STRIKE AS A TOOL FOR RESOLVING EMPLOYEE DISSATISFACTION
A CASE STUDY OF KOMFO ANOKYE TEACHING HOSPITAL (KATH)
By
MATILDA PETERS ADDISON
MATILDA PETERS ADDISON MBA. Human Resource Management
© 2014 Department of Managerial Science
A thesis submitted to the Department of Managerial Science, Kwame Nkrumah
University of Science and Technology in partial fulfillment of the requirements for the
degree of
MASTER OF BUSINESS ADIMISTRATION (HRM OPTION)
School of Business, KNUST
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DECLARATION
I hereby declare that this submission is my own work towards the Master of Business
Administration (Human Resource management Option) and that, to the best of my
knowledge, it contains no material previously published by another person nor material
which has been accepted for the award of any other degree of the university except
where due acknowledgement has been made in the text.
Matilda Peters Addison
(Student)
……………………
Signature
………………....
Date
Certified by:
J. K. Turkson
(Supervisor)
……………………
Signature
…………………
Date
Certified by:
J. K. Turkson
(Head of Department)
…..………………
Signature
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……………….
Date
ABSTRACT
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. The ripple effect on the health sector is very serious since it can lead to loss of
life. The present study is therefore aimed at identifying and addressing the causes of
employee dissatisfaction using Komfo Anokye Teaching Hospital (KATH) as a case
study. The general objective of this study is to identify the causes of employee
dissatisfaction and assess whether the use of strike is the best approach to be used by
employees in resolving their dissatisfaction at KATH. Two hundred of both
management and staff of KATH were used as the population for the study. The study
relied on both primary and secondary data. Data were analysed qualitatively and
quantitatively using Statistical Package for Social Sciences(SPSS) and Microsoft Excel.
The study revealed that, there were many causes of employee dissatisfaction in KATH.
Remarkable among them was the inability of management of the hospital to ensure that
employees have good remuneration and refusal of Managers in the organisation were
not actively planning for good working conditions for staff of since workers at KATH
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were not satisfied with their current working conditions and that about 120(80%) of the
workers were dissatisfied.
From the above it was deduced that the employees of KATH would be satisfied if
proper compensation schemes like additional duty allowances, bonuses and or fuel
allowances be given to them and also on time. Majority 90(47.4%) of the employee
agreed that if the above compensation schemes are implemented it would prevent
employee dissatisfaction at KATH. Therefore the study recommends that effort should
be put in place to resolve the employee dissatisfaction issues in KATH.
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ACKNOWLEDGEMENT
Glory be to God for great things He has done and what He is to do. If not for His grace I
would not have been able to complete this work. I thank my supervisor, Mr. J.K.
Turkson for his immense contribution, guidance and dedication to making this work
become a success. I also wish to express my profound gratitude to my husband, Mr.
Kwesi Addison. In fact, his contribution to my education generally and the moral
support he continually gave till this day, is greatly appreciated.
Thanks to the entire staff and management at Komfo Anokye Teaching Hospital.
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DEDICATION
This thesis is entirely dedicated to my beloved husband, Kwesi Addison and my four
sons.
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TABLE OF CONTENTS
DECLARATION .............................................................................................................. i
ABSTRACT ..................................................................................................................... ii
ACKNOWLEDGEMENT ............................................................................................. iv
DEDICATION ................................................................................................................. v
TABLE OF CONTENTS............................................................................................... vi
CHAPTER ONE ............................................................................................................. 1
INTRODUCTION ........................................................................................................... 1
1.0 Background of the study ............................................................................................ 1
1.1 Problem statement ...................................................................................................... 5
1.2 Objectives of the Study .............................................................................................. 7
1.2.1 General objective ..................................................................................................... 7
1.2.2 Specific objectives ................................................................................................... 7
1.3 Research questions ...................................................................................................... 8
1.4 Significance of the Study .......................................................................................... 8
1.5 Brief methodology ..................................................................................................... 9
1.6 Scope of the Study .................................................................................................... 10
1.7 Limitations of the Study ............................................................................................ 11
1.8 Organization of the Study ......................................................................................... 11
CHAPTER TWO .......................................................................................................... 12
LITERATURE REVIEW............................................................................................. 12
2.0 Introduction ............................................................................................................... 12
2.1 Definition of Strike?................................................................................................. 12
2.2 Types of Strike .......................................................................................................... 14
2.3.1 General Strike......................................................................................................... 14
2.3.2 Work Bans .............................................................................................................. 14
2.3.3 Sit-down Strike ...................................................................................................... 15
2.3.4 Slow-down strike ................................................................................................... 15
2.3.5 Sick-out (or sick-in) ............................................................................................... 15
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2.3.6 Wild cat Strikes ...................................................................................................... 16
2.3.7 Economic Strikes ................................................................................................... 16
2.3.8 Picketing................................................................................................................. 16
2.3 Reasons for Strike .................................................................................................... 17
2.4 Methods Adopted by Organizations to Deal with Strikes........................................ 18
2.5 Employee Dissatisfaction ......................................................................................... 19
2.6 Causes of Employee Dissatisfaction. ........................................................................ 25
2.7 Consequences of Employee Dissatisfaction............................................................. 33
2.8.1 Reduction in Customer Retention and Loyalty ...................................................... 33
2.8.2 Low Workforce Productivity ................................................................................. 34
2.8.3 Loss of Business Reputation .................................................................................. 34
2.8.4 High Employee Turnover....................................................................................... 35
2.8.5 Poor Overall Morale............................................................................................... 35
2.9 Ways of Preventing and Managing of Employee Dissatisfaction. ............................ 35
2.9.1 Good Communication ............................................................................................ 36
2.9.2 Promotion and Career Development/Growth......................................................... 37
2.9.3 Fair Compensation and Benefit/Rewards............................................................... 38
2.9.4 Enhanced Working Environment and Conditions ................................................. 38
2.8 Why Workers Resort to Strike As a Means of Resolving Dissatisfaction .............. 41
CHAPTER THREE ...................................................................................................... 43
METHODOLOGY AND ORGANIZATIONAL PROFILE .................................... 43
3.0 Introduction ............................................................................................................... 43
3.1 Research Design ........................................................................................................ 44
3.2 Sources of data .......................................................................................................... 44
3.2.1 Primary Data .......................................................................................................... 45
3.2.2 Secondary Data ...................................................................................................... 45
3.3 The Population for the study ..................................................................................... 45
3.4 Sampling procedures for data collection ................................................................... 46
3.5 Data Collection Methods .......................................................................................... 48
3.5.1 Questionnaires ........................................................................................................ 48
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3.5.2 Interviews ............................................................................................................... 48
3.6 Data Collection Process ............................................................................................ 49
3.8 Methods of Data Analysis ......................................................................................... 50
3.9 Profile of KATH ...................................................................................................... 50
CHAPTER FOUR ....................................................................................................... 55
DATA PRESENTATION, ANALYSIS AND DISCUSSION.................................... 55
4.0 Introduction ............................................................................................................... 55
4.1 Demograpic information of respondents ................................................................... 55
4.1.1 Rank of respondents ............................................................................................... 56
4.1.2 Sex of respondents ................................................................................................. 57
4.1.3 Age of respondents ................................................................................................. 58
4.1.4 Academic level of respondents .............................................................................. 59
4.1.5 Respondents’ Functional area of work ................................................................... 60
4.1.6 Respondents’ length of service .............................................................................. 62
4.2 Causes of Employees Dissatisfaction in KATH ....................................................... 63
4.2.1 Proportion of respondents’ views on the effect of employee dissatisfaction on job
performance at KATH..................................................................................................... 69
4.2.2 Respondents’ view why employee dissatisfaction affect job performance at
KATH.............................................................................................................................. 70
4.2.3 Proportion of Respondents Views on Whether Dissatisfaction at Times Cause
Loss of Lives ................................................................................................................... 72
4.2.4 Respondents’ view on how employee dissatisfaction at times causes loss of lives at
KATH.............................................................................................................................. 73
4.2.5 Proportion of respondents views on whether dissatisfaction breeds corrupt attitude
among employees at KATH. ……………………………………………………….…..74
4.2.5 Respondents’ view on how employee dissatisfaction breeds corrupt attitude among
employees at KATH........................................................................................................ 75
4.3 How to Manage or Prevent Employee Dissatisfaction ............................................. 75
4.2.5 Respondents’ view on why employees at KATH always resort to strike as a tool of
resolving their dissatisfaction…………………………………………………………..77
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4.5 Issues that can lead to strike at KATH .................................................................. 77
CHAPTER FIVE ........................................................................................................... 79
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS...... 79
5.0 Introduction ............................................................................................................... 79
5.1 The following were the summary of findings ........................................................... 79
5.1.1 The causes of employee dissatisfaction in KATH. ............................................... 80
5.1.2 The consequence of employee dissatisfaction in KATH ....................................... 80
5.1.3 Ways of preventing and managing employee dissatisfaction in KATH. ............... 81
5.1.4 Why employees resort to strike as a tool for resolving their dissatisfaction at
KATH.............................................................................................................................. 82
5.2 Conclusion ................................................................................................................ 82
5.3 Recommendations ..................................................................................................... 83
5.3.1 compensation schemes ........................................................................................... 83
5.3.2 Study leave with pay ............................................................................................ 83
5.3.3
Working Environment and Conditions .............................................................. 84
5. 3.4 Address the Situation .......................................................................................... 84
5.3.5 Proper Retention Strategies in KATH ................................................................... 84
5.3.6 Guaranteed Job Security ........................................................................................ 85
REFERENCE ................................................................................................................ 86
QUESTIONNAIRE ....................................................................................................... 89
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LIST OF TABLES
Table 3.1: Categories of staff ......................................................................................... 46
Table 3.2 Departments and Number of respondents ..................................................... 47
Table 4.1.1 Rank of respondents ................................................................................... 56
Table 4.1.3 Age of respondents ..................................................................................... 58
Table 4.1.4 Academic level of respondents .................................................................. 59
Table 4.1.5 Functional area of respondents’ work ........................................................ 60
Table 4.1.6 Respondents’ length of service .................................................................. 62
Table 4.5 Respondents’ views on what can cause strike in KATH .............................. 77
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LIST OF FIGURES
Figure 4.1.2 Sex of respondents .................................................................................... 57
Figure 4.2.1 Proportion of respondents views on the effect of employee dissatisfaction
on job performance at KATH ........................................................................................ 70
Figure 4.2.1 Proportion of respondents views on whether dissatisfaction at times Cause
loss of lives at KATH..................................................................................................... 72
Figure 4.2.5 Proportion of respondents views on whether dissatisfaction breeds corrupt
attitude among employees at KATH .............................................................................. 74
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CHAPTER ONE
INTRODUCTION
1.0 Background of the study
The health sector is enormous and the success of some hospitals cannot be doubted.
Komfo Anokye Teaching Hospital(KATH) has grown rapidly since the year 1982 and
currently has about 3,600 employees (source: KATH HR unit, 2014). With the
introduction of the National Health Insurance Scheme which caters for the medical bills
of the sick, patients visit the hospital regularly to seek medical treatment when sick and
KATH as a government hospital is not an exception. There has been a rapid increase in
the number of patients attending the hospital daily from 800 to 1200 patients(source:
KATH Records Office, 2014 ).
Although KATH plays a vital role in contributing to Ghana’s economy, human capital
problems have consistently occurred in this hospital but have often been neglected by
researchers. As the hospital has more than 3,600 employees, recruitment and retention
of employees are among the most important challenges it faces. Therefore an
understanding of employees and the possible causes why they become dissatisfied is of
paramount importance. The causes of labour strike have not, to date, been substantially
documented for the hospital. Employees are seen as the backbone of every organization.
Certainly, they play a vital role in ensuring the continuity, development, and survival of
an organization. Also they help to put an organization ahead of its competitors. Without
employees, most organizations would have ended up not functioning at any rate. Often,
engaged employees are willing to put discretionary effort into their work in the form of
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time, brainpower, and energy, above and beyond what is considered adequate. Thus,
they have a desire and commitment for always doing the best job, by gripping any task
with energy, and enthusiasm.
In light of this there is the need for organizations to see to the satisfaction of their
employees, due to the crucial role they tend to play. This may be done by adopting
several measures, a clear example being the use of enhanced industrial relations
mechanism. Industrial relations consolidate the relationship between employees and
management, and also play a critical role in resolving employee dissatisfaction.
Industrial relations covers three distinct areas: relations between a manager and
individual employees, collective relations between employers and labour (trade) unions,
and the role of government in the regulation of these relationships. Industrial relation
does not constitute just a simple relationship between employers and employees.
However they are complex and multidimensional, resting on economic, historical,
social, psychological, ethical, political, legal, and other variables. Thus it is a dynamic
concept which depends upon the pattern of society, economic system, and political setup
of the country, as well as changes associated with the changing economic and social
order. It can broadly be defined as an art of living together for the purpose of
production, productive efficiency, human well being, and industrial progress. Industrial
relations is often a mixture of cooperation and conflict, but then much cooperation must
be sought as an organizational objective (Branham,2005). Good industrial relations is
necessary for the following reasons: to boost the discipline and morale of employees, to
help management both in the formulation of uniformed labour relations policies and in
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their translations into action, to help in the economic progress of a country, and also to
help government in making laws forbidding unfair practices of unions and employers.
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. 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.
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Having dealt with employee dissatisfaction, employee satisfaction on the other hand can
be described as whether employees are happy, connected, and fulfilling their desires and
needs at work, or within an organization. In relation to employee satisfaction, Locke
defined job satisfaction as “a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experiences” (Coleman, 1976). Many studies purport that
employee satisfaction is a factor in employee motivation, employee goal achievement,
and positive employee morale in the workplace. Employee satisfaction while generally
positive in an organization can be a downer if mediocre employees stay because they are
satisfied with the work environment in an organization. Factors that contribute to
employee satisfaction include; treating employees with respect, providing regular
employee recognition, empowering employees, offering above industry-average
benefits, and compensation as well as providing employee perks. The results of these
measures are; improved productivity, reduced strike action, improved attendance,
reduced accidents, lower unionization. This notwithstanding, the absence of the above
mentioned measures to generate employee satisfaction, may subsequently lead to
employee dissatisfaction, which may involve the use of strike as an approach for
resolving dissatisfaction.
Strikes are often the eventual outcome of employee dissatisfaction. A strike refers to the
refusal of employees to attend work, or picketing outside the workplace to prevent or
dissuade other employees from working in their place, or conducting business with their
employer [organization]. Thus a work stoppage caused by the mass refusal of employees
to perform work. This is commonly used by employees as an effective way of pressing
their demands, or communicating issues relating to their dissatisfaction or poor
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management. Thus employees, tend to use strikes as a tool for resolving dissatisfaction,
by pressuring management to ensure their satisfaction. Strikes usually bring a halt to all
operations of an organization, thereby rendering the organization incapacitated. The
prominent outcomes of strikes are mainly loss of revenue, excessive labour strike action,
and sometimes physical damage to an organization’s property. A strike may be in a form
of, sit-down strike, work-in, general strike, sympathy strike, or rarely hunger strike.
Some of the methods adopted by employers to deal with strikes include
strike
preparation, strike breaking, union busting, lockout, and violence(Karsh,2001).
Taking all the above issues into consideration, employees must ensure that they inform
management about their dissatisfaction, or if there is a need to embark on a strike, they
do so in a lawful manner. Employers on their part must address employee
dissatisfaction, and promptly come out with solutions to resolve them.
1.1 Problem statement
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 dissatisfaction and other
pressing factors. 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. Subsequently the resultant measure to resolving employee
dissatisfaction by employees is the likely use of strike. A strike causes disruptions in the
operations of an organization, and may significantly affect its revenue if it is frequent.
5
In recent times, strike actions have been the most common tool adapted by employees to
address their grievances and dissatisfaction. This is initiated after constant appeals on
issues relating to employees’ dissatisfaction are left unattended by management. There
is usually a recurrence in strike actions, as appropriate measures are not sort to deal with
employee dissatisfaction permanently. Strikes usually have devastating effects on the
image as well as the operations of an organization. They tend to halt the activities of an
organization, reduce productivity and output for a particular period, and apparently dips
the annual revenue and profits of an organization. Other possible outcomes of strikes
may be physical damage to an organizations property, and the eventual collapse of an
organization when strikes are frequent.
Employee dissatisfaction has been the main cause of incessant strike actions in Ghana
lately. Specific examples include strikes by; University Teachers Association of
Ghana(UTAG), Tertiary Education Workers Union(TEWU), Doctors, Nurses, National
Association of Graduate Teachers(NAGRAT), and most recently organized labour
unions. This has resulted due to breakdowns in discussions to resolve issues pertaining
to their dissatisfaction, and widely due to failure of the various ministries in charge to
fulfill promises on resolving issues concerning their dissatisfaction. Obviously the
aftermath effects of strike action on an organization and a country’s economy is
appalling. In a global perspective, for decades, employee strike has been a continuing
problem faced by many organizations around the world.
As the health industry is a service and labour-intensive industry, it is common to suffer
strike rates higher than other sectors (GhanaWeb: July,2013). KATH employees have
also been engaging strike actions and this reality has a great impact on the health
6
industry. Why does it occur? How do we help the industry solve the problem? Due to
the impacts of employee strike in the health industry there exists a need for management
to monitor and take remedial action. In view of this, the fundamental question that is
addressed by this study is: ‘is strike the best tool for resolving employee
dissatisfaction at KATH’?
1.2 Objectives of the Study
The objectives of the study are grouped into two. These are general and specific
objectives
1.2.1 General objective
The general objective of this study is to identify the causes of employee dissatisfaction
and assess whether the use of strike is the best approach to be used by employees in
resolving their dissatisfaction at KATH.
1.2.2 Specific objectives
To accomplish the above general objective, the study addressed the following specific
objectives:
a. To identify the causes of employee dissatisfaction in KATH.
b. To determine the consequence of employee dissatisfaction in KATH.
c.
To find out ways of preventing and managing employee dissatisfaction in
KATH.
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d.
To examine why employees resort to strike as a tool for resolving their
dissatisfaction at KATH
e.
To make appropriate recommendations on how employees can resolve their
dissatisfaction
1.3 Research questions
The following research questions were addressed:
a. What are the causes of employee dissatisfaction in KATH?
b. What are the consequences of employee dissatisfaction in KATH?
c. What are the ways of preventing and managing employee dissatisfaction in
KATH?
d. Why do employees resort to the use of strike as a tool for resolving their
dissatisfaction in
KATH?
1.4 Significance of the Study
Giving the ongoing nationwide discussion on the employee strike actions rate in the
health sector, the research will give readers and especially stakeholders insight on the
factors that contribute to employee strike action in the health sector. Observing KATH
and its critical problems with regard to employee strike action thus led the researcher to
develop this specific study. There exists typical statements when dealing with employee
strike action problem in the health sector. Despite the growth in the health sector in
many countries, studies on health workers dissatisfactions are often neglected.
8
The study will serve as a springboard for further research on the health industry as it will
uncover problems and issues found in other sectors of the industry that may need
immediate attention. It will be useful to the government since the study will bring to
bare problems faced by health workers and their views at the health sector which will
help the government in formulating policies and regulations that will bring about
efficiency at the workplace, help improve the working conditions of employees found in
the health sector.
It will be especially useful to human resource personnels and
management at the health sector, KATH to be precise to review and effect changes to
the conditions of service to help retain staff and reduce the rate of job strike action.
Also, the study will be useful to workers in general at KATH to curb the negative
perceptions they have about the job and create a positive attitude towards the job. To
educate them on the variables that brings about the intent to go on strike and suggest
ways to solve them upon it happening. The findings and recommendations of this study
will be of immense benefit to further studies in the area of management and employers
way of handling employees dissatisfactions.
It will also be useful to the field of academia as it will augment existing knowledge on
the continued strike action rate in the health service in the country.
1.5 Brief methodology
Data on the study were obtained from primary and secondary sources. Primary data
were collected by administrating structured questionnaires, and conducting in-depth
face-to-face interviews. In conducting the interviews purposive sampling was used for
9
the selection of respondents, so as to obtain proper information for the study. Secondary
data were gathered from some published articles on the study.
The questionnaires were designed to ascertain employees’ perception (dissatisfaction),
and employees’ views on the current job dissatisfactions at KATH. The responses were
measured with a five point Likert scale rating, where strongly agree = 4; agree = 3;
Strongly Disagree =2; Disagree =1; and unsure=0.
A sample size of 200 was selected from staff of KATH. A pilot testing was conducted to
streamline and know how to structure the questionnaire. A random sampling technique
was used to select staff of KATH. Statistical package for Social scientists(SPSS) were
employed in the presentation and analysis of results.
1.6 Scope of the Study
This study was limited to KATH which forms part of the 184 hospitals in Ghana(Ghana
Health Service Annual Report,2013). The study
focused on causes, consequences,
management of employee dissatisfaction, as well as the adoption of strike as a tool for
resolving employee dissatisfaction KATH. The study also looked at the various
department and the work they perform and compared to their motivation and reward
system at the hospital. Population for the study was the entire staff of KATH. However,
purposive sampling was used in selecting respondents due to the fact that every
department had to be represented.
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1.7 Limitations of the Study
This research experienced limitations in the areas of limited information, limited time
period for conducting the research and financial constraints. There were limitations for
secondary data as much study has not been done on the subject matter and due to lack of
records of transactions carried out in KATH. The above limitations, however, do not
render the findings of this research non-reliable and replicable since the researcher
carefully managed these limitations to make sure the research objectives were achieved.
1.8 Organization of the Study
The study has been organized into five main chapters. Chapter one commences with
the introduction which includes the background of the study, statement of the problem,
objectives of the study, research questions, significance of the study, brief methodology,
scope of the study, limitations of the study and the organization of the study. Chapter
two deals with review of all the accessible literature on the subject and various
subheadings. Chapter three is made up of methodology and the organizational profile of
KATH. It also comprises of research design, sampling methods for data collection, and
other research techniques relevant for the study. Chapter four lays emphasis on the data
analysis, findings and discussions, with their various subheadings. Chapter five provides
the summary of findings, conclusions, and appropriate recommendations based on the
research findings.
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
It is widely accepted by organizational theorists that manpower is one of the most
important assets of an organization because things get done through employees. In other
words, the success of an organization in realizing its objectives heavily depends on the
satisfaction of its employees. Therefore, it is important to focus on the factors affecting
the performance of the employees (Ivancevich and Matteson, 1988).
All organizations, whether public or private, need satisfied employees to be effective
and efficient in their functioning, in addition to the other factors. Employees who are
satisfied to work energetically and creatively toward the accomplishment of
organizational goals are one of the most important inputs to organizational success.
Consequently, the challenge for organizations is to ensure that their employees are
highly satisfied and this can avoid strike in most organisations. It is known that public
employees’ satisfaction levels in Ghana are generally low compared to private sector
employees (Andoh, 2012). This chapter reviews literature relevant to this study. The
first part of the chapter begins with definition of strike, a review of literature on strike. It
follows closely with employee job satisfaction.
2.1 Definition of Strike?
Boulding(1963) defines a strike· as an overt withholding of labour on the part of the
work-group. When tension between work group and an employer reaches some limit of
toleration, overt conflict breaks out, usually in the form of a strike. The strike is not only
12
a rational economic phenomenon, it is in part a release of tensions and anxieties, but it is
also a drama, something that brings excitement and a sense of high. purpose into
otherwise humdrum lives. The labour movement appeals to the heroic as well as to the
economic man" ( Boulding, 1963:Pp 120-125).
The essence of the strike lies in the of human beings acting together; it involves groups
their relationships between and among each other, it requires planning and organisation,
the strategy, and tactics of collective action; it involves the forging of new forms. It is
not merely a cessation of work in pursuit of an economic goal; it represents an instance
of social conflict in the form of a corporate refusal to participate in the previously,
accepted social institutions. From its collective nature, the strike derives its power of
coercion and the motives upon which it rests(Warner et al,1992).
According to Karsh(2001), strike can be described as a situation whereby a group of
employees conduct a work stoppage. Thus a work stoppage caused by the mass refusal
of employees to work. It usually involves a collective withdrawal of labour employees.
Under such action, employees refuse to perform all work, and just selected duties. Strike
may be used by employees when issues of their dissatisfaction are ignored by
management of an organization. The common purpose of strike is to pressurize
management within an organization to address issues causing employee dissatisfaction.
Strikes can be assembled by a union organizer, or by an informal group of employees
united for a common cause(Karsh, 2001:243).
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2.2 Types of Strike
There are different ways of strikes that an employee can adopt when issues of
dissatisfaction are not addressed, and a decision is made to embark on a strike
(Coleman, 1993). Some of the common forms of strike are outlined as follows:
2.3.1 General Strike
According to Coleman(1993), general strike is a strike action in which a substantial
proportion of the total labour force in a city or, region or country participates. General
strikes are characterized by the participation of employees from a multitude of
workplaces, and tend to involve entire communities. Thus a general strike can be
described as a strike action by a critical mass of labour force in a community, city,
region or country, irrespective of their union affiliation. This form of strike action is
intended to mount excessive pressure on the stakeholders within the industry concerned.
A general strike may be an extension of a sympathetic strike to express generalized
grievances of employees. Sympathetic strike is seen as a small scale version of a general
strike, and involves a group of workers refusing to cross a picket line established by
another as a means of supporting the striking workers.
2.3.2 Work Bans
Work bans as its name implies, involves employees refusing to do certain types of work
or refusing to work with particular management, employees, or other third parties. Work
may also involve a ban on overtime (Coleman1993:p45). It is favorable for collectively
organized employees as they are theoretically still at work and getting paid, however the
action can still have an adverse impact on an organizations business. An example of
14
work ban is where employees refuse to train new employees who have been brought to
do the same job, but on different conditions.
2.3.3 Sit-down Strike
Karsh (2001) conclude in his journal on strike that a sit-down strike is where employees
do not absent themselves from their workplace on strike. They maintain control over
production facilities but do not work. Thus employees show up at their place of
employment, but refuse to work and refuse to leave, which makes it very difficult for an
organization to replace the dissatisfied
employees. Sit-down strikes have been
employed mainly by many factory workers. A sit-down strike is also known as ‘pen
down’ or ‘tool down’ strike.
2.3.4 Slow-down strike
This is a form of strike where employees remain on their jobs, and do not stop work, but
restrict the rate of output in an organized manner, by adopting go slow tactics to put
pressure on the organization. Thus all employees continue coming to work on time, and
they continue to perform their jobs, but they work more slowly. This may imply that
they start doing everything “by the book”, following every guideline and performing
every safety check to the point that their work slows down. The resulting drop in
production hurts the employer. However employees may not break any rules in doing
so. A slow-down strike can also be referred to as partial strike(Karsh 2001).
2.3.5 Sick-out (or sick-in)
This is a form of strike where all or a significant number of employees call in sick on the
same day. They do so without breaking any rules, because they just make use of their
15
sick leave that is allotted them on the same day. This absence of the entire work force
provides an organization with the indication of the consequences it may face if such an
action should continue for a long time( Karsh 2001).
2.3.6 Wild cat Strikes
This is a form of strike undertaken by employees without the authority and consent of
unions. Thus employees proceed on strike without a formal union authorization, and non
compliance of union directives(Karsh 2001:45).
2.3.7 Economic Strikes
This is a type of strike, where employees stop their work to enforce their economic
demands such as wages and bonus. Thus it is intended to resolve a “bargaining
impasse”, and can only occur in connection with contract negotiations. With this type of
strike, employees asks for increase in wages, allowances like travelling allowance,
house rent allowance, dearness allowance, bonus and other facilities such as increase in
privilege leave and causal leave.
2.3.8 Picketing
Picketing usually occurs in conjunction with a strike action. It involves the physical
presence of striking employees outside a workplace, to prevent or dissuade other
employees from working in their place, entering an organization or conducting business
with an organization. A picket line is very intimidating and is often used as a tactic to
add more weight to ongoing strike actions. Picketing is only lawful when it is carried out
by employees at or near their workplace for the purpose of peacefully obtaining or
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communicating information or peacefully persuading other employees to work or not to
work.
2.3 Reasons for Strike
Coleman(1993:232), said the reasons for strike may be due to issues concerning
employee dissatisfaction as discussed above or generally due the following:
i. Dissatisfaction with organization policy
ii. Salary and incentive problems
ii. Increment not up to the mark
iii. Wrongful discharge or dismissal of employees
iv. Withdrawal of any concession or privilege
v. Retrenchment of workmen and closure of an organization.
vi. Hours of work and rest intervals
vii. Bonus, profit sharing , provident fund and gratuity
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2.4 Methods Adopted by Organizations to Deal with Strikes
Lawrence Coleman(1997) argued on the various measures that are adopted by
organizations and its management to counter strike actions may include:
i. Lockout
Unlike the forms of strike discussed above, a lockout is a measure adopted by
employers, and is seen as management’s equivalent of a strike. A lockout occurs when
an employer closes a worksite or premises and refuses entry to employees to work. A
lockout is an employer’s response to employees strike, or to compel an employee to
accept particular terms or conditions of employment. A lockout does not terminate an
employee’s contract of employment and as such continuity of employment is not
affected.
ii. Strike Preparation
This involves an organization increasing inventories prior to a strike. If strike is not
widespread, other employees may be called upon to take the place of employees on
strike. This entails an advanced training of such employees, as a measure of strike
preparation. If an organization has many branches, it may also deploy such employees to
meet the needs of reduced staff. This measure is undertaken by organizations to help
offset the losses which the strike would cause.
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iii. Union Busting
This is a measure by an organization to dismiss union members participating in a strike.
It involves the firing of union members who are striking, resulting in the elimination of a
union.
iv. No Work as directed, No pay
This where an employer is entitled by common law to refuse payment to employees if
employees refuse to perform the work they contracted or directed to perform. The
concept o ‘no work as directed, no pay’ is generally applicable to agreement employees
as well as employees working under common law contracts and other contracts that may
be regulated by legislation. Organizations adopt a ‘no work as directed, no pay’ tactic in
response to employee actions such as work bans or slow down.
v. Violence
This involves the use of force to end or halt strike actions by employees. Thus an
attempt to break union strikes by force. It may involve the use of security
agents/agencies to accomplish such tasks. This ends up in confrontations between
striking employees and such agents/agencies, which sometimes may lead to injuries or
death to either party.
2.5 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
19
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 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.
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
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“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.
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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 them.
Complaints by employees regarding salary, benefits, working hours, working
conditions, etc. Management should never treat such complaints lightly.
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 (Farrell &
Rusbult, 1992).
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
emotions that energize employees to think about and search for an alternative
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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. 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.
Voice refers to any attempt to change, rather than escape from, the dissatisfying
situation. Thus, voice can be described as, how employees are able to communicate their
opinions of work activities, and whether they have a say in decision making issues
within an organization. Hirshman defined voice as “any attempt at all to change, rather
than to escape, from an objectionable state of affairs” (1970:30).Voice can be in a form
of constructive response, such as recommending ways for management to improve the
situation, or it can be more confrontational, such as by filing formal grievances. In the
extreme, some employees might engage in counterproductive behaviors, and strikes to
get attention, and force changes within an organization. Also voice within an
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organization can be communicated in other alternative ways. For instance, the presence
of a union can function to unite the needs and wants of employees within the bargaining
unit. Employees can also serve as their own voice when no union is present by speaking
directly to their employer via open-door policies, grievance procedures and suggestion
boxes. In cases where employees hire lawyers to file class action suits against their
employer for differences regarding pay, dismissal or harassment; the lawyer functions as
the employee voice (O’Toole, 2006).
A multidimensional construct of employee voice was proposed by Van Dyne, Ang, and
Botero (2003) that is based on employee motives. They differentiate between three
different kinds of voice: acquiescent voice, defensive voice, and pro-social voice, which
differ according to whether an employee is passive or proactive, or whether their
behaviors are self-protected or not (Van Dyne et al., 2003). In essence, pro-social voice
is other-oriented (not intended to benefit the self) behavior based on cooperation and
suggestion for change, defensive voice is self-protective and based on fear (e.g. when
employees engage in self-defensive behavior such as blaming others), and acquiescent
voice is disengaged and based on resignation (e.g. automatically supporting
management proposals due to the belief that one is unable to make a difference) (Van
Dyne et al., 2003). As indicated from these definitions, pro-social voice is the most
consistent with Hirschman’s concept of voice. Current research shows that the
opportunity for voice is closely linked to organizational commitment, especially when
positive relationships exist between an employee/line-manager, and also when there is
trust in senior management (Farndale, van Ruiten, Kelliher, & Hope-Hailey, 2011).
Farndale et al. (2011) suggested that when employees perceive themselves to have an
24
impact on organizational decisions; they show higher levels of organizational
commitment. Another scenario of updated research on voice comes from the work of
Avery, McKay, Wilson, Volpone and Killham (2011). They examine the effect of tenure
on employee voice. Avery et al. (2011) suggest that employee voice diminishes with
tenure, but is particularly important for employees with less tenure.
Choosing any of the above ways largely depends on many factors such as: situational
factors, and personal factors. These factors comprise of: employment prospects, culture
in the organization, relationship with management, ones responsibility, or consequence
of positive or negative behaviors.
2.6 Causes of Employee Dissatisfaction.
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 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. Some of the main causes of employee dissatisfaction are discussed as follows:
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i. Stress
Stress is considered as one of main causes of employee dissatisfaction. Branham (2005)
indicates that, “it seems clear that one quarter to one half of all workers [employees] are
feeling some level of dysfunction due to stress, which is undoubtedly causing a negative
impact on their [employees] productivity, and the probability that they will stay with
their employer’s”. The problem of stress as a cause of dissatisfaction among employees
relates to the basic human nature that, if you are not doing something you enjoy,
chances are you are going to feel dissatisfied, and even little things will make you feel
stressed out, unhappy, and dissatisfied. Stress can have many causes, including when
companies cannot, or will not, supply the equipment necessary to produce or carryout
work efficiently while on the job. This produces higher stress levels, because these
workers are required to perform at certain rates, yet they are unable to do so. This results
in lower productivity, higher turnover, and sometimes strikes, because quotas cannot be
met by employees. The assurance and knowledge that management is able to provide the
equipment relevant for their work, is critical to employees trusting the intentions of their
employer.
Another source of stress which is the now usual practice of employers is the attempt to
cut costs by eliminating positions and delegating excessive workloads among limited
employees. The outcome of such practice is that, tasks will not be performed effectively
or efficiently, because employees become more bothered with having an overbearing
workload. For this reason, the efforts of these employees fail to reach their own, or their
employers’, standards. These actions and employee responses to them, leads to
employees attempting to finish incomplete work assignments during personal time, such
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as lunch breaks, in an effort to keep their jobs (Branham, 2005). When a company
expects their employees to perform outside normal working hours, it takes away
employees relaxation time. Personal time is imperative in maintaining relationships,
personal wellbeing, and sanity. The extra strain of needing to finish enormous amounts
of work in order to keep their job dramatically increases employee anxiety. Employees
that struggle to finish their tasks become less likely to attempt advancement, and more
likely to begin the search for a new job elsewhere, or adopt other alternatives such as the
use strike to remedy the situation. Then also, employees who do not attempt at all to
complete any of the assignments are subsequently terminated. The termination of some
employees causes stress to the remaining employees, and consequently breeds
dissatisfaction. Those remaining begin to wonder whether they are going to be the next
people “on the chopping block”. Such excessive strain can have harmful effects on
employees.
Again, employers that are untrustworthy are a burden to their employees and may cause
stress. Distrust can result from several situations (Branham, 2005). Harassment, in any
form, may cause a new level of stress for the employee. It becomes unbearably difficult
to do a respectable job at work when one is consistently faced with an uncomfortable
working environment. This anxiety arises from trying to avoid troublesome
confrontations and situations. Employees may agonize about the undue consequences
they would face if complaints of harassment were to be reported, as well as the
repercussions of not reporting it.
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ii. Workplace Structure and Cultural Issues
Another cause of employee dissatisfaction is workplace structure and cultural issues.
This can be generalized as workplace politics. Workplace politics is a broad concept,
which can be defined as the “activities that are not required as part of the organization,
but that influence the distribution of advantages, and disadvantages within the
organization” (Robbins et al, 2007:477). Workplace politics tends to affect teamwork
and staff morale (Robbins et al, 2007:276, Kotter, 1992:148), and employees may
become aware of work place politics through socialization. Workplace politics may
involve a group of employees teaming up against other employees with different
preferences. Employees outside of such groups are often frustrated and intimidated, and
this consequently leads to their resignation (Shallcross, Ramsay & Barker, 2010:27,
Bendix, 1996:579) or the use of alternative measures such as strike to protest against
such discrimination.
Members of groups that engage in workplace politics often get the rewards of being
protected by their affiliated group members, and may be promoted in certain cases
(Holtzhausen, 2007:288). Normally employees who practice workplace politics comply
with workplace deliverables, and labour policies, and their elusive discriminatory
behavior undermines other employees. Therefore it becomes impossible for
management to dismiss them or discipline them, because their activities are not workrelated or in contrast to workplace policies. In the event of such group members being
appointed as part of management, or rewarded for playing workplace politics, they
become bureaucratic and authoritarian, monitor employees task closely, do not trust
employees to work on their own, and subsequently isolate [non-affiliated] employees, in
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order to protect their positions (Watson, 2008 Lewis & Cooper, 2005:65, Townsend,
2007:70). Employees who are maligned in such situations adopt several measures to get
equal to with those in management engaged in workplace politics. They act to be
submissive, but eventually sabotage them (Watson, 2008: 307 &311).
iii. Appointment and recruitment issues
When management isolates older and experienced employees, and hires younger and
less costly employees, it leads to employee dissatisfaction. Isolation in this sense is an
aspect of alienation which is used to implement a recruitment strategy in which older
and more experienced employees are not appointed (Webster, 2007: 7). When
employees are isolated, they view management as untrustworthy and bureaucratic, and
are dissatisfied when they have to work under such management, that makes them feel
worthless. A management of such nature is regarded as unkind, ruthless, and
unapproachable (Coleman, 2007: 227). The
effect of such management is that
employees suffer disgruntlement and low morale ( Bews & Uys, 2002: 22, Yulk, 2002:
149, Dannhauser, 2007: 100), and are not committed to their work , because they feel
powerless , oppressed, and isolated ( Webster, 2007: 05, Kemp, 1992: 10-11, Vos,
2002: 785).
Another dimension of appointment and recruitment is rivalry among employees, on
matters relating to disparities in salary. This has been identified as a cause of employee
dissatisfaction. In an explicit scenario regarding an accounting firm in the USA, it was
found that employees in a department were dissatisfied, when became aware that they
were paid the same as employees in another department whose work, they believed, was
not as important as theirs. Dissatisfaction among co-workers implies that employee
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dissatisfaction is not always vertical (between employees and management), but also
horizontal (amongst employee). Rivalry may also occur when newly appointed
employees are paid higher than isolated existing employees with equal qualification, and
much experience.
iv. Lack of Communication and Non Recognition
Communication is very critical in running an organization. Lack of communication
within an organization is a major cause of employee dissatisfaction. This is attributed to
management that is separated and does not know how to relate with their employees on
a personal or professional level (Branham, 2005). Bad communication makes employees
feel disassociated from an organization, and they to perform at lower levels. Such
situations make employees unsure of their position within the organization, and wonders
what their purpose is within the organization. Without communication is becomes
difficult for employees to progress in their efficiency, relay their grievances, and get
appropriate feedback from management.
Also employees want to realize that their employers recognize their achievements in the
organization. They feel the need to be appreciated, as employees and people (Branham,
2005). Organizations and management however, are usually concerned with production
and revenue, rather than with their own employees. In such instance employees are
rarely praised for the quality of their performance. Also, where performance appraisals
are conducted within an organization, the results provided may not be fair, due the nonrecognition of employee’s performances by management. This intimidates employees,
and eventually leaves employees feeling uncomfortable, and dissatisfied, rather than
being encouraged to achieve more.
30
Another dimension of non-recognition and lack of communication is where management
takes the ideas and grievances of employees lightly. This leaves employees feeling
abandoned, and unworthy within an organization, and may subsequently adopt measures
such strike to voice out their dissatisfaction.
v. Inadequate Compensation and Lack of Opportunity to Grow
The failure of management to sufficiently compensate employees and provide
opportunities for growth, may ultimately lead to employee dissatisfaction. An
organization that opts to under-compensate their employees, are of the view that,
employees will still have to work hard, as they may not have viable opportunities and
alternatives. The absence of adequate compensation for outstanding performance, and
undertaking risky tasks, eventually results in dissatisfaction among employees. This is
because employees will have a feeling that they are not fairly compensated for the
amount work they undertake, and may resort to strike as a measure of rectifying their
dissatisfaction.
As a further matter, the lack of opportunities to grow within an organization brings
about employee dissatisfaction. Certain barriers within an organization may prevent
employees from reaching their full potential (Branham, 2005). Such barriers may relate
to discrimination, favoritism, or organization policies requiring recruitment from outside
sources, instead of the development of existing employees. The practice of denying
existing and experienced employees opportunities to develop themselves is in contrast to
the “lifelong learning” principle (Webster & Leger, 1992: 55), and the global
commitment to having knowledgeable or educated employees (Egan, Yang & Bartlett,
2004:281, Willcocks & Mason, 1987: 53). Organizations that do not provide sufficient
31
training and development opportunities for its employees, often bears serious
consequences. Options for employees who are dissatisfied may be to embark on a strike,
or ultimately leave the organization. This brings about the organization losing out on
employees that are dedicated and knowledgeable in their fields, who otherwise
presented with opportunities to grow, and develop, would prefer to stay, or not engage
in actions, such as strike.
vi. Absence of motivation
The absence of motivation, subsequently leads to employee dissatisfaction. It is
considered as a prominent cause of employee dissatisfaction, and covers aspects of the
already discussed causes of employee dissatisfaction. Gredler and Garrison (2004)
broadly defined motivation as “the attribute that moves us [employees] to do or not do
something”. Motivation can be extrinsic: where things are done to or for employees to
motivate them, or intrinsic: where motivation is derived from the work itself. The
Maslow’s theory of motivation can be used to describe motivation as a cause of
employee dissatisfaction as follows:
Maslow (1954) developed a motivational theory based on a hierarchy of needs. He
stated that employee dissatisfaction may occur if:
a. Their physiological needs, such as food and shelter are not met.
b. Their safety needs are not met (they feel insecure and unprotected).
c. Their belongingness and love needs are replaced with loneliness, isolation, and
rejection.
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d. Their esteem needs of worth, strength and achievement are not met (they feel
unworthy)
e. Their self- actualization needs for doing what fulfils them are not met.
2.7 Consequences of Employee Dissatisfaction.
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.
Whiles an organizations philosophy, mission, and values are fundamental to its success,
its human capital stands as its most valuable asset. Consequences of employee
dissatisfaction may be varied and could render an organization uncompetitive if they are
not addressed and managed properly. Research shows that dissatisfied employees are
frequently absent from work, and their workplace productivity is poor (Nurullah, 2010:
10). Employees have control of many things in an organization, whether they are
production, or customer service representatives, and they determine the fate reputation,
and quality of an organization. Further details of the consequences of employee
dissatisfaction are discussed below:
2.8.1 Reduction in Customer Retention and Loyalty
Customer retention and loyalty declines drastically when employees are dissatisfied.
This is because unsatisfied employees are not excited about performing their duties and
roles in ensuring customer retention and loyalty. They neglect the care of customers and
do not interact positively with customers as they should. This leaves customers with a
negative impression about an organization, and subsequently leads to customers shifting
33
to competitors who can meet their needs and interact with them better. An often used
business tenet is that happy or satisfied employees equals happy customers, hence in the
event where employees are dissatisfied it automatically renders customers unhappy. An
organization may not only experience a fall in customer retention, but also end up losing
prospective customers due to issues of employee dissatisfaction and poor customer care,
thereby affecting the continuity and survival of the organization.
2.8.2 Low Workforce Productivity
Another consequence of employee dissatisfaction is low workforce productivity.
Dissatisfied employees may spend time less time focusing on their duties, and rather
spend more time on unproductive activities such as lengthy conversations on the phone
with friends and family, chatting with co-workers during working hours, playing games,
or spending time on social networks. This situation relates to the basic human nature
that, when one is dissatisfied, they tend not to focus well and do not pay attention to
their assigned tasks, as in the case of employees who are dissatisfied. They may find
hundreds of other things to do, whiles they ignore the work they are required to do. The
implication of such attitudes is that there is a reduction in workforce productivity, and
organizations with low workforce productivity are likely to experience loss of profits
and low revenues.
2.8.3 Loss of Business Reputation
Employees are deemed as the face of an organization, which implies that an
organizations business reputation largely depends on its employees. Issues relating to
employee satisfaction affect the way an organization is viewed by competitors,
customers, clients, and other relevant stakeholders. Employee dissatisfaction impacts an
34
organizations ability to reach certain markets as well as an organizations ability to
attract prospective employees who may want to work with the organization. The loss of
business reputation often has a tremendous effect on an organizations success.
2.8.4 High Employee Turnover
Turnover analyses reveal that, employee dissatisfaction is the cause for poor output by
employees, the decision to resign or engage in other measures such as strike.
Overwhelmed with resolving their dissatisfaction, employees may slip into patterns of
poor performances, and undesirable activities at the workplace. Turnover is usually
costly and has multiple effects on the operations of an organization. As turnover rates
increases within an organization, dissatisfaction eventually spreads throughout an
organization, prompting the entire workforce to quit an organization. Industries such as
food services suffer the most from high turnover rates.
2.8.5 Poor Overall Morale
Employee dissatisfaction 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.
2.9 Ways of Preventing and Managing of Employee Dissatisfaction.
In order to reduce the effects of the mentioned causes of employee dissatisfaction, there
is a need for management/ managers to respond differently by adopting different
35
management practices (Jenkins & Solomons, 1989: 11). The effects of employee
dissatisfaction may range from mild to severe, hence the need for organizations to
manage and prevent issues concerning employee dissatisfaction. Where issues of
employee dissatisfaction are not given the needed attention, an organization may
experience large scale consequences ranging from loss of profit, low workforce
productivity, high employee turnover, as already stated. The primary focus of
management must involve a strong dedication to developing strategies that will maintain
a commitment to strong employee relationships, by resolving employee dissatisfaction.
Today’s business world relies on a few different things to remain successful and
competitive. Most important are its customers and employees. In regard of this it is
imperative for management to resolve employee dissatisfaction so as to promote a
healthy and ethical atmosphere within an organization.
Addressing issues of employee dissatisfaction requires constant communication, a
personable attitude, and the ability to empower and motivate. Some of the measures that
can be used to manage and prevent employee dissatisfaction are discussed as follows:
2.9.1 Good Communication
Management must learn to communicate better with employees at all levels. Connection
to an organization gives employees a better feeling of belonging and worth. To
understand why employees are dissatisfied and how to remedy the problem there is a
need for constant and better communication between employees and management.
Management must also to listen to the concerns and grievances of employees, causing
their dissatisfaction. Good communication with employee’s shows that an organization
appreciates their needs, and issues that affects them. As part of good communication
36
management needs to convey a good understanding of an organization’s mission, goals,
and also clarify their expectations of employees. Employees feel involved and perform
better when they know exactly what is expected of them. The Psychologically Healthy
Workplace Program states that good communication between management and
employees enables management to understand what employees need, and allows them to
create a plan to meet such needs. Communication as discussed involves both talking and
listening, but not just taking the reins and trying to fix the problem without the
involvement of employees. A good management listens to issues related with employee
dissatisfaction, takes time hear and understand them, then implements a solution, which
involves employees.
2.9.2 Promotion and Career Development/Growth
Promotion is deemed as a significant achievement to an employee. It comes with
increased benefits, responsibility, independence and status. Promotion can thus be an
effective tool in resolving employee dissatisfaction. Also there is a need for an
organization to provide opportunities for career development and growth for its
employees. Remaining stagnant in an organization without growth and career
development becomes burden to employees leaving them dissatisfied. Providing
employees with opportunities such as assigning them to new projects, and advancement
training programs, makes them creative and skilled in new areas. It also broadens their
knowledge, turns them into valuable organizational assets. Promotion, career
development, and growth must be on the basis of equal opportunities (irrespective of
male or female, old or young), detailed training programs, and the opportunity for use of
skills and abilities( Macleod and Clarke 2009).
37
2.9.3 Fair Compensation and Benefit/Rewards
Policies concerning compensation benefit and rewards are very effective ways of
preventing and managing employee dissatisfaction. Making a connection between
money [rewards] and performance is very critical in resolving employee dissatisfaction,
as it makes employees more productive, and willing to go the extra mile (Timpe, 1986).
Also rewards reignite an employee’s fire and determination, and maintain high morale
within an organization. Policies of compensation, benefits and rewards must be one that
is thorough and encompass different kinds of reward including both monetary and nonmonetary. This approach must also involve employees provided with competitive salary
packages that are at par with fellow employees outside of their organization, but in the
same industry or a similar industry. Policies of compensation benefit and rewards must
address employee dissatisfaction on: wages and salaries, as well as rewards and
penalties.
2.9.4 Enhanced Working Environment and Conditions
Issues of employee dissatisfaction may arise in an organization when the working
environment and conditions are poor. Poor working environment and conditions brings
out fear of bad health, hazards, and accidents in employees. An enhanced and improved
working environment and conditions, provides employees with a feeling of safety,
comfort, and motivation, thereby resolving employee dissatisfaction on issues
concerning their working environment and conditions. A comfortable working
environment makes employees more comfortable. In addressing employees, the issues
that need to be considered may include: tools and equipment used, working methods,
neat and clean office place, rest and washrooms (David Guest 2009).
38
Guaranteed Job Security
Employee dissatisfaction may occur when the assurance of job security is low(David
Guest, 2009). Low job security means that employees can be relived from their posts
without proper justification, or as when the organization feels so, and employees are
guaranteed of their future within an organization. In resolving issues of dissatisfaction
relating to job security, employees must be assured that they will keep the jobs. By so
doing employees are doing employees are able to take their minds off the issue of job
insecurity, increase their output, and work performance. This results in the success of
the organization. Addressing employee dissatisfaction on issues relating to job security
must touch on: accessible or reasonable targets, and also leaves.
Recognition of employee Performance
David Guest (2009) said employee dissatisfaction can also be resolved through the
recognition of employee performance. This may be done by making taking notice of
employee achievements, making them aware and, showing appreciation for their
achievements. When employees realize that their outstanding performances are
recognized, they tend to put in much than they did previously, and go beyond their
performances that won them such recognition. This brings about a boost in productivity
and a drive to achieve excellence.
Employee Engagement
Another way of resolving employee dissatisfaction may through employee engagement.
Employee engagement builds a strong attachment between an organization and its
employees, thereby resolving tendencies of dissatisfaction. Macleod and Clarke (2009)
defined engagement as “a workplace approach designed to ensure that employees are
39
committed to their organization’s goals and values, motivated to contribute to
organizational success, and are able at the same time to enhance their own sense of wellbeing. David Guest (2009) suggested that employee engagement will be manifested in
positive attitudes (organizational commitment, identification with the organization, and
job satisfaction), and behavior (low turnover and absence and high citizenship behavior)
on the part of employees; and evidence of perceptions of trust, fairness and a positive
exchange within a psychological contract where two-way promises and commitment are
fulfilled. Aside the mentioned, employee engagement also helps in maximizing
discretionary efforts, taking initiative, wanting to develop, or aligning actions with
organizational needs.
Other broad approaches to resolving employee dissatisfaction may be:
Address the Situation
When issues of employee dissatisfaction arises the best approach by management,
should be to take not of such issues and not ignore them. It’s become a time-honored
tradition for management/managers to ignore issues of employee dissatisfaction.
Avoiding such issues does not make it go away; rather it would be prudent if
management identify ways to raise such issues at staff meetings( Macleod and
Clarke,2009). A blunt approach as asking what is wrong may not work, as employees
are not likely to open up. Management must make it safe for employees to voice out
their issues causing their dissatisfaction.
Encourage Alternatives
40
According to Macleod and Clarke (2009), this requires finding ways to improve
situations that arise from employee dissatisfaction. Under this approach management
must allow employees to come out with alternatives they deem best. Thus employees
must be urged to bring on board ideas for improving issues concerning their
dissatisfaction, how they can be implemented.
2.8 Why Workers Resort to Strike As a Means of Resolving Dissatisfaction
A strike teaches workers to understand what the strength of the employers and what the
strength of the workers consist in: it teaches them not to think of their own employers
alone and not of their own immediate workmates alone, but of all the employers, the
whole class of capitalists and the whole class of workers.
A strike, moreover, opens the eyes of the workers to the nature, not only of the
capitalists, but of government and the laws as well.... Strikes, therefore, teach the
workers to unite; they show them that they can struggle against the capitalist only when
they are united; strikes teach the workers to think of the whole working-class against the
whole class of factory owners and against the arbitrary police and government. This is
the reason that socialists call strikes' a school of war', a school in which the workers
learn to make war on their enemies for the liberation of the whole people, of all who
labour, from the yoke of government, officials and from the yoke of capital (V. 1. Lenin,
Collected Works , vol. IV (1960), pp. 315-17). Despite continuous attempts by the
South African ruling class to suppress and contain the forward movement of the African
working class, history has demonstrated the futility of their tactics. Since African
workers were first incorporated into the economy as a cheap labour force they have
41
waged industrial strikes and taken various forms of political action against their
objective exploitation.
The 1946 African Mine Workers' strike had so threatened the structure of the total
society and the profits of capital, that the state was forced to introduce further repressive
measures to curb the militancy of African workers. The Suppression of Communism Act
of 1950, designed in part to weaken the trade union movement, had robbed the working
class of 56 dedicated trade unionists, seventeen of them Africans. However, as already
shown, it was the Native Labour (Settlement of Disputes) Act of 1953, a vicious piece
of anti-worker legislation, which was specifically designed to crush the rising tide of
militancy among African workers and prevent the growth of African trade unions.
Despite the fact that this Act rendered all strikes by African workers illegal, the workers
continued to defy the legislation, never giving up their most vital weapon in the struggle
against the ruling class - the right to withdraw their collective labour-power.
African workers have never been passive victims of exploitation. There is no better
example of their refusal to acquiesce to the new legislation than the strikes which took
place in Durban, only months after the Act became law. On 8 July 1954, 340 African
workers at United Tobacco Company (UTC) took decisive strike action to achieve their
demands.
42
CHAPTER THREE
METHODOLOGY AND ORGANIZATIONAL PROFILE
3.0 Introduction
Methodology typically refers to the techniques that are used to conduct research. These
include data collection instruments such as questionnaires, interviews or observation as
well as sampling procedures and statistical techniques for organizing and interpreting
unstructured data (Bryman 2008). This chapter spells out the approach to the research. It
seeks to establish sound reasoning in linking the steps employed to answer the research
questions and to achieve the objectives of the research. It discusses the methods that
have been considered for this research study. This details the steps the author of this
research took in order to accomplish the study. The said steps then include the collating
procedure of the facts and figures that is required in the delivery and completion of the
research study. It also presents the manner in which these facts and figures were utilized
and combined in the study and at the same time, detail how the research study develop
and progress to answer the aims and objectives to be able to read the conclusion. It
examines the research design, the sampling techniques adopted, the data collection
instruments employed, an overview of the methods used in data analysis, issues of
confidentiality and a profile of the study area. The researcher finds it suitably
elaborative for achieving the research goals. Each step will be explained in terms of the
approach and justified in the light of methodology literature.
43
3.1 Research Design
According to Green and Tull (2000 p. 47) "A research design is the specification of
methods and procedures for acquiring the information needed. It is the over-all
operational pattern or framework of the project that stipulates what information is to be
collected from which source by what procedures." Research design is important as it
prepares proper framework within which the research work/activity will be actually
carried out.
As the research study intends to discover the general consensus of staff at KATH with
regard to causes of employee dissatisfaction and assess whether the use of strike is the
best approach to be used by employees in resolving their dissatisfaction at KATH, the
immediate research study methodology in mind is the descriptive research study design.
The purpose of using and considering the descriptive method is to explain and depict the
nature of the situation, as it takes place during the time of the research and to explore the
cause or causes of a particular situation.
Since quantitative study is based on causal inference and the use of standardized
measures to produce quantified data that can be statistically analyzed, quantitative data
were thus used for this study. Quantitative approach, thus, provided the means by which
data collected were converted into discrete units that were compared to other units by
using statistical analysis; an essential part of quantitative research.
3.2 Sources of data
Data for the study were gathered from both primary and secondary sources.
44
3.2.1 Primary Data
Primary data collection was basically used which involved the use of interviews,
discussions and structured questionnaires. Questionnaires were administered to staff and
management of KATH. These questionnaires contained questions with different themes
specific to addressing the research objectives and questions. The researcher performed a
pilot study to develop, adapt, or check the feasibility of techniques, to determine the
reliability of measures, and/or to calculate how big the final sample needs can be. The
pilot had the same sampling procedure and techniques as in the larger study. A pilot
testing was conducted to streamline the questionnaire. Furthermore, the researcher also
interviewed some personnel of KATH to get additional information.
3.2.2 Secondary Data
Secondary data are data collected by someone other than the user. Common sources of
secondary data for social science include censuses, organizational records and data
collected through qualitative methodologies or qualitative research. Secondary data were
gathered through a desk study on both published and unpublished materials. This
includes internet web pages, government policies and conditions of service and records
from the KATH.
3.3 The Population for the study
The target population for the study consisted of staff from the Administration, Finance
and Accounts Mortuary and Pathology, Surgery, Pediatrics, Maternity, Procurement and
Stores, Planning, Monitoring and Evaluation,Dental, Eye, Ear, Nose and Throat
(DEENT), Child Health, Laboratory and Diagnostics, Pharmacy, Nurses Anaesthesia
and Intensive Care Unit (ICU), Oncology, Out Patient, Polyclinic, Obstetrics &
45
Gynaecology, Accident and Emergency department. Records available at the Human
Resource Unit of KATH show that the Hospital has about 3,600 staff.
Table 3.1: Categories of staff
Number of board of directors(G/As and hospital executives)
10
Number of top management staff
70
Number of senior staff
815
Number of junior staff
2100
Number of labourers and security
605
Total number of staff
Source: KATH Human Resource Department (2014)
3600
Out of the 3600 staff of KATH, 1200 were males and 1400 were females.
3.4 Sampling procedures for data collection
There is no hope of making scientific statements about a population based on the
knowledge obtained from a sample, unless we are circumspect in choosing a sampling
method (Malhotra and Birks, 2006). Sampling is a key component of any investigation
and involves several considerations. The aim of most investigations is to obtain
information about a population. A census or sample of the population is taken for
analysis.
The sampling techniques used for this study was simple random sampling technique.
Simple random sampling technique was used to select staff and departmental
personnels. The sample size for the study was 200 employees. The selection of the
sample was based on chance selection and the readiness and availability of the
46
respondents. A total of 200 questionnaires were administered in order to ascertain the
perceptions regards to causes of employee dissatisfaction and assess whether the use of
strike is the best approach to be used by employees in resolving their dissatisfaction at
KATH. Table 3.2 indicates how the questionnaires were allocated to different sections
of the Hospital.
Table 3.2 Departments and Number of respondents
Department
Administration
Finance And Accounts
Mortuary and pathology
Surgery
Pediatrics
Maternity
Procurement and stores
Planning, monitoring and evaluation
Dental, Eye, Ear, Nose and Throat
(DEENT)
Child Health
Laboratory and Diagnostics
Pharmacy
Nurses Anaesthesia and Intensive Care Unit
(ICU)
Oncology
Out Patient
Polyclinic
Obstetrics & Gynaecology
Accident and Emergency department
Total
Source: Field Survey, April 2014
47
Population
20
45
35
60
25
150
25
15
30
No. of respondents
10
6
12
12
7
15
4
5
10
105
80
75
33
15
12
10
7
20
55
71
42
40
5
32
18
10
10
200
3.5 Data Collection Methods
There are a number of methods for data collection. These include interviews,
questionnaires, direct observation, participant observation and physical articrafts (Opoku
and Khan 2004). The researcher painstakingly considered a number of factors in
deciding which instruments or methods of data collection to be employed in the
research. Due to the fact that the research approach was fundamentally quantitative,
questionnaires served as the means of gathering the primary data.
3.5.1 Questionnaires
In this study, close-ended questions were used where respondents were asked to choose
from a fixed set of answers indicative of the causes of employee dissatisfaction and
assess whether the use of strike is the best approach to be used by employees in
resolving their dissatisfaction at KATH. The reason for using close-ended questions are
that the questions are easier and faster for respondents to answer and easier to compare,
code and analyse statistically by the researcher. Responses were measured with a fivepoint Likert scale rating, where strongly Agree = 4; Agree = 3; Strongly Disagree = 2;
Disagree = 1; and unsure = 0.
3.5.2 Interviews
Interviews have the highest response rate and allow longer set of questions and deeper
probe. In face-to-face interviews, researchers get additional insight to answers through
non-verbal cues. The main disadvantage of conducting interviews is cost.
In conducting this research, face-to-face interview was used to acquire information from
staff and directors of the KATH which took the form of a free-ranging conversation. It
48
afforded the opportunity to clear up misunderstandings immediately and asked follow
up questions for further insight thus providing a rich source of material.
3.6 Data Collection Process
Before data collection, the researcher visited KATH in order to be familiar with its
operations, build a rapport with the staff and explain the purpose of the study. Formal
interview sections were arranged at convenient periods with the respondents. To ensure
good response rate and clarify any question that might arise, the researcher endeavoured
to appeal to the respondents to fill and submit the questionnaire in the presence of the
researcher. It was part of the strategy to directly explain the questions to the respondents
before they fill in their responses. A few insisted on taking the questionnaire home and
returning them later or preferred to answer the questions for the author to enter the
responses. In the process, the researcher explained the questions to the respondents
taking care not to introduce any bias. The questions for the interviews took open ended
form to capture much relevant information as possible. From the researcher’s personal
experience and views of former writers who have conducted some research would-berespondents are less enthused when they are presented with lengthy questions compared
with short, typically brief. Responses were written down.
A pre-test of the
questionnaire preceded the main work. The purpose of the pre-test activity is to ensure
that the questionnaires are meaningful, easily understood and appropriate for the main
fieldwork. The activity enabled the researcher to become more familiar with items of the
questionnaires and prepare them accurately for the main work. Due to the complex
nature of designing the questionnaires, a pilot test was done to improve the question
order, filter questions and layout.
49
3.8 Methods of Data Analysis
Sullivan (2001) opined that data analysis can be the most challenging and interesting
aspect of research. It refers to deriving meaning from the data that had been collected in
a study. Data analysis assumes many forms. Quantitative data analysis involves the use
of statistical methods to assemble, classify, analyze and summarize the data to derive
meaning. As indicated earlier, the author conducted field research to collect data from
KATH using interviews and questionnaires. After the data collection, data reduction was
conducted to select, arrange, refine, focus and summarize the data for onward analysis.
The data collected was transformed into a form appropriate for manipulation and
analysis. The data gathered from the questionnaire was edited to ensure completeness,
consistency and accuracy. Data collected were analyzed through the use of Statistical
Package for Social Sciences (SPSS) software and Microsoft Excel. In analyzing the
data, tables and figures were used as analytical tools. Quantitative explanations were
made of quantitative data to give meaning to them as well as explain their implications.
From these, appropriate conclusions and recommendations were made from the findings
of the research.
3.9 Profile of KATH
Komfo Anokye Teaching Hospital (KATH) is located in Kumasi, the Regional Capital
of Ashanti region with a total projected population of 3,204,609 (1998).
The geographical location of the 1000-bed Komfo Anokye Teaching Hospital, the road
network of the country and commercial nature of Kumasi make the hospital accessible
to all the areas that share boundaries with Ashanti Region and others that are further
away. As such, referrals are received from all the northern regions (namely, Northern,
50
Upper East and Upper West Regions), Brong Ahafo, Central, Western, Eastern and parts
of the Volta Regions.
Historical Background
In the 1940s, there was a hospital located on the hill over-looking Bantama Township
designated African and European Hospitals. As their names implied, the African side
treated Africans while the European side treated Europeans. However, on some rare
occasions, high-ranking African government officials were given treatment in the
European section.
By 1952, the need to construct a new hospital to cater for the fast increasing population
in Kumasi and therefore Ashanti Region arose. The European Hospital was therefore
transferred to the Kwadaso Military Quarters to make way for the new project to begin.
In 1954/55 the new hospital complex was completed and named the Kumasi Central
Hospital. The name was later changed to the Komfo Anokye Hospital in honour and
memory of the powerful and legendary fetish priest, Komfo Anokye. The hospital
became a Teaching hospital in 1975 for the training of Medical Student in collaboration
with the School of Medical Sciences of the University of Science and Technology,
Kumasi.
The Directorate of Medicine was inaugurated on the 30th of October 2001 as a Clinical
Directorate of KATH.
The Directorate has made significant progress in enhancing its services. Diagnostic and
dialysis services have witnessed significant improvement.
51
An appointment system is now widely used at all the out-patient clinics.
The directorate provides specialist out-patient and in-patient services, first class medical
emergency services, training of undergraduate and postgraduate medical and nursing
professionals.
The directorate is actively involved in many local and international researches.
The impatient services involve all medical cases. The hospital has the following wards.
Ward C6 - Female Cardiac, respiratory and renal cases.
Ward D5 - Female Infectious disease, neurological, hematological, sickle cell,
autoimmune and other non common female conditions.
Ward D4 - Male Cardiac, respiratory and renal cases
Ward D4 ICU - Critical care and cardiac cases.
Ward D3 - Male Infectious disease, neurological, hematological, sickle cell,
autoimmune
Ward D1- Tuberculosis.
Psychiatry wards.
The Medical Directorate collaborations. The areas of collaboration include clinical
services, undergraduate and postgraduate teaching, research and exchange program. The
following are the institutions of collaboration:
Liverpool School of Tropical Medicine
52
St. Georges Hospital Medical School
University of Durham Medicine School
University of Utah School of Medicine
Imperial College, faculty of Medicine Department of Primary Care and Social Medicine.
Vision of the hospital
To become a medical centre of excellence offering Clinical and Non-Clinical services of
the highest quality standards comparable to any international standards', within 5 years.
Mission of the hospital
To provide quality services to meet the needs and expectations of all its clients. This will
be a
achieved through well-motivated and committed staff applying best practice and
innovation.
Governance. The Ghana Health Services and Teaching Hospitals Act 525, 1996
established autonomous Teaching Hospital Boards.
The hospital is governed by a Board made up of 4 Non-Executive members
(government appointees), 6 Executive members and the Dean of the School of Medical
Sciences. The hospital operates within the Ministry of Health broad Policy Framework.
The Chief Executive is in charge of the day to day management of the hospital.
53
54
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION
4.0 Introduction
The chapter captures the presentation, analysis and discussions of the data used in this
research work. The objective of the study is to
identify the causes of employee
dissatisfaction and assess whether the use of strike is the best approach to be used by
employees in resolving their dissatisfaction using KATH as the case study organization.
This chapter thus depicts the findings which seek to answer the research questions
against the background of the objectives of the study. The causes of employee
dissatisfaction, consequences of employee dissatisfaction, ways of preventing and
managing employees dissatisfaction and why employees resort to strike as a tool for
resolving their dissatisfaction are analysed and discussed in this chapter.
Data gathered from the field were analyzed using Statistical Package for Social Sciences
(SPSS) software and Microsoft excel spreadsheet (2010). The SPSS was used for data
transformation, running of cross tabulation, percentages and ratios while the Microsoft
excel was used for designing pie charts. The following outlines 190 responses received
from the 200 questionnaires administered.
4.1 Demograpic information of respondents
The demographic information of the respondents were analysed according to rank,
gender, age, qualification, functional area and length of service. The respondents that
participated in the study were all staff of KATH working at various departments.
55
4.1.1 Rank of respondents
Question A.1 required respondents to indicate their positions at KATH. Responses to
this question are presented in Table 4.1.1
Table 4.1.1 Rank of respondents
Rank
Director
Senior Administrative Officer
Assistant Director: Nursing Services
Junior Administrative Officer
Medical Doctor
Junior Professional Nurse
Senior Professional Nurse
Chief Professional Nurse
Procurement Officer
Finance Officer
Accountant
Human Resource Personnel
Security Officer
Cleaner
Frequency
3
6
4
9
24
61
23
12
4
4
6
2
7
4
Percentage
1.6
3.2
2.1
4.7
12.6
32.1
12.1
6.3
2.1
2.1
3.2
1.1
3.7
2.1
21
190
11.1
100
Others in different fields
Total
Source: Field Survey, July 2014
From Table 4.1.1, it could be observed that majority of the respondents were junior
professional nurses which comprises of 61(32.1%) of the respondents, followed by
Medical doctors of 23(12.6%), Senior Professional Nurses 23(12.1) and then those in
other different fields of 21(11.1%), Chief Professional Nurses of 12(6.3%) and Junior
56
Administrative Officers of 9(4.7%). There were 7(3.7%) security officers in the total
response rate, the rank of procurement officers, finance officers, cleaners and Assistant
director had the same response rate of 4 (2.1%), and only 3 Directors constituting 0.7%
of the response rate. There were 2 personnel officers also representing a response rate of
1.1%. The responses from the table indicate that majority of the respondents 61(32.1%)
were from the junior professional nurses. This was because the hospital is dominated by
more nurses than the other professionals in the hospital.
4.1.2 Sex of respondents
Question A.2 required respondents to indicate their sex. Responses to this question is
presented in figure 4.2.1 below.
sex of respondents
MALES
41%
FEMALES
59%
Figure 4.1.2 Sex of respondents
Source: Field Survey, June 2014
The figure above shows the result accrued from the field survey with respect to the sex
of the respondents. From the responses received, 78 (41%) of the respondents were
males whiles 112(59%) were females. It could therefore be presumed that more females
57
87(60%) than males 58(40%) participated in the field survey. This shows that KATH is
dominated by females and the inference gathered may also be attributed to the fact that
KATH is a teaching hospital and has more females than males.
4.1.3 Age of respondents
Responses about the age of respondents is presented in table 4.1.3 below
Table 4.1.3 Age of respondents
Age
Frequency
Percentage
20-29
60
31.6%
30-39
63
33.2%
40-49
35
18.4%
50-59
25
13.2%
60 and above
7
3.6%
190
100%
Total
Source: Field Survey, July 2014
As indicated in the above table, majority of the respondents in this study were those in
the 30-39 age group representing as much as 63(32.2%) of the total response rate. The
second highest was the 20-29 age group representing 60(31.6%), the third highest was
the 40-49 age group 35(18.4%), followed by 50-59 age group, representing 25(13.2%).
The age group, 60 and above had 7(3.6%) of which some were contract staff of the
hospital who were training the junior staff. From the ensuing results it can therefore be
concluded that the majority of the workforce participating in the study is fairly young,
ranging between the ages 30-39 years old. It is a clear indication that the hospital is
58
dominated by employees within the age group of 30-39 and 20-29 representing
63(33.2%) and 60(31.6%) respectively. This also reflects the fact that majority of the
respondents were junior professional nurses.
4.1.4 Academic level of respondents
Responses received on the academic level of respondents is presented in table 4.1.4
below.
Table 4.1.4 Academic level of respondents
Qualification
Frequency
Percentage
‘O’ level
5
2.6%
‘A’ level
15
7.8%
SSSCE/WASSCE
20
10.5%
Diploma
70
36.4%
First Degree
45
23.7%
Masters Degree
8
4.2%
Doctorate
15
7.8%
Others
12
Total
Source: Field Survey, July 2014
190
6.3%
100%
From Table 4.1.4, it can be observed that majority 70 (36.4%) of the respondents had a
diploma in a relevant field of work and this is also so because most of the nurses are
diploma certificate holders. This is followed by those with first degree honours which
comprised of 45(23.7%) of the total response rate. Those with ‘A’ level also constitute
59
20(10.5%), while those with ‘O’ level and doctorate degree have the same rate of 7.8%
each out of the total response rate. There 12(6.3%) respondents who were recorded
under other qualifications whiles 8(4.2%) of the total response rate had masters degree
and 5(2.6%) of the respondents were “ A” level holders. It can therefore be deduced that
academic qualification matters most in the hospital.
4.1.5 Respondents’ Functional area of work
The functional area of the respondents’ work is presented in Table 4.1.5 below
Table 4.1.5 Functional area of respondents’ work
Frequency
Percentage
Administration
7
3.7%
Finance And Accounts
6
3.2%
Mortuary and pathology
12
6.3%
Surgery
12
6.3%
Pediatrics
7
3.7%
Maternity
15
7.9%
Procurement and stores
4
2.1%
Planning, monitoring and evaluation
5
2.6%
Dental, Eye, Ear, Nose and Throat (DEENT)
8
4.2%
Child Health
15
7.9%
Laboratory and Diagnostics
12
6.3%
Pharmacy
10
5.3%
Nurses Anesthesia and Intensive Care Unit
7
3.7%
Department
60
(ICU)
Oncology
5
2.6%
Out Patient
31
16.3%
Polyclinic
18
9.4%
Obstetrics & Gynecology
8
4.2%
Accident and Emergency department
8
4.2%
190
100%
Total
Source: Field Survey, April 2014
It is seen from Table 4.1.5 that most 31(16.3%) of the respondents were at the out
patient department and this was so because the department receives more patients than
any other department. Following were staff
in the Polyclinic Department who
constituted 18(9.4%) and Child Health and Maternity Department had the same response
rate represented by 15(7.9%) of the response rate. Those in Mortuary and Pathology,
Surgery, Laboratory and Diagnostics also had the same response rate 12(6.3%).
Pharmacy Department was represented by 10(5.3%) whiles those in Obstetrics and
Gynecology, Accident and Emergency, Dental, Eye, Ear, Nose and Throat (DEENT)
Departments were represented by the same number 8(4.2%).
Administration, Nurses Anaesthesia and Intensive Care Unit (ICU) and Paediatrics
Departments also had the same response rate of 7(3.7%) of the total response rate.
Finance and Accounts also constituted 6(3.2%) of the total response rate. Staff from the
Oncology and Planning, Monitoring and Evaluation were represented by the same
61
number 5(2.6%) and those in the procurement and stores were the least represented by
4(2.1%).
4.1.6 Respondents’ length of service
Table 4.1.6 Respondents’ length of service
Number of years
Frequency
Percentage
Less than 2 years
21
11.1%
3-7 years
72
37.9%
8-12 years
50
28.3%
13-17 years
20
10.3%
18-22 years
10
5.3%
23-27 years
17
8.9%
28-32 years
0
0%
32 and above
0
0%
190
100%
Total
Source: Field Survey, July 2014
As indicated in the above table, majority of the respondents 72(37.9%) in this study
have served the hospital for 3-7 years. Following are those who have served for 8-12
years representing 50(28.3%), then those who have served for less than 2 years
representing 21(11.1%). Those who have served for 13-17 years represent 20(10.3%)
and those who have served for 23-27 years were been represented by 17(8.9%). On the
other hand, there was no respondent for those who have served for 28-32 years and 32
and above years. The above indication does not necessarily mean that no one has
62
served for 32 years and above in KATH but may be due to the fact that their total
population was so small that as at the time of administering the questionnaire, none of
them was present at the hospital.
4.2 Causes of Employees Dissatisfaction in KATH
Section C of the questionnaire contained statements related to the causes of employee
dissatisfaction in KATH. Branham(2005) indicated in his study on the causes of
employee dissatisfaction that the major cause of employee are stress, work place
5
6
7
Strongly
disagree
4
Disagree
3
Unsure
2
Agree
1
CAUSES OF EMPLOYEES DISSAT
ISFACTION
Strongly
Agree
structure and cultural issues.
My organisation’s management makes
plans to ensure that there are enough
medical personnel employed at the
hospital
My organisation’s management tries
their best to ensure that employees have
good remuneration for staff
Managers in my organisation actively
plan for good working conditions for
staff
My organisation’s management delay in
promotion of staff
N=80
N=70
N=0
N=25
N=15
%=42.1 %=36.8 %=0
%=13.2 %=7.9
N=8
N=12
N=0
N=55
%= 4.2
N=1
%= 6.3
N=2
%=0
N=5
%=28.9 %=50
N=100 N=80
%=0.5
N=60
%=1.1
N=85
%=2.6
N=2
%=52.6 %=42.1
N=23
N=20
%=31.6 %=44.7 %=1.1
High income taxes on salaries of N=90
N=80
N=0
workers
%=47.4 %=42.1 %=0
Flexible working arrangement are N=12
N=17
N=4
offered to attract and retain staff in my
organization
%=6.3 %=8.9 %=2.1
The hospital management addresses the N=8
N=17
N=0
%=12.1 %=10.5
N=6
N=14
63
%=3.2
N=70
N=95
%=7.4
N=85
%=36.8 %=44.7
N=65
N=100
work related issues of dissatisfied staff
8
9
10
11
12
13
14
15
%=4.2
Organizational policies related to my job N=75
are adequately communicated to me
%=39.5
Consolidation of allowance into the N=7
salary is very good
%=3.9
Migration of health workers onto the N=3
Single Spine Salary Structure (SSSS) is
%=1.6
fast
A climate of participation in decision N=16
making is created in my organization
%=8.4
The hospital mostly promotes from N=73
within if possible
%=38.4
The
hospital
facilitates
the N=101
implementation of its policies, systems
and procedures
%=53.2
There is quick and easy opportunity to N=11
go on study leave with pay
%=5.8
Allowance on job done is very good.
N=13
%=8.9
N=62
64
%=34.2 %=52.6
N=15
N=8
%=32.6 %=15.8 %=7.9
N=14
N=1
N=65
%=4.2
N=103
%=7.4
N=11
%=0.5
N=6
%=34.2 %=54.2
N=15
N=120
%=5.8
N=8
%=3.2
N=4
%=26.3 %=63.2
N=90
N=72
%=4.2
N=64
%=2.1
N=18
%=47.4 %=37.9
N=14
N=21
%=33.7 %=9.5
N=71
N=0
%=7.4
N=16
%=11
N=2
%=37.4 %=0
N=30
N=22
%=8.4
N=65
%=1.1
N=62
%=15.8 %=11.6 %=34.2 %=32.6
N=7
N=5
N=93
N=72
%=6.8 %=3.9
16 My organization is doing a good job to N=65
N=80
ensure that its employees are members
of a relevant professional association
%=34.2 %=42.1
17 The culture of my organization N=1
N=4
encourages me to be committed to the
organization
%=0.5 %=2.1
18 There is an open communication in my N=17
N=8
organization
%=8.9 %=4.2
19 There is a feeling of trust among my N=20
N=6
organization’s members
%=10.5 %=3.2
N represents number of respondents who chose an option.
Source : Field survey, July 2014
%=0
N=30
%=2.6
N=12
%=48.9 %=37.9
N=16
N=17
%=6.3
N=3
%=8.4
N=69
%=1.6
N=0
%=36.3 %=59.5
N=101 N=64
%=0
N=16
%=53.2 %=33.7
N=80
N=68
%=8.4
%=42.1 %=35.8
%=8.9
N=113
Considering the causes of employee dissatisfaction at KATH , 80(42.1%) respondents
strongly agreed when the researcher asked if management makes plans to ensure that
there are enough medical personnel employed at the hospital; respondents who agreed to
the question were 70(36.8%), no respondent was unsure, 25(13.2%) disagreed whiles
15(7.90%) strongly disagreed. This means that there is an effort by management of
KATH to ensure that there are enough medical personnel employed at the hospital.
When respondents were asked whether management of KATH tries their best to ensure
that employees have good remuneration, 8(34.2%) strongly agreed, 12(6.3%) also
agreed, no respondents was unsure whiles 55(28.9%) disagreed and 95(50%) strongly
disagreed to the question. Since majority of the respondent strongly disagreed to the
statement, it can be deduced that management is not doing enough to ensure that
employees have good remuneration. When respondents were asked whether Managers
of the organisation actively plan for good working conditions for staff, 1(0.5%) strongly
agreed to the question, 2(1.1%) also agreed, 5(2.6%) respondents were unsure,
100(52.6%) agreed whilst 72(42.1%) strongly disagreed. With the majority of
respondents strongly disagreeing to the statement, it implies that Managers in the
organisation are not actively planning for good working conditions for staff of KATH.
This confirms the study of Branham on the causes of employee dissatisfaction.
On considering management delay in the promotion of staff, 60(31.6%) of the
respondents strongly agreed, 85(44.7%) respondents agreed to the question. 2(1.1%)
were unsure, 23(12.1%) disagreed whiles 20(10.5%) strongly disagreed to the question.
This implies that the organisation’s management delay in promotion of staff at KATH.
65
When asked whether there exists high income taxes on salaries of workers, 90(47.4%)
of the respondents strongly agreed, 80(42.1%) agreed, no respondent was unsure and
6(3.2%) respondenst also disagreed. However, 14(7.4%) strongly disagreed to the
question implying that there exists high income taxes on salaries of workers and hence
management should check this since it can cause strike action at KATH.
When asked whether flexible working arrangements are offered to attract and retain staff
in KATH, 17(8.9%) respondents strongly agreed, 12(6.3%) agreed to the question.
4(2.1%) respondent were unsure, 85(44.7%) disagreed whilst 70(36.8%) strongly
disagreed to the question. With the majority of respondents strongly disagreeing to the
question it implies that flexible working arrangements were not offered to attract and
retain staff in the organization.
Considering whether the hospital management addresses the work related issues of
dissatisfied staff, 8(4.2%) strongly agreed, 17(8.9%) agreed. No respondent was unsure,
65 (34.2%) disagreed to the question whilst 100(52.6%) strongly disagreed. This implies
that the hospital management does not address the work related issues of dissatisfied
staff and if the management do not address it will pave way for strike action per the
field observations made.
When asked whether organizational policies related to the job are adequately
communicated to employees,75(39.5%) respondents strongly agreed and 62(32.6%)
agreed, 30(15.8%) respondents were unsure, 15(7.9%) disagreed to the question whilst
8(4.2%) strongly disagreed implying that majority of the respondents confirm that
organizational policies related to the job are adequately communicated to employees.
66
This shows that if policies are communicated then they must also address the work
related issues of dissatisfied employees of KATH.
When asked whether consolidation of allowance into the salary is very good, 7(3.9%)
strongly agreed and 14(3.9%) respondents agreed, 14(7.4%) were unsure, 1(0.5%)
disagreed whiles 65(34.2%) respondents strongly disagreed. Since there were 65(34.2%)
of respondents strongly disagreeing, it can be concluded that there is delay in the
consolidation of allowance into the salary of employees. When asked whether migration
of health workers onto the Single Spine Salary Structure (SSSS) was quickly done,
3(1.6%) of the respondents strongly agreed, 11(5.8%) agreed, 6(3.2%) were unsure,
15(26.3%) disagreed whilst 120(63.2%) strongly disagreed. This means that the
migration of health workers onto the Single Spine Salary Structure (SSSS) is very slow.
When asked whether a climate of participation in decision making is created in the
organization, 16(8.4%) strongly agreed, 8(4.2%) respondents agreed and 4(2.1%)
respondents were also unsure. However, 90(47.4%) disagreed whiles 72(37.9%)
strongly disagreed. This implies that the involvement of employees in decision making
is very poor in KATH since majority of the respondent disagreed to the statements.
When asked whether, the hospital mostly promotes from within if possible, 73(38.4%)
strongly agreed, 64(33.7) respondent agreed. 18(9.5%) were unsure, 14(7.4) respondent
disagreed but 21(11.0%) strongly disagreed. This implies that the hospital mostly
promotes from within if possible since the statements.
When asked whether the hospital facilitates the implementation of its policies, systems
and procedures, 10(3.2%) of the respondents strongly agreed, 71(37.4%) agreed, no
respondent was unsure, 16(8.4%) disagreed whilst 101(53.2%) strongly disagreed. The
67
above responses was a clear indication that the implementation of policies, systems and
procedures were not good.
When asked whether there is quick and easy opportunity to go on study leave with pay,
11(5.8%) of the respondents strongly agreed, 30(15.8%) agreed, 22(11.6%) were unsure,
65(34.2%) disagreed whilst 62(32.6%) strongly disagreed. This means that there is
difficulty in getting a study leave with pay at KATH.
When asked whether allowance on job done is very good, 13(6.8%) of the respondents
strongly agreed, 7(3.9%) agreed, 5(2.6%) were unsure, 93(48.2.%) disagreed whilst
72(37.9%) strongly disagreed. This means that the allowance on job done is not good at
all at KATH.
When asked whether, the organization is doing a good job to ensure that its employees
are members of a relevant professional association ,65(34.2%) of the respondents
strongly agreed, 80(42.1%) agreed, 12(6.3%) were unsure, 16(8.4%) disagreed whilst
17(8.9%) strongly disagreed. This implies that the organization is doing a good job to
ensure that its employees are members of a relevant professional association in KATH.
When asked whether, the culture of the organization encourages employees to be
committed to the organization 1(0.5%) of the respondent strongly agreed, 4(2.1%)
agreed, 3(1.6%) were unsure, 69(36.3%) disagreed whilst 113(59.5%) strongly
disagreed. This presuppose that the culture of KATH does not encourage employees to
be committed to the organization.
68
When asked whether there is an open communication in the organization, 17(8.9%) of
the respondents strongly agreed, 8(4.2%) agreed, no respondent
was unsure,
101(53.2%) disagreed whilst 64(33.7%) strongly disagreed. This means that there is no
open communication in the organization and hence make it difficult for the employees
to channel their griviances.
Finally on considering whether there is a feeling of trust among my organization’s
members
20(10.5%) of the respondents strongly agreed, 6(3.2%) agreed,16(8.4%) were unsure,
80(42.1%) disagreed whilst 68(35.8%) strongly disagreed. This means that the
employees do not trust their managers.
4.2.1 Proportion of respondents’ views on the effect of employee dissatisfaction on
job performance at KATH.
To measure the proportion of respondents views on the effect of employee
dissatisfaction on job performance at KATH, the study used “Yes” , “No” and “don’t
know” as the options from which the respondents could choose from in answering the
question “Do you think employee dissatisfaction adversely affect job performance at
KATH?
69
Respondents views on effect of employee
dissatisfaction on job performance at KATH
3%
18%
YES
NO
DON'T KNOW
79%
Figure 4.2.1 Proportion of respondents views on the effect of employee
dissatisfaction on job performance at KATH.
Source: Field Survey, July, 2014.
The figure above shows the result accumulated from the field survey with respect to
whether or not there is an effect of employee dissatisfaction on job performance at
KATH. From the responses received,150(79%) of the respondents answered “yes” with
35(18%) answering “no” and 5(3%) don’t know whether it has effect on job
performance. This is a clear indication that majority of the employees 150(79%) knew
when there is dissatisfaction it has an adverse effect on the job performance at KATH
and if measures are not put in place, it could be a good ground for labour strike and
turnover at the hospital.
4.2.2 Respondents’ view why employee dissatisfaction affect job performance at
KATH.
The views of the 150 respondents who said
performance at KATH were summarized below:
70
employee dissatisfaction affect job
i. 38(25.3%) said staff who are dissatisfied employees will find it difficult to provide
quality patient care, and to create a friendly and supportive atmosphere within the
hospital. This shows that
ii. 30(20%) also said dissatisfied staff may also avoid work responsibilities through
absenteeism, and by taking shortcuts in the performance of their duties and even
sometimes coming on time and leaving on time and that case no overtime work.
iii. 30(20%) were also of the views that dissatisfied staff will not attend to the average
number of patients they are supposed to attend and on-call requirements will also fail
this will bring pressure on the hospital.
iv. 10(6.7%) of the respondents also said dissatisfied staff who are specialized staff will
sometimes cancel appointments with patients.
v. It was also brought to fore by some staff 25 (16.7%) that dissatisfaction bring about
labour turnover and intention to leave the hospital which eventually can lead to shortage
of staff in KATH.
vi. Some respondets 15(10%) said dissatisfaction in KATH can lead to strike at the
hospital which if a quick actions are not taking can lead to loss of life.
vii. some of the respondents 2(1.3%) said dissatisfaction in KATH can lead to poor
management and inadequate supervision of health workers, supervisors leaves them
unchecked to do whatever they want to do. There will be general breakdown of moral
ethics that will make professionals feel comfortable even while breaking their own code
of ethics that gave them their credibility and identity.
71
4.2.3 Proportion of Respondents Views on Whether Dissatisfaction at Times Cause
Loss of Lives
To measure the proportion of respondents’ views whether dissatisfaction at times cause
loss of lives KATH, the study used “Yes” , “No” and “don’t know” as the options from
which the respondents could choose from in answering the question “Does the
dissatisfaction at times cause loss of lives at KATH?
Figure 4.2.1 Proportion of respondents views on whether dissatisfaction at times
Cause loss of lives at KATH.
respondents views on whether dissatisfaction at
times Cause loss of lives at KATH.
1%
11%
YES
NO
88%
DON'T KNOW
Source: Field Survey, July, 2014.
The figure above shows the result gathered from the survey with respect to whether or
not dissatisfaction at times cause loss of lives at KATH. From the responses received,
168(88%) of the respondents answered “yes”, 20(11%) answered “no” to the question
and 2(1%) don’t know whether dissatisfaction at times cause loss of lives at KATH.
This shows that majority of the employees 168(88%) knew when there is dissatisfaction
it has negative effects on patients at KATH and if proper actions are not put in place,
72
employees will use that as a yardstick to always express dissatisfaction in KATH and
the other government hospitals as a whole.
4.2.4 Respondents’ view on how employee dissatisfaction at times causes loss of
lives at KATH
When respondents were asked how employee dissatisfaction cause loss lives at KATH,
their views were summarized below but all answers focused on only three categories of
staff:
i. 90(47.4%) of the total response rate said dissatisfied physician may not have enough
time to diagnose the cause of a disease to give the right medication to patients and this
can lead to loss of lives. Some also said in some cases, some dissatisfied surgeons can
unconsciously retained surgical instrument in a patient’s body in the course of surgery
which Surgical tools left in the body can puncture vital organs and blood vessels,
causing internal bleeding. This will not happen when the mind is intact and can in due
course lead to loss of lives.
ii. Some the respondents 45(23.6%) also said dissatisfied nurses may not respond
quickly to patients call when the need arises and this can lead to loss of lives.
iii. 55(29.0%) of the respondents were also of the views
dissatisfied
pharmacist/dispensary staff may not give the right dose to patients and this can easily
lead to loss of lives.
73
4.2.5 Proportion of respondents views on whether dissatisfaction breeds corrupt
attitude among employees at KATH.
To ascertain the proportion of respondents views on whether or not dissatisfaction
breeds corrupt attitude among employees at KATH, the study used “Yes” , “No” and
“don’t know” as the choices from which the respondents could choose from in
answering the question “Do you think the dissatisfaction breeds corrupt attitude among
employees at KATH?”
views of respondents on whether dissatisfaction breeds
corruption
DON'T KNOW
16%
YES
45%
NO
39%
Figure 4.2.5 Proportion of respondents views on whether dissatisfaction breeds
corrupt attitude among employees at KATH.
Source: Field Survey, July, 2014.
The figure above shows the result gathered from the survey with respect to whether or
not
dissatisfaction breeds corrupt attitude among employees at KATH. From the
responses received, 85(45%) of the respondents answered “yes”, 75(39%) of the total
response rate answered “no” to the question and 30(16%) don’t know whether
dissatisfaction breeds corrupt attitude among employees at KATH. This shows that
74
majority of the employees 85(45%) confirmed dissatisfaction breeds corrupt attitude
among employees at KATH and as such measures should be put in place to addressed
this legitimate concern.
4.2.5 Respondents’ view on how employee dissatisfaction breeds corrupt attitude
among employees at KATH.
When the 85 respondents who answered yes to the above statements were asked how
employee dissatisfaction breeds corrupt attitude among employees at KATH, their views
were summarized below:
25(29.4%) of the respondents said some dissatisfied physicians and surgeons spend
some official hours in their private clinics, leaving patients in KATH service facilities
unattended.10(11.8%) said some employee use KATH facilities and medical supplies to
treat their private patients who often get priority service over others in KATH.
10(11.8%) also said some dissatisfied employees use public facilities as a conduit to
channel clients to their private facilities. 15(17.6%) also were of the views that some
dissatisfied employees prescribe medicines that they know are not available in
Government facilities and advise patients to procure them in their private facilities.
Finally 15(17.6%) of the respondents said there are incidences of theft of medicines and
equipment from KATH health facilities among dissatisfied employee.
4.3 How to Manage or Prevent Employee Dissatisfaction
Section D of the questionnaire contained statements relating to how to manage or
prevent employee dissatisfaction in KATH. Jenkins & Solomons(1989: 11) said in their
research that in order to reduce the effects of the causes of employee dissatisfaction,
75
there is a need for management/ managers to respond differently by adopting different
management practices like recognition of employee performance, good communication
and enhancing good working environment.
The views of the respondents on what can be done to manage or prevent employee
dissatisfactions were summarized below as:
majority of the respondents 90(47.4%) were of the view that adequate and proper
compensation schemes like additional duty allowances, bonuses, proper wages/salaries
and fuel allowances could help prevent employee dissatisfaction. The above confirms
the study of Timpe(1986) that firm compensation and benefit help solve employee
dissatisfaction.
40(21.1%) of the respondents were also of the view that the management of KATH
should ensure that equal work schedules should be given equal benefits. Those who
thought good working conditions, proper equipments and or proper working
environments can help prevent employee dissatisfaction at the hospital comprised of
30(15.7%) of the response rate. Those who think equal utilization and adequate welfare
for staff could help prevent employee dissatisfaction were both represented by the same
respondent rate of each constituting 15(7.9%) of the total response rate. From the above
it can be deduced that the employees of KATH will be satisfied if proper compensation
schemes of additional duty allowances, bonuses and or fuel allowance
since majority 90(47.4) thought that would prevent employee dissatisfaction at KATH.
76
4.2.5 Respondents’ view on why employees at KATH always resort to strike as a
tool of resolving their dissatisfaction
When respondents were asked why they always resort to strike as a tool of resolving
their dissatisfaction. Their views were gathered as follows: in KATH and those said
other means were not faster as compared to strike constituted 50( 26.3%) of the response
rate whiles 20(10.5%) said other means like dialogue have been used and did not help
them. It can therefore be inferred from the responses that employees have resolve to use
strike as a tool of
resolving their dissatisfaction at KATH.
4.5 Issues that can lead to strike at KATH
Respondents were asked about issues that can cause strike in KATH. The responses
were collected in the table 4.5 below
Table 4.5 Respondents’ views on what can cause strike in KATH.
Items
Frequency
Percent(%)
Valid
percent(%)
Indequate
Cumulative
Percent
compensation
115
60.5
60.5
60.5
Over utilization of staff with
47
24.7
24.7
85.2
8
4.2
4.2
89.4
20
10.6
10.6
100
scheme plans
little benefits.
Poor working conditions
Inadequate
welfare
for
employees in KATH
Source: Field Survey, July 2014
77
The table above shows the view of respondents on why they intend to leave. Of the 190
respondents, those who answered inadequate compensation scheme plans in KATH can
cause strike if actions are not taken had 115( 60.5%) of the response rate. Those who
chose poor condition of work as the means that can cause strike in KATH
also
constituted 47(24.7%) of the total response rate. 8(4.2%) answered there can be strike
action because of over utilization of staff and the remaining 20( 10.6%) answered there
is inadequate welfare for employees as the means that can bring about strike in KATH.
From the responses collected it could be deduced that if management does not address
the issue of inadequate compensation scheme it can cause strike in KATH.
78
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
The chapter gives a summary on the findings and analysis made on the data gathered,
the necessary recommendations on how to resolve employee dissatisfaction at KATH
and the conclusion for the entire research study.
5.1 The following were the summary of findings
The study was conducted to to identify the causes of employee dissatisfaction and
assess whether the use of strike was the best approach to be used by employees in
resolving their dissatisfaction at KATH. Two hundred (200) respondents who work at
KATH were engaged in the study; however, responses were received from one hundred
and
ninety
(190)
respondents.
These
respondents
were
professionals
from
Administration, Finance and Accounts Mortuary and Pathology, Surgery, Pediatrics,
Maternity, Procurement and Stores, Planning, Monitoring and Evaluation,Dental, Eye,
Ear, Nose and Throat (DEENT), Child Health, Laboratory and Diagnostics, Pharmacy,
Nurses Anaesthesia and Intensive Care Unit (ICU), Oncology, Out Patient, Polyclinic,
Obstetrics & Gynaecology, Accident and Emergency department. The following were
the findings after the study.
79
5.1.1 The causes of employee dissatisfaction in KATH.
The study revealed the following as the major causes of employee dissatisfaction in
KATH. Inability of management of the hospital to ensure that employees have good
remuneration since majority 95(50%) of the respondents the strongly disagreed to the
statement that they have good remuneration, , refusal of Managers in the organisation
not actively planning for good working conditions for staff of KATH. Absence of
flexible working arrangements to attract and retain personnel, hospital management do
not address the work related issues of dissatisfied staff and if the management do not
address it will pave way for strike action per the field observations made this was
because majority of the respondents 100(52.6%) disagreed that hospital management do
address the work related issues of dissatisfied. 120(63.2%) strongly disagreed. There is
still delay in migration of some health workers onto the Single Spine Salary Structure
(SSSS) and the allowances on job done are not good at all at KATH and even there is
delay in the consolidation of such allowance into the salary of employees. There is no
feeling of trust among members of the organization and lastly
the organisation’s
management delay in the promotion of staff at KATH when the need arises.
5.1.2 The consequence of employee dissatisfaction in KATH
It was unravelled after the study that, There is a clear indication that majority of the
employees 150(79%) knew when there is dissatisfaction it has an adverse effect on the
job performance at KATH and if measures are not put in place, it could be a good
ground for labour strike and turnover at the hospital.
Again, the study revealed that, 38(25.3%) said staff who are dissatisfied employees will
find it difficult to provide quality patient care, and to create a friendly and supportive
80
atmosphere within the hospital. 30(20%) also said dissatisfied staff may also avoid
work responsibilities through absenteeism, and by taking shortcuts in the performance of
their duties and even sometimes coming on time and leaving on time and that case no
overtime work. 30(20%) were also of the views that dissatisfied staff will not attend to
the average number of
patients they are supposed to attend and on-call requirements
will also fail the consequence will be bring pressure on the hospital. Some dissatisfied
staff who are specialized staff will sometimes cancel appointments with patients. some
of the respondents 2(1.3%) said dissatisfaction in KATH can lead to poor management
and inadequate supervision of health workers, supervisors leaves them unchecked to do
whatever they want to do. There will be general breakdown of moral ethics that will
make professionals feel comfortable even while breaking their own code of ethics that
gave them their credibility and identity.
5.1.3 Ways of preventing and managing employee dissatisfaction in KATH.
Since strike action was very rampant in KATH and was brought about through
employee dissatisfaction in KATH. There was the need for the study to identify ways of
preventing and managing employee dissatisfaction in KATH. The study brought to fore
the following:
Majority of the respondents 90(47.4%) were of the view that adequate and proper
compensation schemes like additional duty allowances, bonuses, proper wages/salaries
and fuel allowances could help prevent employee dissatisfaction.40(21.1%) of the
respondents were also of the view that the management of KATH should ensure that
equal work schedules should be given equal benefits. Those who thought good working
conditions, proper equipments and or proper working environments can help prevent
81
employee dissatisfaction at the hospital comprised of 30(15.7%) of the response rate.
Those who think equal utilization and adequate welfare for staff could help prevent
employee dissatisfaction were both represented by the same respondent rate of each
constituting 15(7.9%) of the total response rate. From the above it can be deduced that
the employees of KATH will be satisfied if proper compensation schemes of additional
duty allowances, bonuses and or fuel allowance since majority 90(47.4) thought that
would prevent employee dissatisfaction at KATH.
5.1.4 Why employees resort to strike as a tool for resolving their dissatisfaction at
KATH.
The study revealed the following reasons why employees always resort to strike as a
tool of resolving their dissatisfaction. Majority 120 (63.2%) said that is the only tools
their grievances would be channeled to management to act in KATH and other means
were not faster as compared to strike and this was because other means like dialogue
have been used and did not help them. It can therefore be inferred from the responses
that employees have resolve to use strike as a tool of resolving their dissatisfaction at
KATH.
5.2 Conclusion
There are many causes of employee dissatisfaction in KATH. Remarkable among them
is the inability of management of the hospital to ensure that employees have good
remuneration since majority 95(50%) of the respondents the strongly disagreed to the
statement that they have good remuneration and refusal of Managers in the organisation
are not actively planning for good working conditions for staff of since workers at
82
KATH are not satisfied with their current working conditions and that about 120(80%)
of the workers are dissatisfied.
From the above it can be deduced that the employees of KATH will be satisfied if
proper compensation schemes of additional duty allowances, bonuses and or fuel
allowance since majority 90(47.4) thought that would prevent employee dissatisfaction
at KATH. If management do not address those issues it could to labour strike in KATH.
5.3 Recommendations
The study revealed that, more than half 120(80%) of the workers at KATH are
dissatisfied and the possible causes have also been discovered in the hospital. The
following recommendations are therefore made to management to help curb the
situation .
5.3.1 compensation schemes
The study revealed that proper compensation schemes like additional duty allowances,
bonuses and or fuel allowances would prevent employee dissatisfaction at KATH.. It is
therefore recommended that additional duty allowances, bonuses and or fuel allowances
should be paid or increased or at least be maintained to help satisfy the workers of staff.
5.3.2 Study leave with pay
It is highly recommended that employees be given the opportunity to study and be
given their salaries to improve their skills as most respondents indicated that they did
not have the chance to on study leave with pay.
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5.3.3
Working Environment and Conditions
Part of the legitimate concerns of the employees of KATH were bad working conditions,
lack of proper working equipments and or lack of proper working environments. One
of the issues that arose as cause of employee dissatisfaction at KATH was poor working
environment and conditions. Poor working environment and conditions brings out fear
of bad health, hazards, and accidents in employees. An enhanced and improved working
environment and conditions, provides employees with a feeling of safety, comfort, and
motivation, thereby resolving employee dissatisfaction on issues concerning their
working environment and conditions. A comfortable working environment makes
employees more comfortable. It is therefore highly recommended to management to
address the issues to put in place proper and sufficient tools and equipment, neat and
clean office place, rest and washrooms should be provided at the hospital.
5. 3.4 Address the Situation
When issues of employee dissatisfaction arises the best approach by management,
should be to take note of such issues and not ignore them. From the field survey it was
observed that it was time-honored tradition for management of KATH ignoring issues
of employee dissatisfaction. Avoiding such issues does not make it go away; rather it
would be prudent if management identify ways to raise such issues at staff meetings
bringing out ways of resolving those issues once and for all. When issues of employee
dissatisfaction are left unresolved it can generate into strike action.
5.3.5 Proper Retention Strategies in KATH
Management should give attention to retention factors that they can control employee
dissatisfaction, including effective communication with staff, fair treatment, recognition
84
for effort and performance, participation in decision making, providing support and
encouragement, and training and developing staff to prepare them for promotion and
enhanced responsibility. In addition, it is recommended that a continuous performance
management programme be instituted in KATH so that employees will have clarity on
what is expected of them, that their performance is monitored and recognised and that
they get opportunities to develop themselves.
5.3.6 Guaranteed Job Security
Employee dissatisfaction may occur when the assurance of job security is low. Low job
security was a major concern of the employees. In resolving issues of dissatisfaction
relating to job security, employees must be assured that they will keep the jobs. By so
doing employees are doing employees are able to take their minds off the issue of job
insecurity, increase their output, and work performance. This results in the success of
the organization. Addressing employee dissatisfaction on issues relating to job security
must touch on accessible or reasonable targets on the delay in the consolidation of
allowance into the salary of employees. The migration of health workers onto the Single
Spine Salary Structure (SSSS) must be quickly done and be placed in the correct place
regarding their qualification and the type of work.
85
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KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY
APPENDIX
QUESTIONNAIRE
Questionnaire I wish to introduce myself to you as a Master of Business
Administration (MBA) student of the School of Business, Kwame Nkrumah University
of Science and Technology. As part of the program, I am required to write a thesis
whose title is “Strike as a tool for resolving employee dissatisfaction”. Your
organization has granted me permission to use it as my case study organization.
Consequently, sampled employees, of which you are a member, are required to fill in
the following questionnaire. The purpose of this questionnaire is to evaluate why
employees use strike as a tool for resolving employee dissatisfaction at Komfo Anokye
Teaching Hospital (KATH). Answers from respondents will be used for academic
purposes only and will be treated with much confidentiality.
Please answer the
questions as accurately as possible.
SECTION A: BIOGRAPHICAL DATA
Please supply the following information by making an ‘X’ in the appropriate block
where the options are provided.
A.1. What is your rank?
Professional nurse
Senior professional nurse
Chief professional nurse
Nursing service manager
Doctor
Assistant director: nursing services
Director
Senior Administrative officer
Junior Administrative officer
Procurement officer
Finance officer
Accountant
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Human resource personnel
Security officer
Cleaner
Other, Please specify
……………………………………………………………………..
A.2 What is your gender?
Male
Female
A.3 What is your age group?
20-29
30-39
40-49
50-59
60+
A.4 Please indicate your highest qualification?
‘O’ level
‘A’ level
SSSCE/WASSCE
Diploma
First Degree
Masters Degree
Doctorate
Others, including clinical speciality please
specify……………………………………..
A.5 In which functional area do you work?
Department
90
Administration
Finance And Accounts
Mortuary and pathology
Surgery
Pediatrics
7
Maternity
Procurement and stores
Planning, monitoring and evaluation
Dental, Eye, Ear, Nose and Throat (DEENT)
Child Health
Laboratory and Diagnostics
Pharmacy
Nurses Anaesthesia and Intensive Care Unit (ICU)
Oncology
Out Patient
Polyclinic
Obstetrics & Gynaecology
Accident and Emergency department
A.6 How long have you been working at this hospital?
Less than 5 years
5-9 years
10-14 years
15-19 years
20+
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SECTION B
Please indicate the extent to which you agree with each statement by putting an ‘X’ in
1
My organisation’s management makes plans to
ensure that there are enough medical personnel
employed at the hospital
2
My organisation’s management tries their best
to ensure that employees have good
remuneration for staff
3
Managers in my organisation actively plan for
good working conditions for staff
4
My organisation’s management delay in
promotion of staff
5
High income taxes on salaries of workers
6
Flexible working arrangement are offered to
attract and retain staff in my organization
7
The hospital management addresses the work
related issues of dissatisfied staff
8
Organizational policies related to my job are
adequately communicated to me
9
Consolidation of allowance into the salary is
very good
10
Migration of health workers onto the Single
Spine Salary Structure (SSSS) is fast
11
A climate of participation in decision making
is created in my organization
12
The hospital mostly promotes from within if
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disagree
Strongly
Disagree
unsure
Agree
ISFACTION
Agree
CAUSES OF EMPLOYEES DISSAT
Strongly
the appropriate box.
possible
13
The hospital facilitates the implementation of
its policies, systems and procedures
14
There is quick and easy opportunity to go on
study leave with pay
15
Allowance on job done is very good.
16
My organization is doing a good job to ensure
that its employees are members of a relevant
professional association
17
The culture of my organization encourages me
to be committed to the organization
18
There is an open communication in my
organization
19
There is a feeling of trust among my
organization’s members
SECTION C: EFFECT OF EMPLOYEE DISSATISFACTION
1. Do you think employee dissatisfaction adversely affect job performance at KATH ?
A) yes B) no C) don’t know
2. If yes from Q2, how does the dissatisfaction affect job performance at KATH?
Please, state briefly. i.) …………………………………………………………..
ii) ………………………………………………………….
iii) ………………………………………………………
3. Does the dissatisfaction at times cause loss of lives? A) yes B) no C) don’t know
4. If yes as in Q3, then how does the dissatisfaction cause loss of lives? Please, state
briefly.
i.) ………………………………………………………………
ii) ……………………………………………………………….
iii) ………………………………………………………………..
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5. Do you think the dissatisfaction breeds corrupt attitude among employees at KATH?
A)yes B) no C) don’t know
6. If yes as in Q5above, briefly state some of the corrupt attitudes.
i) ………………………………………………………………..
ii) ………………………………………………………………..
iii) ……………………………………………………………….
SECTION D: HOW TO MANAGE/ PREVENT EMPLOYEE
DISSATISFACTION
1. What do you think should be done to manage/ prevent employee dissatisfaction at
KATH? Please, briefly state. i) …………………………………………………
ii) …………………………………………………...
iii) ……………………………………………………
2. Why do employees at KATH always resort to strike as a tool of resolving their
dissatisfaction? Please, briefly state.
i.) …………………………………………………
ii) …………………………………………………
iii) ………………………………………………….
3. Suggest some means of resolving KATH employees’ agitations other than strike
action? Please, briefly state.
i) ………………………………………………
ii) ………………………………………………
iii) ……………………………………………..
4. In your view which of the following can be done to resolve employee dissatisfaction
at KATH
1. Adequate compensation
2. Good working conditions
3. Availability of training programs for staff
4. Equal utilization of staff
5. Adequate welfare for staff
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