Employee dissatisfaction on organizational performance

I
STUDENT DECLARATION
I declare that this senior project entitled to the effect of employee dissatisfaction on
organizational performance in Hormuud telecom is the result of my own research
except as cited in the references. The senior project has not been accepted for any degree
and is not concurrently submitted in candidature of any other degree.
Name of the Candidate: Zakaria Hashi Hersi
Signature: __________________________________________
Date: _______ / ________ / 2018

II
SUPERVISOR APPROVAL
I hereby declare that I have supervised carefully and read this senior project and in my
opinion, this senior project is sufficient in terms of scope and quality for the award of
Bachelor Degree of (Public Administration) and I accepted for the submission to the
examining panel.
Name of the Supervisor: Mr. Mohammed Muse Matan
Signature: _______________________________
Date: _______ /_______ / 2018

III
EXAMINING PANEL APPROVAL
This senior project entitled to the effect of employee dissatisfaction on organizational
performance in Hormuud telecom, prepared and submitted by Zakaria Hashi Hersi in
partial fulfillment of the requirement for the award of Bachelor degree of Public
Administration has been examined and accepted by examining panel with a grade of
Bachelor degree.
Name and Signature of Chairman of Examining Panel
_________________________________________________________________
Name and Signature of Panelist
_________________________________________________________________
Name and Signature of Panelist
_________________________________________________________________
Name and Signature of Dean faculty of Humanities and Social Science
__________________________________________________________________
Date: ________ /_________ / 2018

IV
DEDICATION
I dedicated this study to my parents, my mother Hawo Mohammed Osable and my father
Hashi Hersi Malin who have always loved me unconditionally and who‘s good example have
taught me to work hard for the things that I aspire to achieve.
Also Dedicated to the memory of my father, Hashi Hersi Malin, who always believed in my
ability to be successful in the academic arena, his memories continue to regulate my life, May
Allah (SWT) grant him Jannah Firdaws, Amen. You are gone but your belief in me has made
this journey possible.
This work is also dedicated to my brothers and my sister who have always been a constant
source of support and encouragement during the challenges of my whole educational life, and I
am truly grateful for having them in my life.

V
ACKNOWLEDGEMENTS
First and foremost, praises and thanks to Allah, the Almighty, for His showers of blessings
throughout my research work to complete the research successfully. I would like to express my
deep and sincere gratitude to my research supervisor, Mr. Mohammed Muse Matan, for giving
me the opportunity to do research and providing invaluable guidance throughout this research.
His dynamism, vision, sincerity and motivation have deeply inspired me. He has taught me the
methodology to carry out the research and to present the research works as clearly as possible. It
was a great privilege and honor to work and study under his guidance. I am extremely grateful
for what he has offered me. I would also like to thank him for his friendship, empathy, and great
sense of humor.
I am extremely grateful to my parents for their love, prayers, caring and sacrifices for educating
and preparing me for my future. I am very much thankful to my sisters and brothers for their
love, understanding, valuable prayers and continuing support to complete this research work.
My Special thanks go to my dear wife Mrs. Kaif Dahir Kahie for her entire effort and support
during my academic time and Mr. Abdinasir Nor Mohammud for his genuine support
throughout this research work. Finally, my thanks go to all the people who have supported me to
complete the research work directly or indirectly.

VI
ABSTRACT
The aim of the study was to assess the effect of employee dissatisfaction on organizational
performance in Hormuud Telecom Mogadishu-Somalia. The study objectives were to identify
factors that lead to employees’ job dissatisfaction, the result of the study shows Positive 2.84
mean. And to determine underpayment effect employee dissatisfaction, the result of the study
shows Positive 2.65 mean As well as, to find out possible ways to reduce poor managerial in
organization, the result of the study shows Positive 2.55 mean. The major methods used were
questionnaire. Descriptive design was employed. The target population was Hormuud Telecom
Somalia especially, the head-quarter of Bakaro Market in Mogadishu Somalia. The sample size
consisted of 108 respondents because of limited time and fund. The findings reveals that salary
and allowances, promotion opportunities and administrative policies, advancement and
achievement, working environment, supervision, recognition and responsibility. Also the
respondents claim that there is no fair payment and specific criteria for promotion. The findings
reveals That the employee job dissatisfaction in Hormuud are salary and allowances, promotion
opportunities, company and administrative policies, advancement and achievement, working
environment/condition, supervision and recognition and responsibility. The reasons behind the
mentioned above are that allowances are not fairly paid, the policies related to salaries and
allowances are not clear to employees. Promotion is not fairly done and specific criteria for
promotion are not exactly known among employees. However, talented employees are not well
utilized and given challenging job; the effects of employee dissatisfaction on organizational
performance in Hormuud Telecom Mogadishu-Somalia. Some of the possible ways to reduce job
dissatisfaction includes presence of good leadership in the organization, employee personal
growth and development, presence of clear directives and objectives to the employees, presence
of good relationship with superior officers. The recommendations made were that job satisfiers
should be made available to employees so that the needs of employees will be met as well as the
organizational goals.

VII
TABLE OF CONTACT
Student declaration..........................................................................................................................I
Supervisor approval .......................................................................................................................II
Examining panel approval............................................................................................................ III
Dedication .................................................................................................................................... IV
Acknowledgements........................................................................................................................V
Abstract ........................................................................................................................................ VI
Table of contact...........................................................................................................................VII
List of tables................................................................................................................................. IX
List of figures.................................................................................................................................X
CHAPTER ONE .......................................................................................................................... 1
INTRODUCTION........................................................................................................................ 1
1.0. Introduction............................................................................................................................. 1
1.1 Background of the study. ......................................................................................................... 1
1.2Problem statement..................................................................................................................... 4
1.3 Purpose of the study................................................................................................................. 5
1.4 Research objectives.................................................................................................................. 5
1.5 Research questions................................................................................................................... 5
1.6 Scope of the study.................................................................................................................... 6
1.6.1 By time.........................................................................................................................................................................6
1.6.2 By place .......................................................................................................................................................................6
1.6.3 By content...................................................................................................................................................................6
1.7 Significance of the study.......................................................................................................... 6
1.8 Operational definition .............................................................................................................. 6
1.9 Conceptual framework of the variables ................................................................................... 7
CHAPTER TWO ......................................................................................................................... 8
LITERATURE REVIEW............................................................................................................ 8
2.0 Introduction.............................................................................................................................. 8
2.1 The concept of employee dissatisfaction ................................................................................. 8
2.1.1 Job dissatisfaction................................................................................................................................................11
2.1.2 Underpayment.......................................................................................................................................................13
2.1.3 Poor management................................................................................................................................................15
2.2 The concept of organizational performance........................................................................... 16
2.3 The relationship between independent variable and dependent variable............................... 18
2.4 Summary ................................................................................................................................ 19
CHAPTER THREE ................................................................................................................... 20
RESEARCH METHODOLOGY ............................................................................................. 20

VIII
3.0 Introduction............................................................................................................................ 20
3.1 Research design...................................................................................................................... 20
3.2 Research population............................................................................................................... 20
3.3 Sample size............................................................................................................................. 20
3.4 Sampling procedure ............................................................................................................... 21
3.5 Research instrument............................................................................................................... 21
3.6 Research quality..................................................................................................................... 21
3.6.1 Reliability.................................................................................................................................................................21
3.6.2 Validity......................................................................................................................................................................21
3.7 Data gathering procedure....................................................................................................... 21
3.8 Data anlysis............................................................................................................................ 22
3.9 Limitation of the study........................................................................................................... 22
3.10 Ethical consideration............................................................................................................ 23
CHAPTER FOUR...................................................................................................................... 24
DATA PRESENTATION, ANALYSIS AND INTERPRETATION..................................... 24
4.0 Introduction............................................................................................................................ 24
4.1 Demographic characteristics of the respondents.................................................................... 24
4.1.1 Gender distribution.............................................................................................................................................24
4.2 Description of objective one .................................................................................................. 28
4.3 Description of objective two.................................................................................................. 34
4.4 Description of objective three ................................................................................................ 41
CHAPTER FIVE........................................................................................................................ 51
MAJOR FINDINGS, CONCLUSION AND RECOMMENDATIONS................................ 51
5.0 Introduction............................................................................................................................ 51
5.1Major findings......................................................................................................................... 51
5.2 Conclusion ............................................................................................................................. 52
5.3 Recommendations.................................................................................................................. 52
5.4 Areas for further research....................................................................................................... 53
APPENDIX A ............................................................................................................................... 54
Abbreviation................................................................................................................................. 54
APPENDIX B ............................................................................................................................... 55
Reference...................................................................................................................................... 55
APPENDIX C............................................................................................................................... 57
Questionnaire ............................................................................................................................... 57

IX
LIST OF TABLES
Table 3.1: Sample size ................................................................................................................. 20
Table 3.2: mean range and respondents‘ indicator for interpretation .......................................... 22
table 4.1.0: Gender of the Respondents ....................................................................................... 24
Table 4.1.1: Age of the Respondents ........................................................................................... 25
Table 4.1.2: Marital status of the Respondents............................................................................ 26
Table 4.1.3: the Level of the Respondents‘ Education ................................................................ 27
Table 4.2.0: Poor working condition is a factor contributing to employees‘ job dissatisfaction. 28
Table 4.2.1: Increase workload for employee can take part employees‘ job dissatisfaction....... 29
Table 4.2.2: There is a relationship between employee dissatisfaction and poor organizational
performance.................................................................................................................................. 30
Table 4.2.3: Higher job dissatisfied leads organization to higher performance........................... 31
Table 4.2.4: UN motivated employee can do well organizational performance.......................... 32
Table 4.2.5: Productivity of dissatisfied employee result low organizational performance........ 33
Table 4.3.0: Underpaid is a huge challenge faces on employees................................................. 35
Table 4.3.1: insufficient salary can cause directly to poor organizational performance.............. 36
Table 4.3.2: Lateness of compensation/pay cannot affect organizational performance .............. 37
Table 4.3.3: Staff who is underpaid or who do not receive their entitlements is possible to leave
their works.................................................................................................................................... 38
Table 4.3.4: Employers sometimes expect employees underpaid will enhance organizational
performance.................................................................................................................................. 39
Table 4.3.5: Pay levels are associated with organizational performance..................................... 40
Table 4.4.0: Poor managers can not be able to reduce employee turnover.................................. 41
Table 4.4.1: Poor manager are willing to share decision making power with employees........... 42
Table 4.4.2: Absenteeism of employee on organization is responsible by poor managers ......... 43
Table 4.4.3: Employee turnover has a direct impact on organizational performance.................. 44
Table 4.4.4: Poor managers don‘t use multiple methods to determine misconduct .................... 45
Table 4.4.5: Employees always don‘t respect the decisions of the poor managers during conflict
management ................................................................................................................................. 46
Table 4.5.0: Descriptive analyze of employee job dissatisfaction............................................... 47
Table 4.5.1: Descriptive analyze of underpayment employee dissatisfaction. ............................ 48
Table 4.5.2: Possible ways to reduce poor managerial in organizations ..................................... 49

X
LIST OF FIGURES
Figure 1.10: Diagram of the effect of employee dissatisfaction on organizational performance.. 7
in Hormuud Telecom Mogadishu – Somalia ................................................................................. 7
Figure 4.1.0: Gender of the Respondents..................................................................................... 25
Figure 4.1.1: Age of the Respondents.......................................................................................... 26
Figure 4.1.2: Marital status of the Respondents........................................................................... 27
Figure 4.1.3 the Level of the Respondents‘ Education................................................................ 28
Figure 4.2.0: Poor working condition is a factor contributing to employees‘ job dissatisfaction 29
Figure 4.2.1: Increase workload for employee can take part employees‘ job dissatisfaction...... 30
Figure 4.2.2: There is a relationship between employee dissatisfaction and poor organizational
performance.................................................................................................................................. 31
Figure 4.2.3: Higher job dissatisfied leads organization to higher performance ......................... 32
Figure 4.2.4: UN motivated employee can do well organizational performance ........................ 33
Figure 4.2.5: Productivity of dissatisfied employee result low organizational performance....... 34
Figure 4.3.0: Underpaid is a huge challenge faces on employees ............................................... 35
Figure 4.3.1 insufficient salary can cause directly to poor organizational performance ............. 36
Figure 4.3.2 Lateness of compensation/pay cannot affect organizational performance.............. 37
Figure 4.3.3 Staff who is underpaid or who do not receive their entitlements is possible to leave
their works.................................................................................................................................... 38
Figure 4.3.4: Employers sometimes expect employees underpaid will enhance organizational
performance.................................................................................................................................. 39
Figure 4.3.5: Pay levels are associated with organizational performance ................................... 40
Figure 4.4.0: Poor managers can not be able to reduce employee turnover ................................ 41
Figure 4.4.1: Poor manager are willing to share decision making power with employees.......... 42
Figure 4.4.2: Absenteeism of employee on organization is responsible by poor managers ........ 43
Figure 4.4.3: Employee turnover has a direct impact on organizational performance ................ 44
Figure 4.4.4: Poor managers don‘t use multiple methods to determine misconduct ................... 45
Figure 4.4.5: Employees always don‘t respect the decisions of the poor managers during conflict
management ................................................................................................................................. 46

1
CHAPTER ONE
INTRODUCTION
1.0. INTRODUCTION
This chapter contains the descriptions of background, problem statement, purpose, objectives,
research questions, scope, significant, operational definitions and conceptual framework.
1.1 BACKGROUND OF THE STUDY.
Global trends seem to indicate that employee dissatisfaction is widespread. The 2005
Conference Board Survey in the United States of America (USA) showed that half of the 5000
families surveyed reported that they were dissatisfied with their jobs (Dubrin, 2007: 67). In
another study in the UK, within the ICT industry, it was found that ―one-third of men and 40
percent of women were dissatisfied‖, because they were spending longer hours at work
(Mainiero & Sullivan, 2006: 8). The Gallup study indicated that 31 percent of non-white
employees were dissatisfied because they were paid lower wages (Mooney, Knox & Schacht,
2009: 264). In the Eastern Cape, out of 500 skilled health employees, it was found that 80
percent of them felt that ―they were very dissatisfied with their pay‖ (MALEKA, May 2012)
Employee dissatisfaction is unpleasant, and most employees are conditioned to respond to
unpleasant situations by searching for mechanisms to resolve their dissatisfaction. Normally,
employee dissatisfaction arises due to issues affecting employees which are not properly
addressed by management, or unfavorable management practices within an organization. When
employees are dissatisfied they either leave their jobs for better opportunities, or may choose to
stay and adopt certain measures to rectify their dissatisfaction. Employees with low job
satisfaction can negatively affect the performance of an organization, because they clearly lack
motivation, perform poorly, and pose negative attitudes. Management is usually required to find
out and understand the reasons for employee dissatisfaction, and promptly find the right
solutions to address them. (ADDISON, strike the best tool for resolving employee , 2014)
The subject of organizational performance within South Africa‘s public sector has received
significant research attention from a number of scholars (e.g. Hornbaek, 2006; Minnaar, 2006;
Molefe, Roodt, & Schurink, 2011; Van der Waldt, 2004). Questions relating to the performance
of public organizations are based on the expectation that Government should supply public

2
goods and services more effectively and efficiently (Carrim, 2009; Mulder & Collins, 2007;
Putu, Mimba, Van-Heden & Tillema, 2007).Nilsson (2010) holds the view that public sector
organizations in South Africa find it difficult to overcome the challenge of underperformance in
most disciplines of their operations. As a result, they continue to receive constant criticism for
poor service delivery, internal wrangles, bureaucracy, financial mismanagement, corruption and
poor corporate governance (Van der Heijden & Mlandi, 2005). Certainly these malpractices,
perceived or real, do not bode well for a public sector which seeks to support the ideals of a
government that strives to be a developmental state. It has been argued that low institutional
capacities, limited stakeholder participation, high levels of corruption and high levels of
informality are amongst some of the reasons for underperformance in the public sector (Putu et
al., 2007). Other factors include the lack of demographic representation, poor accountability,
centralized control systems and conflicting labour relations (Pooe1, July, 2013)
According to Branham (2005) lack of communication within an organization is a major
contributor to dissatisfaction. This is usually the result of managerial staff/management that is
isolated and does not how to relate to their employees on a personal level. Indeed bad
communication leaves employees feeling disconnected from an organization. Some of the main
causes of employee dissatisfaction may include; the underpayment of employees, limited career
growth and advancement of employees, lack of interest, poor management practices, and as
stated above bad communication between employees and employers. These are issues that
widely contribute to the output of employees. Management, therefore, must see to it that these
pertinent issues are addressed fully to promote employee satisfaction, so as to avoid employee
dissatisfaction. (ADDISON, strike the best tool for resolving employee , 2014)
Organizations have an important role in our daily lives and therefore, successful organizations
represent a key ingredient for developing nations. Thus, many economists consider
organizations and institutions similar to an engine in determining the economic, social and
political progress. Continuous performance is the focus of any organization because only
through performance organizations are able to grow and progress. Thus, organizational
performance is one of the most important variables in the management research and arguably the
most important indicator of the organizational performance. (Guru, 2017)
Performance evaluation during this time was focused on work, people and organizational
structure. Later in the 60s and 70s, organizations have begun to explore new ways to evaluate

3
their performance so performance was defined as an organization's ability to exploit its
environment for accessing and using the limited resources (Guru, 2017)
The years 80s and 90s were marked by the realization that the identification of organizational
objectives is more complex than initially considered. Managers began to understand that an
organization is successful if it accomplishes its goals (effectiveness) using a minimum of
resources (efficiency). Thus, organizational theories that followed supported the idea of an
organization that achieves its performance objectives based on the constraints imposed by the
limited resources (Lusthaus & Adrien, 1998 after Campbell, 1970). In this context, profit
became one of the many indicators of performance. (Corina GAVREA, 2011)
Herzberg‘s study, which was conducted in 1959, focused on whether accountants and engineers‘
reasons for dissatisfaction originated in their work or their private lives. Herzberg found that the
causes of employee dissatisfaction were external factors such as ―company policy and
administration, supervision, salary, interpersonal relations and working conditions‖, and that
employees were satisfied when they achieved their tasks, recognized for their efforts, allowed to
use their brains, and were promoted (Herzberg, 1968: 71). Herzberg referred to the causes of
employee dissatisfaction as ―hygiene factors‖ and the causes of employee satisfaction as
―motivators‖. Hence, Herzberg‘s theory is known as the motivation-hygiene theory (Herzberg,
1968: 71-74). Hertzberg claimed that hygiene factors did not reduce dissatisfaction (Mcshane &
Travaglione, 2003: 151; Buzinski, 2009: 12; Luthans, 2008: 172), but that employee
dissatisfaction was caused by ―the meaningless of work‖. Herzberg argued that reducing or
eliminating hygiene factors brought only temporary satisfaction (Herzberg, 1968: 81-86). For
example, if employees‘ wages or salaries were increased, they would be satisfied for a certain
period of time, and that once they became used to that wage or salary, they would become
dissatisfied and want more. Herzberg argued that hygiene factors only satisfy the ―biological
needs‖ of a person, which is characterized by the greed for more. (MALEKA, May 2012)
Employee dissatisfaction is a very critical issue within an organization. It matters to
organizations, to managers, to customers, and perhaps most of all to employees themselves.
It can be as described by definition as unfavorable and unpleasant, and most employees are
conditioned, probably biologically driven to respond to such dissatisfaction by searching for
mechanisms to resolve them. The drive towards adaptation is as natural and inevitable in
organizations, as it is in any other environment. Employee dissatisfaction may be caused by

4
recurrent issues not properly addressed by management, or arising issues that management is not
paying due attention to. Employee dissatisfaction can further arise from work, co-workers, and
management practices. (ADDISON, 2014 )
The employee's dissatisfaction will affect their commitment to work and lead them to turnover
from the organization physically and/or mentally (Pathak, 2012). Tracey and Hinkin (2008)
stated that employee turnover rates are influenced by employee dissatisfaction within the job
environment and reduce their contribution to the job (Lok & Crawford, 2004). Many scholars
have studied the consequences which probably have forced an employee into a quitting decision.
This is followed by evaluating other work environments which will lead to the intention of
seeking other opportunities (Lee, 1988). Often, turnover cost affects the organization (Ahmad
Rasmi Suleiman AlBattat1 & Ahmad Puad Mat Som1, February 16, 2013)
Organizational performance can be judged by many different constituencies, resulting in many
different interpretations of ―successful performance‖. Each of these perspectives of
organizational performance can be argued to be unique. Further, each organization has a unique
set of circumstances, making performance measurement inherently situational (Cameron &
Whetton, 1983). Both of these issues are problematic for researchers, since theory building
involves making and testing assertions that explain or predict a particular phenomenon
(generally represented as a value of a dependent variable in a model) that holds true across a
broad range of specific instances (Van de Ven, 1989: Weick, 1989). While it is possible to
develop a multi attribute model of organizational performance, building a model that addresses
multiple constituencies becomes problematic, since each group may have contradictory
objectives. (CARTON, 2004)
1.2PROBLEM STATEMENT
Over years job dissatisfaction problem among organization‘s Staffs has been an issue of
concern. According to E.D.LUKOSI (2015), improving recruitment selection system, rewards
increasing salaries and promotions create employee satisfaction and productivity to encourage
the organizational performance and contribution with offering flexible work arrangements
enhance job contents. An employee who has no interest in his or her job due to issues of
dissatisfaction may initially put forth his or her best effort. However, the employee may
eventually become upset due to the lack of intrinsic motivation, resulting from the

5
dissatisfaction and other pressing factors. While the indicators such as high turnover, poor
performance, low productivity, low levels of involvement and absenteeism.
E.D.LUKOSI (2015), as cited Arthur (2001), several factors creates employee job
dissatisfaction. The reasons include inadequate supervision, lack of training, not feeling part of
the company, lack opportunity for growth, unequal salaries, lack of flexible work schedules and
not appreciated value for employees. Some of the issues that may lead to employee
dissatisfaction include: the underpayment of employees, limited career growth and advancement
of employees, lack of interest, poor management practices, or as indicated bad communication
between employees and employers. Similarly, type of work and earnings are the most important
factors which are determinants of job dissatisfaction in all countries but security seems to be
more important in Ireland, Italy, Greece, Spain and Portugal than in the remaining countries
(ADDISON, 2014 )
In Mogadishu, there are many problems that towards the employee daily and lead them to be
dissatisfied for their job. Those problems include: poor managerial, work conditions,
underpayment, job dissatisfaction, lack of motivation and no job security. So, all the problems
narrated above can result from employee dissatisfaction, and eventually cause them turnover.
However, the current study investigated the effect of employee dissatisfaction on organizational
performance in Hormuud Telecom Mogadishu-Somalia.
1.3 PURPOSE OF THE STUDY
Purpose of this study is to investigate the effect of employee dissatisfaction on organizational
performance in Hormuud Telecom Mogadishu-Somalia.
1.4 RESEARCH OBJECTIVES
1. To identify the impact of job dissatisfaction on organizational performance.
2. To determine the role of underpayment on organizational performance.
3. To find out the effect of poor managerial on organizational performance.
1.5 RESEARCH QUESTIONS
1. What is the impact of job dissatisfaction on organizational performance?
2. What is the role of underpayment on organizational performance?
3. How can effect of poor managerial on organizational performance?

6
1.6 SCOPE OF THE STUDY
Scope of the research has three dimensions which are: time, place and content area:
1.6.1 BY TIME
By the time I covered this research from March to June.
1.6.2 BY PLACE
By the place I will investigate as area study Hormuud Telecom in Mogadishu-Somalia.
1.6.3 BY CONTENT
By contact I used sample questions.
1.7 SIGNIFICANCE OF THE STUDY
The significance of study was to get a solution the effect of employee dissatisfaction on
organizational performance Hormuud Telecom in Mogadishu-Somalia. That we expected to
facilitate advantages this research. And also I expected to enhance the information related side
of research which more researches to get accurate information and general knowledge.
1.8 OPERATIONAL DEFINITION
Employee dissatisfaction is by definition unpleasant, and most individuals are conditioned,
probably even biologically-driven, to respond to unpleasant conditions by searching for
mechanisms to reduce the dissatisfaction. Studies show the same dissatisfactions have plagued
generations of workers: job stress, unpleasant working conditions, long hours, monotony,
ineffective supervision, insufficient training, poor internal communication, lack of recognition,
rising costs, low pay and shrinking benefits.
Organizational performance is based upon the idea that an organization is the voluntary
association of productive assets, including human, physical, and capital resources, for the
purpose of achieving a shared purpose. Those providing the assets will only commit them to the
organization so long as they are satisfied with the value they receive in exchange, relative to
alternative uses of the assets. As a consequence, the essence of performance is the creation of
value. So long as the value created by the use of the contributed assets is equal to or greater than
the value expected by those contributing the assets, the assets will continue to be made available
to the organization and the organization will continue to exist.

7
1.9 CONCEPTUAL FRAMEWORK OF THE VARIABLES
The conceptual framework shows that Employee dissatisfaction which is the independent
variable includes factors like job dissatisfaction; underpayment and poor managerial have effect
on organizational performance (Dependent variable) with factors such as work conditions.
FIGURE 1.10: DIAGRAM OF THE EFFECT OF EMPLOYEE
DISSATISFACTION ON ORGANIZATIONAL PERFORMANCE
IN HORMUUD TELECOM MOGADISHU – SOMALIA
Independent variable (IV) Dependent variable (DV)
.
.
Employee dissatisfaction
1. Job dissatisfaction.
2. Underpayment
3. Poor managerial.
Organizational performance

8
CHAPTER TWO
LITERATURE REVIEW
2.0 INTRODUCTION
This chapter presents literature review related to employee dissatisfaction. It starts with
concept of employee dissatisfaction, underpayment, job dissatisfaction, poor management, the
concept of organizational performance, the relationship between Independent variable and
dependent variable and summary. As this study explains the study reveals big differences in job
dissatisfaction across countries which seem due, at least in part, to cultural diversity. Type of
work and earnings are the most important determinants of job dissatisfaction in all countries, but
security seems to be more important in Ireland, Italy, Greece, Spain and Portugal than in the
remaining countries.
A unified perspective of overall organizational performance is necessary to execute this
research. Accordingly, this dissertation examines organizational performance from a single
constituency perspective, that of the common stockholder of for-profit organizations. From this
perspective, successful organizational performance can be equated to successful value creation
for common stockholders.
2.1 THE CONCEPT OF EMPLOYEE DISSATISFACTION
Most employers are faced with an uphill task of employee retention, and issue related to the
satisfaction needs of employees. Employee satisfaction is critical to the success of an
organization. Employee dissatisfaction on the other hand, is costly to organizations, and may
reduce the competiveness of an organization. There are numerous reasons why employees, may
become dissatisfied, and eventually resign or adopt other measures to resolve their
dissatisfaction. This may include high level of stress, lack of communication within the
organization, lack of recognition, limited opportunity for growth, issues related to poor working
conditions, and poor management practices. Employee dissatisfaction can be described as a
situation where employees are unhappy, not contended, not fulfilling their desires, and needs at
work. Employee dissatisfaction affects all employees in different degrees and at different times.
Normally, employee dissatisfaction is the forerunner to a number of problems that can be quite
devastating to organizations. Bruggemann (1974) indicated two forms of employee

9
dissatisfaction. He identified employees with fixated job dissatisfaction, and employees with
constructive job dissatisfaction. He suggested that employees with fixated and constructive job
dissatisfaction maintain their level of aspiration, but have different problem solving attempts.
Employees with fixated dissatisfaction have no problem solving attempts to master the situation,
and therefore get stuck with their dissatisfaction. However, employees with constructive
dissatisfaction have a sufficient frustration tolerance and try to master the situation by using new
problem solving attempts. Therefore it can be said that, employees with constructive
dissatisfaction, have higher commitment and lower intention to quit, than employees with
fixated dissatisfaction. (ADDISON, 2014 )
Global patterns seem to show that employee dissatisfaction is widespread. A 2005 Conference
Board Survey in the United States of America (USA) indicated that, half of 5000 families
surveyed reported that they were dissatisfied with their jobs (Dubrin, 2007: 67). In a related
study in the UK, within the ICT industry, it was identified that ―one-third of men and 40 percent
of women were dissatisfied‖, because they were spending longer hours at work (Mainiero &
Sullivan, 2006: 8). The Gallup study indicated that 31 percent of non-white employees were
dissatisfied because they were paid lower wages (Mooney, Knox & Schacht, 2009: 264). In the
Eastern Cape, out of 500 skilled health employees, it was found that 80 percent of them felt that
―they were very dissatisfied with their pay‖ (Arnolds, 2009: 8). These figures point to employee
dissatisfaction being a global phenomenon which, if not properly addressed, may have
devastating consequences on organizations. Employees almost, always send signals of their
dissatisfaction. The open and obvious signs of employee dissatisfaction include:
i. Excessive tardiness and absenteeism: When an employee who used to be dependable begins to
call in sick or is late to work, it could indicate the onset of personal problems, or issues
concerning their dissatisfaction. The same may be true when an employee begins scheduling
flexible outside activities during the workday (such as haircut appointments, car repair, etc.).
ii. Lack of enthusiasm indicated by reducing working hours: When an employee who has always
stayed at work ‗until the job is done‘, or who has even come in frequently on weekends to finish
projects, begins leaving every night at 5 p.m. sharp, employee dissatisfaction should be
suspected.
iii. Decreased quality and quantity of work: When employees become dissatisfied within an
organization, or with the style of management in an organization, the quality of work will reflect
it. iv. Complaints by employees against particular individuals within the company: Often the
dissatisfaction of disgruntled employees is noticed first by those who work most closely with

10
them. Complaints by employees regarding salary, benefits, working hours, working conditions
etc. Management should never treat such complaints lightly. (ADDISON, 2014 )
According to (Hom & Kinicki, 2001), recessions weakens the control that withdrawal cognitions
have over employees expected withdrawal utility. In other words, during periods of high
unemployment, employees thinking about quitting would become pessimistic about the benefits
of leaving and their chances of finding another job. When the basis of dissatisfaction has been
brought out and discussed, management needs to decide how to handle the situation. It may be
decided that it's best to dismiss some employees or raise the salary, increase benefits, improve
work conditions, etc. In every case, the organization will benefit from the early detection of
employee dissatisfaction, and the prompt addressing of reasons for the dissatisfaction.
Employees usually respond to dissatisfaction in one of the four ways: exit, voice, loyalty, and
neglect. These four ways are identified as the EVLN model. The underlying principle of the
Exit, Voice, and Loyalty aspect of this model is that the greater the availability of exit, the less
likely voice will be used. However, an employee‘s measure of loyalty, or private support to the
organization, can have an effect on both exit and voice. As a rule, loyalty activates voice and is
seen as a more passive reaction in which employees stay with an organization, waiting for
conditions to improve.
Exit refers to leaving an organization, transferring to another work unit, or at least trying to exit
the dissatisfying situation. Exit usually follows specific ‗shock events‘, such as when
management treats employees unfairly. These shock events generate strong motions that
energize employees to think about and search for an alternative employment. In some of the
earlier research on turnover studies, Porter and Steers (1973), in their work on employee
turnover and absenteeism, show that a multiplicity of organizational, work and personal factors
are associated with an employee‘s decision to withdraw. Mobley (1977) suggests that there are
several possible intermediate steps in the withdrawal decision process. Mobley‘s (1977) model
suggests that thinking of quitting is the next logical step an employee experiences after
dissatisfaction, but there are numerous other steps an employee might undergo before actually
quitting. Those steps may involve: evaluation of expected utility of search and cost of quitting,
intention to search for alternatives, search for alternatives, evaluation of alternatives, comparison
of alternatives vs. present job, and intending on leaving (Vangel, 2011)

11
2.1.1 JOB DISSATISFACTION
The study of employees‘ dissatisfaction and organizational performance conducted in Tanzania
police officer. The objectives of this study were to explore the factors domains employees‘
dissatisfaction, to examine the real causes behind the employee dissatisfaction in TPF, to
investigate the effects of job dissatisfaction on organizational performance and finally to identify
forms can reduce job dissatisfaction in TPF. The study employed of mixed methods and tools to
collect data among 125 respondents. The researcher found that the policies of allowances and
salaries of employees are unstructured effectively and its provisions prescribed unequal paid
procedure. He also found the promotion of employees from one position to another are not
equalized. Finally the study reveals the whole management framework time of the police official
centres are not combatable to job accomplishment. So that, salaries, allowances and promotions
are factors contributes the motivation of employee to work effectively and to increase the
performance of any organization, and the researcher mentioned that they are basic needs of
employees and he recommended fulfilling factors by job satisfiers for increase the satisfaction of
employees. (D.LUKOSI, 2015).
According to Joseph G. Rosse & Stacy L. Saturay made a research titled Individual Differences
in Adaptation to Work Dissatisfaction. The researchers distributed 253 questionnaires to college
students and the public as different allocation. They allocate 130 to bachelor business students,
while 123 were sent as online way. The researchers both revealed dissatisfaction of employees
comes from impulsive behaviours such as quitting and retaliation instead of adoptive behaviours
such as problem solving and adjusting expectations. (Saturay, 2004).
The above two articles agreed indirectly the employee dissatisfaction are brings from intrinsic
factors such as increasing salary. Because the employees‘ extreme exciting or quitting may
comes from increasing salaries and promotion of employees. While,Wei Jiangu & Samuel K.
Frimpong also conducted research on job dissatisfaction and its impact on Private Sector
Investment in Ghana. The purpose of their study was to analyze which factors can contribute job
dissatisfaction and to forecasts the employee behaviour may engage job dissatisfaction at
workplace. They used a questionnaire to collect information. Also researchers found result
which states exit and neglect are destructive factors which may influence an employee intention.
These forces may contribute increasing poor performance variables such as absenteeism and
turnover. (Frimpong, 2008).

12
Job dissatisfaction is employees' dissatisfaction from the work they do and their negative
feelings against the job such as weariness, reluctance and the sense of escape. Conducted
researches show that dissatisfied employees have high intention to quit. The reflections of job
dissatisfaction to the employees are absenteeism, burnout, frequent errors while working and
finally to quit (Karcıoğlu ve Akbaş, 2010:146). Employees who dissatisfied with their jobs are
more introverted, unfriendly, emotionally unstable and distressed. Job dissatisfaction leads the
employees to feel themselves powerless and untalented. In the case of a dissatisfaction that
cannot be deal with personally, personality disorders and diseases arise (İrmiş, 2014)
There are many studies examined relations between job satisfaction or job dissatisfaction and
other job-related factors. For instance, the study of Atan on bankers (1994) shows as job
satisfaction decreases, the ratio of intention to quit and desire to change the occupation increases
for the lower level managers but it is not significant for upper level managers (Aksu, Acuner and
Tabak, 2002:277). According to the results of Clark and Osward's study (1995), more educated
employees have lower level of job satisfaction compared to less educated ones. The negative
effect of high education on job satisfaction is supported by latter studies (Groot, 1999:344).
Oshagbemi (1997:358) conducted his study on academicians and revealed that teaching and
research tasks significantly affect the job satisfaction or dissatisfaction of them. A study on 850
academicians working in several universities in Turkey detected that not only the qualifications
of the job but also the prestige of the institutions are at work related to effects of job satisfaction.
In this context, it is stated that academicians working in highly prestigious universities have
more job satisfaction than others have (Baş, 2002:29). Another study conducted on
academicians' job satisfaction demonstrates that academicians whose responsibilities are
expressed clearly, execute their jobs fondly (İrmiş, 2014)
On other hand, dissatisfaction also contributes organizational change as stated Liang-Chuan Wu
& Maggie Wu in their research study which concerned Employee dissatisfaction with
organizational change. They applied qualitative research method. The objectives of their study
were to investigate relationship between organizational change and employee dissatisfaction and
to study the case company contributes to organizational change. Chuan Wu & Maggie Wu found
the strengthen pay attention may emphasis the employees‘ feelings to increase the smooth
organizational changes. (Wu, 2011).

13
2.1.2 UNDERPAYMENT
People, even though they may be in different positions in organizations, generally agree that pay
is an important determinant of motivation to perform work roles. For instance, the manager‘s
view is that compensation influences workers‟ effectiveness and efficiency in achieving their
goals (Milkovich et al., 2005, p. 4). Also, pay can be used by managers to influence employee
behaviours for improved organizational performance. It is clear that the ―the way people are paid
affects the quality of their work; their attitude toward customers; their willingness to be flexible,
learning new skills, or suggest innovations‖ (Milkovich et al., 2005, pp. 4-5). From this
perspective, compensation is seen as an important motivator for task performance. Both
employees and employers recognize that the pay that individuals receive is in return for their
performance and what they contribute to the workplace organization (Milkovich et al., 2005, p.
5); moreover, pay plays an important role in attracting people to the organization and then
retaining them in it (Lawler III, 1973, p. 6). From this perspective, compensation is as important
as it is from the manager‘s perspective. As Milkovich et al. (2005, p. 2) put it, ―compensation
affects how they [employees] behave at work‖. The key to this argument is that employees are
influenced by compensation which varies according to their market positions. Logically then, as
employee performance is influenced by reward systems; Designing reward systems to encourage
good employee performance should be a key policy area for anyone interested in ensuring
organizational survival and success. (Korm, 2011)
One of the primary reasons for job dissatisfaction results from companies underpaying workers.
Peter Cohan of Daily Finance said in an article that the Economic Policy institute reported that
workers‘ income is lagging behind inflation as of 2011. This means that employees must stretch
their dollar further to buy higher-priced goods and services. Not only must employees deal with
stagnant wages but also high costs for health insurance. The stress of paying bills with limited
income causes many workers to feel dissatisfied with their jobs. (Johnson, 2011)
HMRC concluded investigations into 2,674 employers in 2016/17, and found 98,150 underpaid
workers. That was the largest annual total on record, with 69% more workers found to be
underpaid than the year before. This increase is largely the result of HMRC adopting a more
targeted, proactive approach to the enforcement of the minimum wage. There is considerable
uncertainty around the total number of underpaid workers because earnings surveys struggle to
accurately capture noncompliance with the minimum wage. It is not possible to point to a

14
specific figure with much confidence, but only to a broad range. Excluding unpaid time,
estimates suggest that underpayment affects between 300,000 and 580,000 people aged 25 and
above. If unpaid time is taken into account, the number of people underpaid the minimum wage
is substantially higher. The true extent of underpayment is very difficult to estimate, but a range
of 1 to 2 million underpaid workers is likely, or between 4% and 9% of employees aged 25 and
above. (Mor, 2018)
Recently, the development of the effort-reward imbalance model has focused research attention
on the role of organizational rewards as a psychosocial stressor. Siegrist (1996) proposed the
effort-reward imbalance model that essentially suggests that strain results when rewards are not
consistent with efforts in work environments. In this view, efforts are described as the strivings
of the individual to meet the demands and obligations of the job. Rewards are conceptualized as
encompassing financial rewards, esteem rewards, and career rewards, including job security.
Similar to its intellectual for bearer, equity theory (Adams, 1965), the effort-reward imbalance
theory is based on the notion that individuals attempt to maintain a state of equilibrium and
cannot maintain an imbalance between effort and rewards over an extended period of time.
Siegrist does, however, involve an individual variable (i.e., over commitment) to explain
potential discrepancies. That is, individuals who are overcommitted to their work may maintain
a high effort, low-reward environment. Eventually, however, this condition will result in ill
health (Siegriest, 1996). Initial results using cardiovascular risk as the outcome generally
support the model propositions (Peter & Siegrist, (1999). The relative recency of the effort-
reward imbalance theory has resulted in a lack of formal evaluation of the theory, although these
initial results seem promising. (Barling, 8/14/2004)
Organizational leaders are, of course, the primary gatekeepers of organizational reward
structures. Indeed the legitimate power (e.g., French & Raven, 1959) of supervisors is closely
linked to reward power. Managers have the power to reward subordinates (Yukl & Falbe, 1991)
or, alternatively, to deny such rewards. For example, bonuses, merit pay, and career decisions
are frequently based on annual performance reviews conducted by organizational leaders
(Murphy & Cleveland, 1995; Milliman, Nason, Zhu, & De Cieri, 2002). The empirical data
suggest that such ratings are often a function of whether or not supervisors like their
subordinates (Lefkowitz, 2000). For example, Scullen, Mount, & Goff (2000) found that

15
over 50% of the variance in performance ratings was attributable to idiosyncratic rating errors—
more than twice as much as was attributable to true variation in employee performance.
(Barling, 8/14/2004)
2.1.3 POOR MANAGEMENT
The management team plays an important role within an organization. Managers are responsible
for motivating employees, planning, organizing and controlling within the organization. A key
reason employee‘s perform poorly in the workplace is poor management. Managers with poor
leadership skills tend to offer little feedback on employees‘ performances. Micromanaging and
dictating to employees instead of motivating them can cause a decrease in employee
productivity. Some organizations possess highly political cultures that tend to discourage
workers from believing the roles they fill are important to the organization. (Johnson, 2011)
The management is facing difficultly in managing the employees especially when the
employees‘ attitude and behavior towards their work is not at satisfactory level. The
consequences are believed to cause poor work performance and the productivity of the
plantation is also affected. Borstorff & Marker (2007: 14-27) state that the relationship between
managers and employees influences employees‘ decision to stay in a job. Research shows that
supervisors and managers have an important impact on employee turnover. The length of time
that employees stay in an organization is largely determined by the relationship between
employees and their managers. Employees value certain factors about managers. Firstly, Taylor
(2002: 26-31) notes that employees desire managers who know and understand them, and who
treat them justly. Employees also prefer managers who can be trusted. If employees feel that
their managers are fair, reasonable and supportive, levels of job satisfaction increase. Secondly,
if the manager shows interest in the well-being of employees and is supportive and sensitive
towards employees emotionally, employee job satisfaction increases (Egan, Yang & Bartlett,
2004: 279-301). Furthermore, autonomy is valued by employees and decreases turnover.
(Curran, March 2012)
It is in both the employer and employee‘s interests to address issues of underperformance/
misconduct promptly and appropriately. If not addressed promptly, these issues can become
more serious over time, more difficult to resolve and can impact negatively on the service and
other employees. It is not appropriate for the employer to wait for the mid-year review or annual
performance evaluation. (Refer to Employee Management and Development Kit, Section 3:

16
Performance evaluation and development planning to resolve issues relating to
underperformance/misconduct.) Dealing with underperformance/misconduct can be challenging
for both the employer and employee, and having clear processes and procedures, appropriate
support and a willingness to manage the issue is essential in reaching resolution. Not every issue
related to underperformance requires a structured process. Options for improving performance
such as having a discussion about performance issues in an open and supportive environment
may help resolve the issue in many instances. Providing timely feedback to employees as set out
in the Employee Management and Development Kit will also serve to address areas of concern
before they become persistent issues. The various options available to employers are described
in detail later in this resource material. As a general rule, the employer should adopt the lowest
level of intervention needed to resolve underperformance issues. (Australia, 2014 )
Employees that are not satisfied with the job may less attract the customer and lead to make
customer uncomfortable. Based on Smith and Gregory (2010), a bad management and poor
work environment also might force the employees out of their work. Furthermore, their job is
physically and mentally demanding, so that they will lead to decrease the job satisfaction and
poor performance. Therefore, the company should create a good and safety working
environment for the employees in order to increase their work performance and job satisfaction.
A good working environment is required to retain the employees in the company. It means that
the company is considers employees with respect, regardless of races, gender or age. There have
a significant relationship between satisfaction with working conditions, policies, and
advancement to the organizational commitment. Further, Adekola and Bola (2012) found that
management might be increase the level of commitment in company by increase satisfaction
with working conditions, policies and advancement. As a conclusion, the working environment
plays a major role in influencing the employee job satisfaction. (BIN, AUGUST 2013)
2.2 THE CONCEPT OF ORGANIZATIONAL PERFORMANCE
OP is an indicator which measures how well an enterprise achieves their objectives
(Venkatraman and Ramanujam, 1986; Hamon, 2003). OP can be assessed by an organization‘s
efficiency and effectiveness of goal achievement (Robbins and Coulter, 2002). Andersen (2006)
states that the concept of effectiveness is a ratio, implying that two entities are required when
defining and measuring effectiveness (e.g. return on assets). He also argues that when
effectiveness is conceptualized as a degree of goal attainment, that is, the achievement of
profitability goals. Schermerhorn et al. (2002) point out that performance refers to the quality

17
and quantity of individual or group work achievement. Recently, OP, effectiveness and
efficiency are synonyms which are interchangeable (Hancott, 2005). Hancott further points out
that, a number of indicators have been adopted to measure OP since mid-1900, such as profit
growth rate, net or total assets growth rate, return on sales, shareholder return, growth in market
share, number of new products, return on net assets, etc. In 1990, return on net assets and return
on capital have been applied in performance measurement as well. (Ho, 11 July 2008)
A number of studies have applied different ways to measure OP (Schiuma and Lerro,
2008;Garnett et al., 2008; Green and Inman, 2007; Chung and Lo, 2007). In particular, Steer
(1975) reviews 17 organizational effectiveness models, integrates these measurements of OP
from various studies, and generalizes these measurements into three dimensions: financial
performance, business performance and organization effectiveness. In addition, Delaney and
Huselid (1996) suggest two ways to assess OP: OP and market performance. While the former is
concerned with product or service quality, product or service innovation, employee attraction,
employee retention, customer satisfaction, management/employee relation and employee
relation; the latter is concerned with organizational marketing ability, total growth in sale, and
total profitability. In addition, Tippins and Sohi (2003) proposeOP ismeasured on four
dimensions: relative profitability, return on investment, customer retention, and total sales
growth. In the present study, we focus on financial performance and market performance, and
adopt these two factors for the OP dimension. (Ho, 11 July 2008)
Organizational performance, Delaney and Huselid (1996) developed a measurement of
marketing performance which includes market share and profit ratio. In addition, Tippins and
Sohi (2003) propose OP is measured on four dimensions: relative profitability, return on
investment, customer retention, and total sales growth. Based on the literature review, two
factors were considered: financial performance and market performance. Financial
performance: refers to the extent to which the organization performs in relative profitability,
return on investment, and total sales growth. Market performance: refers to the extent to which
the organization performing market share, profit ratio, and customer satisfaction. (Ho, 11 July
2008)
There are many dimensions to performance and positive performance in one dimension may
simultaneously result in negative performance in another dimension. Each organizational
stakeholder will have a different perspective of what is ―valuable‖ based upon their purpose for

18
associating with the organization. Passive investors have different perspectives of value creation
than do active investors. Creditors may perceive value to be created by the organization‘s ability
to generate positive cash flow and preserve the worth of collateral. Conversely, equity investors
may perceive value in expending company resources to create future opportunities, even if it
diminishes cash flow and tangible company assets in the short term. Each group of
organizational stakeholders will have a different view of organizational performance making it
incumbent upon a researcher to select a perspective of performance that conforms to the
phenomenon of interest. In other words, a researcher should select a perspective of performance
that coincides with the purpose of the research. The key is matching the appropriate model of
organizational performance with the existing circumstances. (CARTON, May 2004)
2.3 THE RELATIONSHIP BETWEEN INDEPENDENT
VARIABLE AND DEPENDENT VARIABLE
The impact of employee dissatisfaction can range from high turnover and low productivity, to a
loss in revenue and poor customer service. Employee dissatisfaction thus, results in an
organization incurring indirect and direct costs, therefore it must be an issue of concern to all
organizations as their success and survival hugely depends on it. Employee dissatisfaction also
results in poor overall morale among employees, which breeds negative attitudes, and makes
employees miserable. Poor overall morale may be identified with: frequent absenteeism, poor
work quality, poor communication between management and employees or increased customer
complaints. The outcome of the mentioned indicators of employee dissatisfaction is that, it
hinders an organization from attaining its goals, and renders it incapacitated. (ADDISON, 2014 )
There is a close relationship between employee job dissatisfaction and organizational
performance. High employee job dissatisfaction may lead to low organizational performance.
This may be due to the fact that when people leave the organization the number of employees
decreases and professional employees leave with their knowledge. Due to this fact the
organization may fail to perform well. When individual feels dissatisfaction in the organization,
he tries to overcome this through various ways of defense mechanism. If he is not able to do so,
he opts to leave the organization. However, the professional leave the organization not simply
because they are not satisfied, because of the opportunities offered from other sources. When the
employees leave the organization there is a loss of knowledge and lack of professional may
affect negatively the organization. (D.LUKOSI, 2015)

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2.4 SUMMARY
In this chapter, various literatures show that the term employees‘ dissatisfaction from the work
they do and their negative feelings against the job behavior. The dimensions of this study are-job
dissatisfaction, poor management and underpayment. These variables represent the main
variable of employees‘ dissatisfaction. The main findings of these above articles indicates that
employee dissatisfaction have effect on organizational performance. Although many literatures
elaborates the exact relationship of job dissatisfaction and organizational performance has not
adequate research, therefore this study attempts to fill the further study relates to the effect of
employee dissatisfaction on organizational performance.

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CHAPTER THREE
RESEARCH METHODOLOGY
3.0 INTRODUCTION
This chapter focused on research methodology including research design, research population,
sample size, sampling procedure, research instrument, validity and reliability, data collection,
data analysis, ethical consideration and limitations.
3.1 RESEARCH DESIGN
The study conducted through descriptive design. The researcher used this approach in order to
describe and to investigate the Effect of employee dissatisfaction on organizational performance
in Mogadishu Somalia using information gained from the questionnaire.
3.2 RESEARCH POPULATION
The target population of this study was 108 from Hormuud Telecom Somalia especially, the
head-quarter of Bakaro Market in Mogadishu Somalia; According to Mohammud Nogsane the
deputy of HRM 2018.
3.3 SAMPLE SIZE
The sample was 85. The data collected from the selected sample of respondents out of the
estimated population (85) to determine the ideal sample size for a population, this study used
Slovene‘s formula which is n=n/ (1+ (n*e^2), where n= sample size, n= population size, and e =
margin of error of 5% n= 108/ (1+ (108*0.0025) = 85 subjects.
TABLE 3.1: SAMPLE SIZE
Categorized workers Population Sample
HRM workers 38 30.00
Sells workers 21 16.53
Supply gain department 49 38.56
TOTAL 108 85

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3.4 SAMPLING PROCEDURE
This study was used random selection. The researcher used random selection sampling to target
some respondents the researchers believes that they have relevant information. This technique
used to reach the targeting population and other participant.
3.5 RESEARCH INSTRUMENT
The study was used questionnaire as main tool for collecting data. The selection of this tool has
been guided by the nature of data to be collected, the time available as well as by objectives of
study. The researcher intendded to use closed ended questionnaire the questionnaires used for
this study are developed from (tony, 2003) developed earlier by (Anderson, 1999) with respect
information seeking and aggregation also the researcher developed questions through the
process of, first I read literatures relating on this area how they create a questionnaire, second
after that I formulated a questionnaire then third I made pilot test, which stated as five linker
scales such as agree, strongly agree , neutral, disagree and lastly strongly disagree.
3.6 RESEARCH QUALITY
3.6.1 RELIABILITY
The reliability of the research instruments concern with the degree to which the research gave
the same result. To get the reliability of the study the researcher analyzed Cronbach alpha on
SPSS and the researcher was not accept cronbach alpha less than 0.70.
3.6.2 VALIDITY
Validity is the quality of the test doing what is designed to do, the validity of instruments
through universal agreement between experts. Content validity index takes care of item validity
and sampling validity, reliability of the respondent‘s through the instruments was established.
3.7 DATA GATHERING PROCEDURE
The following data collection procedure was implemented: after the research proposal is
approved, the researcher was first obtain an authority letter from the student affairs and
registration department of Somali university to authorize the researcher to carry out a research
data was collected from both primary and secondary sources; primary data will obtain from key
directors, and staff and, secondary data will obtain through reviewing related literature such as

22
published books, magazines, journals and internet sources. Specifically, the researchers will
seriously particularly requesting the respondents of the following: (1) to sign the informed
consent; (2) to answer all questions hence should not leave any item unanswered; (3) to avoid
biases and to be objective in answering the questionnaires. The researchers tried retrieving the
questionnaires within two weeks from the date of distribution. The data collected will organize,
summarize, statistically treated and drafted in statistical package for social sciences (spss 16.0).
3.8 DATA ANLYSIS
Data was analyzed by using statistical package of social science (spss. version 20.0) that was
measure the Effect of employee dissatisfaction on organizational performance. Also researcher
was used descriptive analysis with frequency and percentage for personal data analysis, in order
to explain both variables an item analysis illustrated the strengths and weaknesses based on the
indicators in terms of mean, standard deviation and rank. From these strengths and weaknesses,
TABLE 3.2: MEAN RANGE AND RESPONDENTS’ INDICATOR FOR
INTERPRETATION
Mean range Respondents mode Inter-pretension
0.8 – 1.8 Strongly agree Excellent
1.8 – 2.6 Agree Very good
2.6 – 3.4 Neutral Good
3.4 – 4.2 Disagree Weak
4.2 – 5 Strongly disagree Very weak
In the thesis the researcher will use descriptive design in order to describe the Effect of
employee dissatisfaction on organizational performance in Mogadishu Somalia
3.9 LIMITATION OF THE STUDY
The researcher will face the expectation of some limitations, which will beyond the researcher‘s
control since it involves external factors that outside researchers‘ authority, area of the research
data collection can become complicate caused by lack of security, some of respondents will not
give consideration the questionnaire will distribute; others will not have enough time to
complete the questionnaire. Some other limitations arise during the study.

23
3.10 ETHICAL CONSIDERATION
Ethical considerations of confidentiality and privacy will address a concerted and conscious
effort was made at all times to support this promise. A guarantee will be given to the
respondents that their names will not be reveal in the research report. In order to ensure the
success of the research, director linked to subordinates in such a manner that each subordinates‘
response remain anonymous apart from being linked to a particular directors.

24
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.0 INTRODUCTION
This chapter presents detailed description of findings and discussions, this study consists of
three sections first section Demographic data, second section data representations and analysis
and third conclusion and summary. To achieve those declared objectives questionnaire
employed in this study. Data were collected from Hormuud Telecom in Mogadishu-Somalia.
4.1 DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS
This part presents the background information of the respondents who participated in this study;
the purpose of this background information is to find out the characteristics of the respondents.
Furthermore, the respondents have also given the promise that all the data they provided is used
only for academic purpose research and the identities of the respondents will be confidential. In
total, 85 respondents filled in the questionnaire selected from Hormuud Telecom in Mogadishu
Somalia. The shape of the questionnaire in the demographic section is looked upon in terms of
Gender, Age, marital status and level of education.
4.1.1 GENDER DISTRIBUTION
In general, the respondents were the employees of Hormuud Telecom in which 72 of them were
male respondents and 13 were female respondents. All of them were employees of Hormuud
particularly the head-quarter of Bakaro in Mogadishu Somalia.
TABLE 4.1.0: GENDER OF THE RESPONDENTS
Table 4.1.0 shows the Gender of the respondents. 84.7% were male while 15.3% were female,
this means that most of respondent were male, finally the researcher could presume that in the
above percentage, suggests a considerable number to be the male of the population.
Sex Frequency Valid Percent
Valid
Male 72 84.7
Female 13 15.3
Total 85 100.0

25
FIGURE 4.1.0: GENDER OF THE RESPONDENTS
TABLE 4.1.1: AGE OF THE RESPONDENTS
Table 4.1.1 illustrates that Most of respondents aged 25 - 30 years old (50.6%) which had
relatively greater than the percentage of respondents aged in 31 - 36 years (36.5%), 37 - 42 years
(9.4%), 43 and above years (3.5%). This implies, that majority of employees of Hormuud
Telecom in Mogadishu Somalia were young.
Age Frequency Valid percent
Valid
25 – 30 43 50.6
31 - 36 31 36.5
37 – 42 8 9.4
43 and above 3 3.5
Total 85 100.0

26
FIGURE 4.1.1: AGE OF THE RESPONDENTS
TABLE 4.1.2: MARITAL STATUS OF THE RESPONDENTS
Table 4.1.2 shows 51.8% of the employee of Hormuud Telecom in Mogadishu were single,
45.9% of the employees of Hormuud Telecom in Mogadishu were married while 2.4% were
divorced. Based on data gathered, the majority of the employees of Hormuud Telecom in
Mogadishu were Single.
Marital status Frequency Valid Percent
Valid
Single 44 51.8
Married 39 45.9
Divorced 2 2.4
Total 85 100.0

27
FIGURE 4.1.2: MARITAL STATUS OF THE RESPONDENTS
TABLE 4.1.3: THE LEVEL OF THE RESPONDENTS’ EDUCATION
Table 4.1.3 shows educational level of the respondents that 5.9% were secondary, 11.8% were
diploma, 44.7% were bachelor degree, and 37.6% were master degree this means that most of
respondents were bachelor degree.
Levels of Education Frequency Valid percent
Valid
Secondary 5 5.9
Diploma 10 11.8
Bachelor 38 44.7
Master 32 37.6
Total 85 100.0

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FIGURE 4.1.3 THE LEVEL OF THE RESPONDENTS’ EDUCATION
4.2 DESCRIPTION OF OBJECTIVE ONE
The objective one in the study was to assess the level of employees‘ job dissatisfaction in
Mogadishu Somalia. For which the Researcher wanted to determine its level. Level of
employees‘ job dissatisfaction Hormuud Telecom In Mogadishu was operational zed using 6
questions in the questionnaire, Each of these questions was based on the five linker Scale, where
1= Agree, 2= Strongly agree, 3= Neutral, 4= Disagree, 5=Strongly disagree, respondents were
asked to rate the employees‘ job dissatisfaction to which they agree or disagree with Each
question, their responses were analyzed using SPSS.
TABLE 4.2.0: POOR WORKING CONDITION IS A FACTOR CONTRIBUTING
TO EMPLOYEES’ JOB DISSATISFACTION.
Table 4.2.0 shows the respondents were asked (Poor working condition is a factor
contributing to employees’ job dissatisfaction) 36.5% of the respondents were denoted agree,
while 51.8% of the respondents were indicated strongly agree, also 3.5% of the respondents
were indicated neutral, 2.4% of the respondents were answered disagree, and 5.9% of the
respondents were denoted strongly disagree.

29
Frequency Valid percent
Valid
Agree 31 36.5
Strongly agree 44 51.8
Neutral 3 3.5
Disagree 2 2.4
Strongly disagree 5 5.9
Total 85 100.0
FIGURE 4.2.0: POOR WORKING CONDITION IS A FACTOR CONTRIBUTING
TO EMPLOYEES’ JOB DISSATISFACTION
TABLE 4.2.1: INCREASE WORKLOAD FOR EMPLOYEE CAN TAKE PART
EMPLOYEES’ JOB DISSATISFACTION
Table 4.2.1 shows the respondents were asked (Increase workload for employee can take part
employees’ job dissatisfaction) 9.4% of the respondents were denoted agree, while 71.8% of
the respondents were indicated strongly agree, also 8.2% of the respondents were indicated
neutral, 5.9% of the respondents were answered disagree, and 4.7% of the respondents were
denoted strongly disagree.

30
Frequency Valid percent
Valid
Agree 8 9.4
Neutral 7 8.2
Disagree 5 5.9
Total 85 100.0
FIGURE 4.2.1: INCREASE WORKLOAD FOR EMPLOYEE CAN TAKE PART
EMPLOYEES’ JOB DISSATISFACTION
TABLE 4.2.2: THERE IS A RELATIONSHIP BETWEEN EMPLOYEE
DISSATISFACTION AND POOR ORGANIZATIONAL PERFORMANCE
Table 4.2.2 shows the respondents were asked (There is a relationship between employee
dissatisfaction and poor organizational performance.) 17.6% of the respondents were
denoted agree, while 62.4% of the respondents were indicated strongly agree, also 1.2% of the
respondents were indicated neutral, 3.5% of the respondents were answered disagree, and 15.3%
of the respondents were denoted strongly disagree.

31
Frequency Valid Percent
Valid
Agree 15 17.6
Neutral 1 1.2
Disagree 3 3.5
Total 85 100.0
FIGURE 4.2.2: THERE IS A RELATIONSHIP BETWEEN EMPLOYEE
DISSATISFACTION AND POOR ORGANIZATIONAL PERFORMANCE
TABLE 4.2.3: HIGHER JOB DISSATISFIED LEADS ORGANIZATION TO
HIGHER PERFORMANCE
Table 4.2.3 shows the respondents were asked (Higher job dissatisfied leads organization to
higher performance.) 4.7% of the respondents were denoted agree, while 9.4% of the
respondents were indicated strongly agree, also 5.9% of the respondents were indicated neutral,
34.1% of the respondents were answered disagree, and 45.9% of the respondents were denoted
strongly disagree.

32
Valid
Agree 4 4.7
Neutral 5 5.9
Disagree 29 34.1
Total 85 100.0
FIGURE 4.2.3: HIGHER JOB DISSATISFIED LEADS ORGANIZATION TO
HIGHER PERFORMANCE
TABLE 4.2.4: UN MOTIVATED EMPLOYEE CAN DO WELL
ORGANIZATIONAL PERFORMANCE
Table 4.2.4 shows the respondents were asked (UN motivated employee can do well
organizational performance) 7.1% of the respondents were denoted agree, while 17.6% of the
strongly disagree.

33
Valid
Agree 6 7.1
Neutral 5 5.9
Disagree 4 4.7
Total 85 100.0
FIGURE 4.2.4: UN MOTIVATED EMPLOYEE CAN DO WELL
TABLE 4.2.5: PRODUCTIVITY OF DISSATISFIED EMPLOYEE RESULT LOW
Table 4.2.5 shows the respondents were asked (Productivity of dissatisfied employee result
low organizational performance 24.7% of the respondents were denoted agree, while 40.0%
of the respondents were indicated strongly agree, also 11.8% of the respondents were indicated

34
Valid
Agree 21 24.7
Neutral 10 11.8
Disagree 13 15.3
Total 85 100.0
FIGURE 4.2.5: PRODUCTIVITY OF DISSATISFIED EMPLOYEE RESULT
LOW ORGANIZATIONAL PERFORMANCE
4.3 DESCRIPTION OF OBJECTIVE TWO
The objective two of the study was to determine underpayment effect employee dissatisfaction
of Hormuud Telecom in Mogadishu Somalia was measured by quantitative questions in the
questionnaire, each of which was Linker scaled. Respondents were required underpayment
effect of employee dissatisfaction by ticking the relevant number in the box.

35
TABLE 4.3.0: UNDERPAID IS A HUGE CHALLENGE FACES ON EMPLOYEES
Table 4.3.0 shows the respondents were asked (Underpaid is a huge challenge faces on
employees) 51.8% of the respondents were denoted agree, while 34.1% of the respondents were
indicated strongly agree, also 4.7% of the respondents were indicated neutral, 3.5% of the
respondents were answered disagree, and 5.9% of the respondents were denoted strongly
disagree.
Valid
Agree 44 51.8
Neutral 4 4.7
Disagree 3 3.5
Total 85 100.0
FIGURE 4.3.0: UNDERPAID IS A HUGE CHALLENGE FACES ON
EMPLOYEES

36
TABLE 4.3.1: INSUFFICIENT SALARY CAN CAUSE DIRECTLY TO POOR
Table 4.3.1 shows the respondents were asked (insufficient salary can cause directly to poor
strongly disagree.
Valid
Agree 22 25.9
Neutral 10 11.8
Disagree 17 20.0
Total 85 100.0
FIGURE 4.3.1 INSUFFICIENT SALARY CAN CAUSE DIRECTLY TO POOR

37
TABLE 4.3.2: LATENESS OF COMPENSATION/PAY CANNOT AFFECT
Table 4.3.2 shows the respondents were asked (Lateness of compensation/pay cannot affect
strongly disagree.
Valid
Agree 8 9.4
Neutral 5 5.9
Disagree 16 18.8
Total 85 100.0
FIGURE 4.3.2 LATENESS OF COMPENSATION/PAY CANNOT AFFECT

38
TABLE 4.3.3: STAFF WHO IS UNDERPAID OR WHO DO NOT RECEIVE
THEIR ENTITLEMENTS IS POSSIBLE TO LEAVE THEIR WORKS
Table 4.3.3 shows the respondents were asked (Staff who is underpaid or who do not receive
their entitlements is possible to leave their works) 14.1% of the respondents were denoted
agree, while 45.9% of the respondents were indicated strongly agree, also 5.9% of the
respondents were indicated neutral, 12.9% of the respondents were answered disagree, and
21.2% of the respondents were denoted strongly disagree.
Valid
Agree 12 14.1
Neutral 5 5.9
Disagree 11 12.9
Total 85 100.0
FIGURE 4.3.3 STAFF WHO IS UNDERPAID OR WHO DO NOT RECEIVE
THEIR ENTITLEMENTS IS POSSIBLE TO LEAVE THEIR WORKS

39
TABLE 4.3.4: EMPLOYERS SOMETIMES EXPECT EMPLOYEES UNDERPAID
WILL ENHANCE ORGANIZATIONAL PERFORMANCE
Table 4.3.4 shows the respondents were asked (Employers sometimes expect employees
underpaid will enhance organizational performance) 35.3% of the respondents were denoted
respondents were indicated neutral, 20.0% of the respondents were answered disagree, and
15.3% of the respondents were denoted strongly disagree.
Valid
Agree 30 35.3
Neutral 7 8.2
Disagree 17 20.0
Total 85 100.0
FIGURE 4.3.4: EMPLOYERS SOMETIMES EXPECT EMPLOYEES
UNDERPAID WILL ENHANCE ORGANIZATIONAL PERFORMANCE

40
TABLE 4.3.5: PAY LEVELS ARE ASSOCIATED WITH ORGANIZATIONAL
PERFORMANCE
Table 4.3.5 shows the respondents were asked (Pay levels are associated with organizational
performance) 30.6% of the respondents were denoted agree, while 32.9% of the respondents
were indicated strongly agree, also 9.4% of the respondents were indicated neutral, 20.0% of the
disagree.
Valid
Agree 26 30.6
Neutral 8 9.4
Disagree 17 20.0
Total 85 100.0
FIGURE 4.3.5: PAY LEVELS ARE ASSOCIATED WITH ORGANIZATIONAL
PERFORMANCE

41
4.4 DESCRIPTION OF OBJECTIVE THREE
The objective three of the study was to determine underpayment effect employee dissatisfaction
of Hormuud Telecom in Mogadishu Somalia was measured by quantitative questions in the
questionnaire, each of which was Linker scaled. Respondents were required underpayment
effect of employee dissatisfaction by ticking the relevant number in the box.
TABLE 4.4.0: POOR MANAGERS CAN NOT BE ABLE TO REDUCE
EMPLOYEE TURNOVER
Table 4.4.0 shows the respondents were asked (Poor managers can not be able to reduce
employee turnover) 50.6% of the respondents were denoted agree, while 28.2% of the
strongly disagree.
Valid
Agree 43 50.6
Neutral 3 3.5
Disagree 8 9.4
Total 85 100.0
FIGURE 4.4.0: POOR MANAGERS CAN NOT BE ABLE TO REDUCE
EMPLOYEE TURNOVER

42
TABLE 4.4.1: POOR MANAGER ARE WILLING TO SHARE DECISION
MAKING POWER WITH EMPLOYEES
Table 4.4.1 shows the respondents were asked (Poor manager are willing to share decision
making power with employees) 20.2% of the respondents were denoted agree, while 35.3% of
Valid
Agree 17 20.0
Neutral 12 14.1
Disagree 16 18.8
Total 85 100.0
FIGURE 4.4.1: POOR MANAGER ARE WILLING TO SHARE DECISION
MAKING POWER WITH EMPLOYEES

43
TABLE 4.4.2: ABSENTEEISM OF EMPLOYEE ON ORGANIZATION IS
RESPONSIBLE BY POOR MANAGERS
Table 4.4.2 shows the respondents were asked (Absenteeism of employee on organization is
responsible by poor managers) 23.5% of the respondents were denoted agree, while 38.8% of
Valid
Agree 20 23.5
Neutral 15 17.6
Disagree 11 12.9
Total 85 100.0
FIGURE 4.4.2: ABSENTEEISM OF EMPLOYEE ON ORGANIZATION IS
RESPONSIBLE BY POOR MANAGERS

44
TABLE 4.4.3: EMPLOYEE TURNOVER HAS A DIRECT IMPACT ON
Table 4.4.3 shows the respondents were asked (Underpaid is a huge challenge faces on
employees) 22.4% of the respondents were denoted agree, while 37.6% of the respondents were
indicated strongly agree, also 8.2% of the respondents were indicated neutral, 18.8% of the
disagree.
Valid
Agree 19 22.4
Neutral 7 8.2
Disagree 16 18.8
Total 85 100.0
FIGURE 4.4.3: EMPLOYEE TURNOVER HAS A DIRECT IMPACT ON

45
TABLE 4.4.4: POOR MANAGERS DON’T USE MULTIPLE METHODS TO
DETERMINE MISCONDUCT
Table 4.4.4 shows the respondents were asked (Poor managers don’t use multiple methods to
determine misconduct) 27.1% of the respondents were denoted agree, while 31.8% of the
strongly disagree.
Valid
Agree 23 27.1
Neutral 7 8.2
Disagree 15 17.6
Total 85 100.0
FIGURE 4.4.4: POOR MANAGERS DON’T USE MULTIPLE METHODS TO
DETERMINE MISCONDUCT

46
TABLE 4.4.5: EMPLOYEES ALWAYS DON’T RESPECT THE DECISIONS OF
THE POOR MANAGERS DURING CONFLICT MANAGEMENT
Table 4.4.5 shows the respondents were asked (Employees always don’t respect the decisions
of the poor managers during conflict management) 16.5% of the respondents were denoted
respondents were indicated neutral, 42.4% of the respondents were answered disagree, and 9.4%
of the respondents were denoted strongly disagree.
Valid
Agree 14 16.5
Neutral 6 7.1
Disagree 36 42.4
Total 85 100.0
FIGURE 4.4.5: EMPLOYEES ALWAYS DON’T RESPECT THE DECISIONS OF
THE POOR MANAGERS DURING CONFLICT MANAGEMENT

47
TABLE 4.5.0: DESCRIPTIVE ANALYZE OF EMPLOYEE JOB
DISSATISFACTION
Table 1.5 below shows descriptive analyze of job dissatisfaction. Job dissatisfaction is the first
dimension of independent variable of this study. The first question of this dimension was Poor
working condition is a factor contributing to employees‘ job dissatisfaction. The respondents‘
answer was Very weak with mean (1.8941) and standard deviation (1.01211). The second
question of this dimension was Increase workload for employee can take part employees‘ job
dissatisfaction. The respondents‘ answer was weak with mean (2.2471) and standard deviation
(.88514). The third question of this dimension was there is a relationship between employee
dissatisfaction and poor organizational performance. The respondents‘ answer was weak with
mean (2.3647) and standard deviation (1.26158). The fourth question of this dimension was
higher job dissatisfied leads organization to higher performance. The respondents‘ answer was
Very good with mean (4.0706) and standard deviation (1.15252). The fifth question of this
dimension was Unmotivated employee can do well organizational performance. The
respondents‘ answer was very good with mean (4.0235) and standard deviation (1.43905).the
sixth question of this dimension was Productivity of dissatisfied employee result low
organizational performance. The respondents‘ answer was Weak with mean (2.4235) and
standard deviation (1.24763)
No Statement Mean Standard
deviation
Interpretation
1.
Poor working condition is a factor
contributing to employees‘ job
dissatisfaction
1.8941 1.01211
Very weak
2.
Increase workload for employee can
take part employees‘ job
dissatisfaction
2.2471 .88514
Weak
3.
There is a relationship between
employee dissatisfaction and poor
organizational performance
2.3647 1.26158
Weak
4.
Higher job dissatisfied leads
organization to higher performance
4.0706 1.15252
Very good

48
Source: Primary data, 2018
TABLE 4.5.1: DESCRIPTIVE ANALYZE OF UNDERPAYMENT EMPLOYEE
DISSATISFACTION.
Table 1.5 below shows descriptive analyze of underpayment. Underpayment is the second
dimension of independent variable of this study. The first question of this dimension is
Underpaid is a huge challenge faces on employees. The respondents‘ answer was Very weak
with mean (1.7765) and standard deviation (1.09519). The second question of this dimension
was Insufficient salary can cause directly to poor organizational performance. The respondents‘
answer was Weak with mean (2.5059) and standard deviation (1.29673). The third question of
this dimension was Lateness of compensation/pay cannot affect organizational performance. The
respondents‘ answer was Very good with mean (3.8235) and standard deviation (1.43242). The
fourth question of this dimension was Staff who is underpaid or who do not receive their
entitlements is possible to leave their works. The respondents‘ answer was good with mean
(2.8118) and standard deviation (1.40995). The fifth question of this dimension was Employers
sometimes expect employees underpaid will enhance organizational performance. The
respondents‘ answer was very weak with mean (2.5882) and standard deviation (1.51417). The
sixth question of this dimension was Pay levels are associated with organizational performance.
The respondents‘ answer was Weak with mean (2.4000) and standard deviation (1.30201).
5.
Un motivated employee can do well
4.0235 1.43905
Very good
6.
Productivity of dissatisfied employee
result low organizational performance
2.4235 1.24763
Weak
Total 2.84 1.17
No Statement Mean Standard deviation Interpretation
1. Underpaid is a huge challenge
faces on employees
1.7765 1.09519 Very weak
2. Insufficient salary can cause
directly to poor organizational
performance
2.5059 1.29673 Weak

49
TABLE 4.5.2: POSSIBLE WAYS TO REDUCE POOR MANAGERIAL IN
ORGANIZATIONS
Table 4.4.8: below shows descriptive analyze of poor managerial. Poor managerial is the third
dimension of independent variable of this study. The first question of this dimension was Poor
managers can not be able to reduce employee turnover. The respondents‘ answer was Weak with
mean (1.9647) and standard deviation (1.29511). The second question of this dimension was
Poor manager are willing to share decision making power with employees. The respondents‘
answer was good with mean (2.6706) and standard deviation (1.31283). The third question of
this dimension was Absenteeism of employee on organization is responsible by poor managers.
The respondents‘ answer was Weak with mean (2.4118) and standard deviation (1.18818). The
fourth question of this dimension was Employee turnover has a direct impact on organizational
performance. The respondents‘ answer was Weak with mean (2.6235) and standard deviation
(1.36256). The fifth question of this dimension was Poor managers don‘t use multiple methods
to determine misconduct. The respondents‘ answer was very weak with mean (2.6235) and
standard deviation (1.43905). The sixth question of this dimension was Employees always don‘t
respect the decisions of the poor managers during conflict management. The respondents‘
answer was good with mean (3.0353) and standard deviation (1.31337).
3. Lateness of compensation/pay
cannot affect organizational
performance
3.8235 1.43242 Very good
4. Staff who is underpaid or who
do not receive their
entitlements is possible to
leave their works
2.8118 1.40995
Good
5. Employers sometimes expect
employees underpaid will
enhance organizational
performance
2.5882 1.51417
Weak
6. Pay levels are associated with
2.4000 1.30201
Weak
Total 2.65 1.34

50
No Statement Mean Standard deviation Interpretation
1. Poor managers can not be able
to reduce employee turnover
1.9647 1.29511 Weak
2. Poor manager are willing to
share decision making power
with employees
2.6706 1.31283 Good
3. Absenteeism of employee on
organization is responsible by
poor managers
2.4118 1.18818 Weak
4. Employee turnover has a direct
impact on organizational
performance
2.6235 1.36256 Weak
5. Poor managers don‘t use
multiple methods to determine
misconduct
2.6235 1.43905 Weak
6. Employees always don‘t respect
the decisions of the poor
managers during conflict
management
3.0353 1.31337 Good
Total 2.55 1.32

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