Career Advancement Practices and Organisational Performance The
respondents were asked to indicate their view on how career advancement practice
enhances organisational Performance at NOC. The Table 4.8 below presents the
results.
Career Advancement Practices and Organisational Performance
Career Advancement Practices and Organisational
Performance
Mean Standard
Deviation
NOC encourages employee participation in deciding the career
path for better performance
2.7 0.8932
Supervisors and employee are responsible for individual career
advancement to improve performance
2.6 0.793
The organization has promotion opportunities for an
employee‟s achievements to motivate employee for better
performance
2.5 0.89174
NOC provides regular opportunities for career advancements to
increase performance
2.4 0.89152
NOC provides opportunity to do creative and challenging work
to enhance performance
2.0 1.2059
Average Means 2.4
Results from the Table above shows that the respondents moderately indicated
that they were encouraged to participate in making decision on their career
path(Mean of 2.7, SD .89324), they indicated that are responsible together with
their supervisors for personal career advancement(Mean of 2.6, SD .79203) in
addition respondents were moderate on promotion opportunity after they are
through with career advancement programme(Mean of 2.5, SD.89174)
However, they disagreed that there is regular provision for career
advancement opportunities to improve performance (Mean of 2.4,
.89152) as well as that there is an opportunity for employee to be initiative and
do challenging job to enhance their skills(Mean of 2.0SD 1.2059).On average
(Mean is 2.4) results on career advancement opportunities indicated low extent
in practice of career advancement opportunities at NOC. From this analysis,
employee encouragement to participate in deciding their career path is
moderate, the responsibility of career advancement is not an obligation of
individual staff and their supervisors and NOC does not always promote
employees who complete their career advancement program and ultimately,
employees are not equally offered opportunities for career advancement to
increase performance.
Compensation Practices and Organisational Performance
The respondents were asked to state if terms of payment practices help improve
organisational Performance at NOC. Table 4.9 below presents the results.
Table Compensation Practices and Organisational Performance
Compensation Practices and Organisational Performance Mean Standard
Deviation
NOC provides a good pension scheme and other fringe
benefits for its employees.
4.2 0.89274
My total reward is fair in comparison to that of other players
in same sector
3.5 0.89152
High performing employees are rewarded to encourage others
to hence productivity
2.4 1.8932
Employees are given positive recognition when they produce
high quality work.
2.0 0.79203
Average Means 3.0
The results from Table above indicated that the respondents agreed to large
extent that they are provided with good pension scheme and other fringe
benefits (Mean of 4.2, SD .89174), they were also moderate to large extent that
their pay is fair in comparison to competitors offer in same sector (Mean of 3.5,
SD .89274). However results show at low extent that employees are rewarded
for high performance to encourage others to be productive (Mean of 2.4, SD
1.89152) and that they are given positive recognition when they produce high
quality work (Mean of 2.0, SD.79203). On average mean on compensation and
reward show (Mean of 3.0) indicating that moderately that compensation
offered by NOC is fair. In conclusion, the research results indicated in general
that salary at NOC is fair even in comparison to the pay from the other firms in
the same sector. However, NOC does not reward high performing
employees neither does it give positive recognition to employee who produce
high quality work.
Effective Communication Practices and Organisational Performance
The respondents were asked to state their view of the effective
communication practice on organisational performance at NOC. Table 4.10
below presents the results.
Table Effective Communication Practices and Organisational Performance
Effective Communication Practices and Organisational
Performance
Mean Standard
Deviation
NOC keeps employees well informed on matters important to
them to motivate them to increase performance
2.2 0.89153
Organizational structure encourages both vertical and horizontal
Communication
2.1 0.89174
Decisions taken by the organisation concerning employee
welfare are continuously communicated to the employees
2.0 0.79203
NOC has adopted an organizational structure that enables
timely and speedy delivery of service to clients
2.0 1.8932
NOC encourages employee skill flexibility to improve
performance
1.9 1.0962
Average Mean 2.04
The findings of this study from Table 4.10 revealed the respondents‟ view is
low extent(Mean of 2.2, SD .89153) that they are not kept well informed on
matters important to them, that the organizational structure does not encourages
vertical and horizontal communication. In addition, the respondents indicate
low extent (Mean of 2,0 SD .79203) that decision taken by NOC concerning
employee welfare are continuously communicated to the employees. Further,
the respondents indicated a low extent (Mean of 2.0, 1.8932) that the
organisation structure enables timely and speedy delivery of service to clients
indicate low extent (Mean 2.0, SD 1.8932) and finally employees application of
skill flexibility to improve performance, the respondents indicated a low extent
of (Mean of 1.9, SD .1.0962). On average (Mean2.0) effective
communication
model at NOC is comprehensively formulated. From the above investigation,
effective communication is not practiced at NOC, to an extent that employee
are not continuously informed on important matters to them, and that
organisation structure does not encourage vertical as well as horizontal
communication, decision concerning the employee welfare are not
communicated continuously to them, the structure does not allows speedy
delivery of quality service to the customers this was not consensus meaning
the structure moderately allow speedy delivery of services it is further observed
that NOC does not allow skill flexibility to employees in their working process
also without consensus showing to some extent NOC allows skill flexibility to
employee to improve performance.
