on staff and grievance procedures) was rated low by the respondents. Age wise, low scoring was more among the young adults than the older adults.

The majority (69%) of the respondents confirmed their active participation in the meetings. The remaining 31% of the respondents that did not actively participates in the meetings were because they are scared of being victimized and they see management of not listening to them

35

and autocratically making decisions and that they are not afforded opportunities to raise their concerns or make contributions. Performance management was also one of the lowest rated aspects of the study but highly rated among the young age categories (21 – 49 years olds).

Health and safety training is lacking at NAMCOL with 85% of the respondents claimed no to have attended any training in Health and training.

Overall, the College excelled in many aspects of affirmative action and the organisational climate though minimal low scored where observed in some areas. The study cannot dictate or prescribe the point/scores that must be exceeded in order for the College to begin or elicit a response or an action to certain undesirable findings e.g. does only two gender based discrimination permit an action or not?

Consequently the conclusion and recommendations highlighted on the small but negative aspects of the findings though some of them will not be significant enough to warrant action based on opinion of some individual staff members.

10. RECOMMENDATIONS

36

The study cannot dictate or prescribe the point/scores that must be exceeded in order for the College to begin or elicit a response or an action to certain undesirable findings e.g. does only two gender based discrimination permit an action or not? A low score or the weight put on some few unsolicited findings resolves with the Management of the College to take action or not to take action. Consequently the conclusion and recommendations highlighted on the small but negative aspects of the findings though some of them will not be significant enough to warrant action based on opinion of some individual staff members. Thus the severity clarification is on the onus of the College.

The recommendations Divisions and regions with the low response rate should be encouraged to give their full

participation in the future; NAMCOL to encourage or put measures in place for the staff members to further their

education especially the Maters and PHD level; NAMCOL should educate and raise awareness among staff members on the Affirmative

Action Committee and its mandate; Management should encourage staff to do away with any tribal or pregnancy related

remarks or comments though this particular aspect scored low. NAMCOL should encourage staff not to make unnecessary negative remarks towards others. Further NAMCOL should sensitize staff to use the existing grievances systems to report these;

NAMCOL should seek ways to decrease staff workload and stress; Management should seek ways of how to enforce speedy internal response to internal

communication among staff members; Staff members should be encouraged to make independent decision. Their contribution

should be valued and encouraged; Staff development interventions should be expanded to all staff members and a register

needs to be put in place to keep record as to who attended a certain workshop; Managers and supervisors should seek ways to motivate their respective sub-ordinates; Managers and supervisors should be encouraged to treat all staff members fairly and

with respect; Staff members should be encouraged express their views in meetings and be assured

that they will not be victimized. Management should be encourage to listen to junior staff members;

NAMCOL should endeavor to find out why staff members are not happy with the performance appraisal practices of NAMCOL;

NAMCOL should ensure pleasant working environment with enough space and appropriate equipment for all staff.

37

11. BIBLIOGRAPHY AND REFERENCES

Affirmative Action (Employment) Act, No 29, Government Gazette of the Republic of Namibia, Office of the Prime Minister, Namibia, 1998

Gupta, A., 2008. Organizational climate study. Mahila Abhivruddhi SociatyOnline at: 2008http://www.apmas.org/pdf%5CAPMAS%20Organisational%20Climate%20Survey%20report.pdfAccessed Date: 9 June 2014: 09H30

John Queripel Associates (JQA), 2011. Focusing on top potential and performance, United Kingdom Online at: http://www.jqassociates.com/assessment/tools/employee-wellbeing-survey.aspAccessed Date: 14/02/2014: 18H00

NAMCOL, 2007-2008. Affirmative action progress report, NAMCOL, Namibia

NAMCOL, Undated. NAMCOL affirmative action policy, NAMCOL, Namibia

NAMCOL, 2007. Organisational Audit. NAMCOL

Rodney Gray, 2010. When to conduct an employee communication audit, 2010 Employee Communication & Surveys Pty. Ltd Australia

TeambuildngInc.com. 2011. The Survey Process. Team Business PlusOnline at: http://www.teambuildinginc.com/article organisational climate survey.htmAccessed Date: 6 April 2014: 13H00

Wikimedia Foundation, Inc. , 2011. Wikipedia, Online at: http://en.wikipedia.org/wiki/Organization, Accessed Date: 23/02/2014: 1oH00

Wikipedia, 2011. Wikipedia Foundation, IncOnline at: http://en.wikipedia.org/wiki/Job_satisfactionAccessed Date: 11 May 2014: 11H00

38

http://en.wikipedia.org/wiki/Job_satisfaction

http://en.wikipedia.org/wiki/Organization

http://www.teambuildinginc.com/article%20organisational%20climate%20survey.htm

http://www.jqassociates.com/assessment/tools/employee-wellbeing-survey.asp

12. APPENDIX A - THE QUESTIONNAIRE

Private Bag 15008, Katutura, WindhoekTel: + 264-61-320 5111, Fax: + 264-61-216 987

www.namcol.com.na

The Questionnaire

NAMCOL– Organizational Audit Questionnaire

The purpose of this evaluation tool is to assess your perception (motivation, behaviour and organisational performance) concerning your work environment and your attitudes towards affirmative action practices at NAMCOL. The information provided will help NAMCOL to attain strategic leadership and organisational change and to maintain non-discriminatory practices at the College. • The questionnaire is anonymous. • Names of the respondents will not be revealed. You are free to say anything relevant to the context of the questionnaire. • Information provided will be treated as confidential and will be used only for the purpose of the survey.

Instruction: Please circle the appropriate response

A. AFFIRMATIVE ACTION

1. Are you aware of NAMCOL’s Affirmative Action Committee? a. Yes b. No

2. The recruitment and selection policy in NAMCOL is non-discriminatory. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

3. Designated groups (racially disadvantaged persons, women and children and persons with disabilities) have equal access to all jobs that are advertised by the College.

39

http://www.namcol.com.na/

a. Strongly agree b. Agree c. Disagree d. Strongly disagree

40

4. Have you ever been a recipient of any gender, race and disability related remarks or contacts at work (unwanted leers, sexual comments, noises or gestures etc.)? a. Yes b. No If Yes, briefly explain _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

5. People with diverse backgrounds – such as different religion, races and nationalities work harmoniously together with the rest of staff in our organization. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

B. ORGANISATIONAL CLIMATE

CONDITIONS OF EMPLOYMENT

6. Do you belong to any trade union? a. Yes b. No

7. I enjoy my work at NAMCOL. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

41

8. I have freedom to decide how to do my work. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

9. My working space/office has the equipment that I need to do good work. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

10. I work in a pleasant setting. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

11. At work, I constantly feel under tension/pressure and stress. a. Yes b. No If Yes, briefly explain

______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

____________________________________________________________________________________________________________________________________________

42

TEAM WORK

12. My co-workers offer support to help each other succeeds. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

13. There is a good feeling of teamwork in my Unit/Division/Region, with people working well together. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

ETHICS

14. Our managers/immediate supervisors set good example of ethical behaviour. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

MORALE AND SUPPORT 15. Are you motivated to do your best? a. Yes b. No c. If NO, please give reason(s) why you are not motivated. ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

43

16. Who/What motivates you to do your best? a. Director b. Deputy Director c. Manager d. Supervisor e. Colleagues/Peers f. Job g. Other (if you have selected ‘Other’, please specify ______________________________________________________________________________ ______________________________________________________________________________ _________________________________________________________________ _________________________________________________________________

LEADERSHIP AND PLANNING

17. The people in charge (Leadership/Management/Board) here have a clear vision of where we are going. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

18. What is your general feeling about the productivity of meetings at NAMCOL? (Meeting at any level being Region/Unit/Division/Committee based) a. Very good b. Good c. Barely acceptable d. Poor e. Very poor

19. Are the decisions taken in these meetings being implemented? a. Yes b. No

44

20. Do you actively participate in Staff meetings? a. Yes b. No If No, why not? ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________

21. My supervisor believes in helping subordinates grow and develop. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

22. My supervisor treats people fairly. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

23. NAMCOL’s grievance procedures are fair towards staff members. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

PERFORMANCE MANAGEMENT AND FEEDBACK

24. Our organization has a good performance appraisal system in place. a. Strongly agree b. Agree c. Disagree d. Strongly disagree7

45

25. Feedback on performance for people at my level is timely, accurate and constructive. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

26. Performance appraisals in NAMCOL are used for staff development (training needs assessment) purposes. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

27. NAMCOL’s decision to give performance incentives has improved performance? a. Yes b. No

CAREER PLANNING AND JOB SECURITY

28. I know that as long as I do good work, my job here is secure. a. Sure b. Not Sure

29. Our organization has a stable, secure future, so we do not need to worry about job security. a. To a great extent b. Some what c. Very little d. Not at all

30. My work justifies my pay/salary. a. To a great extent b. Some what c. Very little d. Not at all

46

31. Our fringe benefits such as transport, medical aid and retirement plans are good. a. Yes b. No If No please explain ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

QUALITY

32. The organization is committed to producing quality products or services. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

33. Quality is important here, both in terms of what we produce and how we work. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

34. Top management send a clear message that quality is important in this organization. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

47

INNOVATION

35. New ideas are welcomed and nurtured. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

36. I have the freedom to try new approaches. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

HEALTH AND SAFETY

37. Have you ever attended training/workshop on health and safety while in the employment of NAMCOL? a. Yes b. No If Yes, Please state the nature of the training including the year _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

38. Are you using Computers or other Display Screen Equipment? a. Yes b. No If yes, were you given any health related information regarding the use of these equipment? _____________________________________________________________________________________

39. Management is driving the College to be a safety centred College or Management truly values safety. a. Yes b. No

48

40. Would you say, that the College requires a Health and Safety Committee. a. Yes b. No If yes or no, provide reasons; _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

GENERAL CONTENTMENT

41. I would rather work here than anywhere else. a. Yes b. No If Yes or No, please explain/motivate your statement _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________

49

C. SOCIO-DEMOGRAPHIC INFORMATION

Instruction: Write your answer in the space provided and indicate your choice by circling the right/ appropriate answer.

42. Date of the interview (date of completing this questionnaire (Today’s date) DD / MM / 2014 ______________________________________________________________________________________

Instruction: Please circle the appropriate response

43. Respondent’s Region/Office (NAMCOL region where you are based) a. Head Office b. Northern Region c. North-Eastern Region d. Central Region e. Southern Region f. Others (Please Specify)

44. Respondent’s Directorate (The directorate under which you are working) a. Management and Support Services b. Programmes & Material Development c. Finance & Administration d. Office of the director e. Northern Region f. North-Eastern Region g. Central Region h. Southern Region

45. What is your gender? a. Male b. Female

50

46. In what age category do you fall? Put a cross (X) in the appropriate box

a Young Adult (18-20)b Adult (21- 39)c Young Middle-Aged Adult (40-49)d Middle-Aged Adult (50-54)e Very Young Senior Citizen (55-64)f Young Senior Citizen (65-74)g Senior Citizen (75-84)h Old Senior Citizen (85+)

47. State your highest qualification achieved to date Put a cross (X) in a corresponding answer

1 Primary (Grade 1 -5)2 Secondary (Grade 6-12)3 Post Secondary:a Certificateb Diplomac Bachelors Degreed Honours Bachelorse Post Graduate Diplomaf Masters Degreeg PHD

51

organizational audit... · web viewgraph 19: percentage scores on performance appraisal system, the...

Documents