Satisfaction of Employees to Facilitative Management Style

Satisfaction of Employees to Facilitative Management Style

Statement NS SS S VS ES

F % F % F % F % F %

Employees will not do their work

unless they are closely supervised

66 20.6 30 9.3 63 19.6 105 32.7 57 17.8

Employees should be included in

making decisions that affect them

18 5.6 38 11.8 64 19.9 116 36.1 85 26.5

Supervisor should allow employees

to solve their own work problems

45 14.0 63 19.6 48 15.0 112 34.9 53 16.5

(105,32.7%) were very satisfied with the statement that employees will not do their work

unless they are closely supervised, (63,19.6%) employees were satisfied with the statement,

(57,17.8%) employees were extremely satisfied with the statement and (66,20.6%)

employees were not satisfied with the statement while (30,9.3%) employees were somewhat

satisfied. The study findings suggested that majority (70.1%) of the employees in flower

farms in North Rift Region believed that they needed close supervision in order for them to

work effectively in the farms. This implies that for productivity of the farms to increase

supervisors needed to do their work efficiently. In her studies Debrah (1993) noted that a

supervisor with poor interpersonal skills and who is also inflexible very quickly drives

employees away. This therefore shows that supervision could increase productivity and

employee turnover in an organization.

positive effect on employee turnover. Gachanja (2004) carried out a study on workers

motivation and employee turnover among sales agents which was a case study of British

American insurance company. The study examined the factors that motivate sales agents and

investigated the relationship between motivation and employee turnover and found out that

lack of involvement in decision making were found to influence turnover. Employee

participation is also linked both with increased job satisfaction and decreased turnover. For

example, a work environment that allows participation in decision making has been shown to

increase job satisfaction (Scott et al., 2003) and greater involvement in care planning for

nurses’ assistants has been linked with decreased turnover (Simons and Jankowksi, 2008).

Conversely, lack of opportunities for influence in the organization and a lack of

(Simons and Jankowski, 2008).

From observation conducted the only office that was very close to employees was

supervisory. Employees looked like they fear the supervisors from the way he/ she addresses

them. Supervisors were very arrogant and did not take any chance to talk with employees.

The way supervisors interact with employees can make a difference in their commitment to

their job. They should focus on interacting with employees to gain effectiveness and improve

performance. Some of the things that supervisors should do is to build trust with employees

by consistently walking the talk. Foster a respectful working environment. Give credit to this

employees were somewhat satisfied with the statement while (45, 14.0%) employees were

not satisfied with the statement. From the responses, it can be deduced that a majority

(66.4%) of the employees in the flower farms believed that supervisors should leave

employees to solve their own work related problems. Empowerment of employees could help

to enhance the continuity of employees in organisations. Empowered employees are more

satisfied when managers help them to solve problems (Malone, 1997). Recently, scholars

have broadened their perspective of turnover to include bundles of HRM practices and their

effects on job satisfaction, commitment and turnover (Alfes et al., 2013; Guchait and Cho,

2010; Smith et al., 2011). For example, Alfes et al. (2013) discuss the ‘engaged’ employee

and links this with turnover intentions. They draw on social exchange theory to show that

with others and when they feel valued and trusted by their employer. Alfes et al. (2013) find

that engaged employees are more likely to stay with an organisation but engaged employees

who perceive they have low organisational support were less likely to stay with the

organisation.

On the statement that Employees want the management to support them, (102, 31.8%)

employees were satisfied with the statement, (97,30.2%) employees were very satisfied

and (94,29.3%) employees were somewhat satisfied while (28,8.7%) employees were not

satisfied. The responses showed that majority (62.0%) of the employees in flower farms in

Similarly, (138, 43.0%) employees were very satisfied with the statement that most

employees feel insecure about their work, (61, 19.0%) employees were satisfied with the

statement, (58, 18.1%) employees were very satisfied with the statement and (36,

11.2%)employees were not satisfied with the statement while (28, 8.7%) employees were

somewhat satisfied with the statement. From the responses, it emerged that majority (80.1%)

of the employees believed that most of them were insecure about their work. When

employees have low job security they tend to move to organizations with better job security

terms. Tett and Meyer, (1993) opined that the intention of turnover has been accelerating with

the increasing job insecurity sense.

H01: There is no significant statistical relationship between management styles and employee

turnover in flower farms which have human resource practices in place.

This hypothesis was tested using Pearson Correlation Coefficient at p ≤ 0.01 significance

level. Table 4.7 on interpretation of the strength of the correlation coefficient is based on

Amin’s (2005) approach. This approach emphasizes that at 0 there is no relationship, above

0 to .2 it is a very weak relationship, above .2 to .4 it is a weak relationship, above

.4 to .6 it is a moderate relationship, above .6 to .8 it is a strong relationship, and above .8 to 1