Grievance Management Mechanisms and Employees Performance in Tubura Social Enterprise in Rwanda
Keywords:
Grievance, Management, Mechanisms, Employees, Performance, RwandaAbstract
Grievance is inevitable in the workplace and complaints, concerns and issues arise from time to time and it affects employees’ performance. Thus, the organization should put in place grievance management mechanisms to manage problems raised by the employees to enhance their performance in the workplace. Therefore, the study aimed at establishing the relationship between grievances management mechanism and employee’s performance in social enterprise, a case study of TUBURA social enterprise. The specific objectives included: to determine grievances management mechanisms that are currently being used in TUBURA social enterprise; to determine how well workers perform in their duties in TUBURA social enterprise; to assess the employee’s performance in TUBURA Social Enterprise by focusing on quality of service delivery, employees’ turnover, and work efficiency, and to determine the relationship between grievances management mechanisms and employees’ performance in TUBURA social enterprise. The descriptive survey design was employed and applied Slovin’s formula that determined the sample size of 97 respondents including operational staff, middle and senior managers form the population of 128. Interview guides and structured questionnaires were used to gather data. Data collected got coded, interpreted, and analyzed by the support of SPSS 21. Through descriptive statistics the focus was mean, frequencies, percentages, St. Deviation. Thematic Approach and Karl Pearson Correlation Coefficient were utilized to analyzethe collected data. Tables, graphs, and textual models were used to present the collected data. The research findings showed that 67.1% of respondents agreed that effective leadership, effective communication, and organization policy are used as mechanisms to manage grievances to sustain employees’ performance, while 83.3% of respondents agreed that employees in TUBURA social enterprise apply work efficiency, deliver quality service with fewer turnovers in the organization. The computed Karle Pearson product correlation coefficient shows that there is a correlation between effective leadership and employees ‘turnover at 0.267 and service delivery at 0.230, while effective communication correlated with efficiency at 0.335. The findings also indicated that organization policy on grievances management correlated with employees’ turnover at 0.236, while it correlated with service delivery at 0.31.
Keywords: Grievance, Management, Mechanisms, Employees, Performance, Rwanda.
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