NECESSITY OF CLERICAL OFFICER ON ORGANIZATIONAL

PERFORMANCE AT CHANGAMWE REFINERY

BY

PHILIP MWACHILUNGU JOHO

ADM No: 15107

A RESEARCH PROJECT SUBMITTED TO KENYA NATIONAL

EXAMINATION COUNCIL AS A REQUIREMENT FOR THE AWARD
OF A CERTIFICATE IN CLERICAL OPERATIONS AT COAST
INSTITUTE OF TECHNOLOGY

2021

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 DECLARATION
This research project is my original work and has not been presented for the award of a
degree or any form of academic qualifications in this or any other university. The information
obtained from the authors that has been used in the development of the research project has
been acknowledged in the reference section.

NAME: PHILIP MWACHILUNGU JOHO

ADM No: 15107
SIGN: ………………………………….
DATE: ………………………………….

APPROVAL
This research project has been submitted for examination with our approval as university
supervisors and do declare that we have overseen the work from the beginning to its
completion
SUPERVISOR
MR. FRANCIS MWASAMBO
SIGN: ………………………….
DATE: …………………………

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 DEDICATION
I dedicate this work to my family, friends and tutors

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 ACKNOWLEDGEMENT
I acknowledge God for his providence, I also acknowledge my supervisor Mr. Francis
Mwasambo for his time, advice and support during the research project writing period. I also
want to thank Coast Institute Fraternity and all my classmates and friends for their
tremendous support.

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 ABSTRACT
The study examined the impact of necessity of clerical officers in organizations. Descriptive

cross-sectional study design was adopted and relevant primary data was gathered with the aid

of a structured questionnaire administered on respondents. Data analysis was used to examine

the relationship between independent variables. The study was conducted in Changamwe Oil

Refinery among a sample of 19 respondents. Findings showed positive and negative

correlation between independent variables and organizational performance. It was also found

that independent variables jointly predicted organizational performance. The study concluded

that the independent variables should be employed by the organization management in order

to perform stronger in the competitive environment.

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 TABLE OF CONTENTS
DECLARATION...................................................................................................................ii
DEDICATION......................................................................................................................iii
ACKNOWLEDGEMENT....................................................................................................iv
ABBREVIATIONS................................................................................................................v
ABSTRACT..........................................................................................................................vi
TABLE OF CONTENTS.....................................................................................................vii
CHAPTER ONE...................................................................................................................1
1.0 Introduction......................................................................................................................1
1.1 Background Information..................................................................................................1
1.2 Statement of the problem ................................................................................................2
1.3 Objectives of the study.....................................................................................................4
1.3.1 Broad Objective.............................................................................................................4
1.3.2 Specific Objectives........................................................................................................4
1.4 Research Questions..........................................................................................................4
1.5 Significance of the study..................................................................................................4
1.6 Scope of the Study............................................................................................................5
1.7 Limitations of the Study...................................................................................................5
CHAPTER TWO: LITERATURE REVIEW...................................................................6
2.0 Introduction......................................................................................................................6
2.2Theoretical Review............................................................................................................6
2.2.1 Hertzberg’s Two Factor Theory ...................................................................................6
2.3 Empirical Review of Literature........................................................................................7
2.3.1 Organizational Performance..........................................................................................7
2.4 Relationship between Clerical Officer and Organizational Performance........................8
2.5 Challenges facing clerical officers that affect organizational performance.....................9
2.6 Extent to which Changamwe refinery has adopted the use of clerical officers.............11
CHAPTER THREE: METHODOLOGY........................................................................13
3.1 Introduction ...................................................................................................................13
3.1 Study Area......................................................................................................................13
3.2 Study design...................................................................................................................13
3.3 Study population.............................................................................................................13
3.4 Target Population...........................................................................................................13

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3.5 Sampling Techniques.....................................................................................................13
3.6 Sampling Procedure.......................................................................................................13
3.7 Sample size determination..............................................................................................13
3.8 Selection Criteria............................................................................................................14
3.8.1 Inclusive Criteria.........................................................................................................14
3.8.2 Exclusive Criteria........................................................................................................14
3.9 Study Variable................................................................................................................14
3.9.1 Independent Variables.................................................................................................14
3.9.2 Dependent Variables...................................................................................................14
3.10 Data Collection Tools...................................................................................................14
3.11 Data Collection.............................................................................................................14
3.12 Validity.........................................................................................................................15
3.13 Reliability.....................................................................................................................15
3.14 Data Analysis...............................................................................................................15
3.15 Ethical Considerations..................................................................................................15
CHAPTER FOUR..............................................................................................................16
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS........16
4.1 Introduction....................................................................................................................16
4.2 Presentation of Findings.................................................................................................16
4.2.1 Background Information.............................................................................................16
4.2.2 Leadership Positions....................................................................................................16
Figure 4.1 Leadership Positions of Respondents.................................................................16
4.2.1.2 Years of working in the Organization......................................................................17
Table 4.1 Years Worked and Years at Current Job..............................................................17
Table 4.2 Years worked in the current job...........................................................................17
4.2.1.3 Size of the Organization...........................................................................................17
Figure 4.2 Size of Commercial Organization.......................................................................17
CHAPTER FIVE................................................................................................................18
DISCUSSIONS, CONCLUSIONS ANDRECOMMENDATIONS....................................18
5.1 Introduction....................................................................................................................18
5.2 Discussion......................................................................................................................18
5.3 Conclusion......................................................................................................................19
5.4 Recommendations..........................................................................................................19

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5.4.1 Recommendations for Clerical Officers......................................................................19
5.4.2 Recommendations for Managerial Policy...................................................................19
5.6 Suggestions for Further Studies.....................................................................................20
REFERENCES.....................................................................................................................21

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 CHAPTER ONE
1.0 Introduction
This chapter examines the background of the study, statement of the problem, objectives of
the study, research questions, significance and the scope of the study.

1.1 Background Information

Organizational general performance is related to the progress of the management practices
which make a commitment on management abilities and this in flip into an outstanding
improvement for more upgrading inventiveness. According to Anantharaman (2013),
organizations link the amplification of maximum performance with transformation of
practices of management. Thus, because of concentrated challenge, globalization and
unstable market situations associations search for more up to date sources of intensity; a
standout amongst the most essential is being elective administration practices.

Practicing good employee performance requires proficiency in certain competencies.

Competencies are observable, measurable patterns of skills, knowledge, abilities, behaviors,
and other characteristics that an individual needs to perform work roles or occupational
functions successfully. According to Huselid (2015), employee performance reminds people
that being busy is not the same as producing results. It reminds us that training, strong
commitment and lots of hard work alone is not results. The major contribution of
performance management is its focus on achieving results, useful products and services for
customers inside and outside the organization. Performance management redirects our efforts
away from busyness towards effectiveness.

Armstrong and Baron (2010) agree that work performance management for teams is
inherently the same as for individual’s i.e. clerical officers. However, the difference between
clerical officers and team performance management lies in the actual measurement and
reward approach. They base the ethos of performance and performance management on the
assumption that if the performance levels of individuals can be raised somehow, better
organizational performance will follow as a direct result. Organizational performance means
that the organization has to achieve or accomplish its goal, which is ultimately to maximize
the value of the organization and the success of any enterprise which is marked by the level
to which it achieves what it sets out to do in the world (Glaser. 2012).

1
According to Armstrong and Baron (2013), performance management is about encouraging
productive discretionary behaviour, and has as its goal to achieve human capital advantage.
They continue to support the belief that people are the most important source of competitive
advantage, and recognize that, as opposed to other forms of competitive advantage resulting
from improving factors such as design or process, the people factor is very difficult to
reproduce or replicate, making it so valuable to organizations. Robbins (2013), states that
self-evaluation is consistent with values such as self-management and empowerment. He
argues that despite the fact that employees tend to inflate their own ratings, self-evaluation
lessens their defensiveness about the appraisal process, and it serves very effectively to
stimulate job performance discussions between clerical officers and their superiors.

New technological changes, demographics changed, competition and cultural trends in the
last two decades have necessitated flexibility, higher qualification and skills from employees
in organizations. Walton (2015) affirmed that the dynamic business environment requires
diverse strategic approaches be adopted in order to manage workers effectively.
Traditionally, clerical officers have had either no say or an indirect say in issues which
concern their job environment. Therefore, in efforts to boost organizational efficiency,
clerical officer’s involvement has been an area of academic concern and recent interest
(Lawler, 2010). Clerical officer involvement is all about making an enabling environment in
which individuals have an impact on actions and decisions that influence their occupations.
Thus the management team should be proactive in addressing the needs of clerical officers
who are considered the organization greatest asset. Applied management researchers have
cited numerous beneficial outcomes of involving clerical officers in organizational initiatives
which include: change in attitude about work, better welfare of workers, reduced expenses,
improved worker productivity across businesses (Jones, Kalmi, & Kauhanen, 2010), intent to
stay, motivation, commitment, creativity, empowerment and job satisfaction.
 
1.2 Statement of the problem
Numerous studies conducted both locally and internationally have indicated that clerical
officer involvement is a deep construct to all facet of human resource management known
hitherto. If issues affecting clerical officers are not resolved in an appropriate manner, clerical
officers and other employees fail to fully involve themselves in their job (Ellis and Sorensen,
2017). Research has also evidenced that the more involved employees are, the more likely the
organization is to exceed the industry average in its revenue growth (Hewitt & Associates,

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2014). Other studies have also indicated that clerical officer’s involvement is positively
related to organizational performance (Towers Perrin Talent Report, 2013). Thus according
to (Heintzman and Marson, 2012) clerical officer’s involvement is positive predictor of
enhanced organizational performance.

The Changamwe Refinery like other organizations is faced with issues concerning clerical
officers involvement and organizational performance. Researchers have cited a lack of an
enabling environment and facilities that do not support transfer and implementation of
modern technology, lack of exposure and mentorship and non-involvement of employees in
decisions that affect their job. Over the year clerical officers have cited poor management
capacity, lack of funds to adopt modern technologies and an organizational culture that lacks
clerical officer involvement inorganizational initiatives as a priority thereby hampering job
performance (Kiambati, Kiio, and Toweett, 2013).

A number of related studies on clerical officer involvement in various countries have been
conducted. Wachira (2013) investigated the connection clerical officer engagement and
commitment at a refinery in Kenya. The findings revealed that clerical officer engagement
and commitment can be established through job satisfaction and employee manager
relationship. A previous study looked at clerical officer engagement levels and job
satisfaction while the present study sought to determine the effect of clerical officer
involvement on job performance. Addai (2013) conducted a study on the link between
decision making, clerical officer involvement and worker motivation in the Organizations
sector in Ghana. The findings of this research study revealed that, involving clerical officers
in various initiatives enhances job satisfaction and increases commitment to the organization.
Parasuraman, Kelly & Rathakrishnan (2013) conducted a study on employee participation in
the Malaysian refinery sector. The results revealed that there was no genuine participation by
clerical officer in most organizations in Malaysia. Mostly, management imposed clerical
officer participation scheme without consultation with unions.

This study was conducted in a developed economy and therefore necessitated that future
research further explored other countries where less is known about employee involvement
and its effect on organizational performance. Furthermore, Wachira (2013) and Addai (2013)
studies were conducted in the refinery sector and did not consider direct clerical officer
involvement and participation in organizations. Also, Parasuraman, Kelly & Rathakrishnan

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(2013) study considered trade union involvement as a variable and was conducted in a
developed economy and indeed, developed countries are economically, culturally, and
politically different from developing counties. Moreover, these existing studies were mostly
examined from a management point of view and not so much from clerical officers’
perspective.

These gaps in knowledge thus necessitated the proposed study and given the critical role that
clerical officer play in an organization, this study therefore aimed to answer the following
research question: what is the impact of clerical officer on organizational performance at
Changamwe oil refinery.

1.3 Objectives of the study

1.3.1 Broad Objective
To find out the impact of clerical officer on organizational performance at Changamwe oil
refinery
1.3.2 Specific Objectives
i. To identify the relationship between clerical officer and organizational performance
ii. To identify challenges facing clerical officers affect organizational performance
iii. To identify the extent to which Changamwe oil refinery has adopted the use of
clerical officers
1.4 Research Questions
i. What is the relationship between clerical officer and organizational performance?
ii. What are the challenges facing clerical officers affect organizational performance?
iii. What is the extent to which Changamwe oil refinery has adopted the use of clerical
officers?
 
1.5 Significance of the study
The findings of this study will be useful to Changamwe oil refinery as it will show the areas
that need to be dealt with to enhance productivity of the employees. Consequently this study
will be of importance to all companies as they will unravel the factors crucial to enhance
organizational performance. Different organizations and policy makers could use the findings
of this study to refine the policies and methodologies to enhance productivity of their clerical
officers as well as to improve the performance of their organizations. This study may also be
of use to specialists and researchers as it will serve as a springboard from which further

4
research can be conducted on enhancing productivity at employee level and corporate level
too. The study findings will also be of use to other researchers who will wish to probe more
about the topic.

1.6 Scope of the Study

This study will focus on the relationship between clerical officer and organizational
performance. The study will exclusively be conducted in Changamwe oil refinery because it
is currently one of the biggest refineries in Kenya having the largest number of employees.

1.7 Limitations of the Study

This study will rely on behaviour where some respondents might fill that they are being
disturbed and therefore refuse to participate or supply wrong information. In this regards, the
researcher will overcame this limitation by conducting an orientation before the
administration of the research tools to the respondents to create a free environment. The
researcher also will open and tell the truth about the research to allay any fears that will result
in such resistance. The conclusions of this research study will be limited and uniquely
associated with Changamwe oil refinery. As a result, it may affect the generalization of the
findings as the conclusion may not be the same as other refineries and other organizations,
therefore, further additional studies should be replicated in different contexts.

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 CHAPTER TWO: LITERATURE REVIEW
2.0 Introduction
This chapter contains the theoretical review of literature, the summary of the gaps to be filled
in the study as well as the conceptual framework that depicts the schematic presentation of
the relationship of the variables in the study.

2.2Theoretical Review
2.2.1 Hertzberg’s Two Factor Theory
Fredrick Hertzberg proposed this theory in 1959 to determine what people really want from
their jobs. The respondents had to explain work conditions in which they felt good (satisfied)
or bad (dissatisfied) in their jobs. The response obtained was then classified into satisfaction
or dissatisfaction. The attributes related to job satisfaction comprised advancement,
recognition, the work itself, achievement, growth and responsibilities. Hertzberg referred to
these characteristics as motivators‘. The attributes connected to dissatisfaction, included
working conditions, supervision, interpersonal relationships, company policy and
administration (Robbins, 2006).

According to Schermerhorn (1993), Herzberg‘s two-factor theory is an essential frame of

reference for managers who would like to improve their understanding of employee impact,
job satisfaction and organizational performance issues. Schemerhorn asserts that Herzberg‘s
two factor theory emphasizes two important aspects of all jobs: what people do in terms of
job tasks (job content), and the work setting in which they do it (job context).

Schermerhorn recommends that managers should endeavor to get rid of employee impact in
the workplace and make sure that they factor-in employee opinion into job content to
maximize opportunities for organizational performance and employee productivity. This
theory is relevant and significant to this study in that it recognizes that employees have two
categories of needs that operate in them and that both should be addressed to ensure that they
are productive and that their performance is at optimum.

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2.3 Empirical Review of Literature
2.3.1 Organizational Performance
Performance is a major multi-dimensional construct aimed to achieve results and has a strong
link to strategic goals of an organization (Mwita, 2010). According to Tangen (2015),
performance can be described as an umbrella term for all concepts that consider the success
of an organization and its activities. Performance can refer to actual results/outputs of certain
activities, how an activity is carried out, or an ability to achieve results. Atkinson (2012)
defined performance as the achievement of results ensuring the delivery of desirable
outcomes for a firm‘s stakeholders. Awino (2011) asserts that for an organization to be
successful it has to record high returns and identify performance drivers from the top to the
bottom of the organization. Njihia et al. (2013) highlight performance measurement as one of
the tools which help firms in monitoring performance, identifying the areas that need
attention, enhancing motivation, improving communication and strengthening accountability.

Performance is equivalent to the famous 3Es, that is, economy, efficiency, and effectiveness
of a certain program or activity (Richard et al., 2009). Daft (2010) defined organizational
performance as the organization's ability to attain its goals by using resources in an efficient
and effective manner. Organizational performance is the ability of the organization to achieve
its goals and objectives (Sok, O‘Cass & Sok, 2013). Performance can be assessed based on
information obtained through primary resources or secondary resources. In general,
performance can be measured taking into consideration two types of performance: financial
performance and non-financial performance (Jarad, 2010).

Kiragu (2009) highlights performance in terms of four perspectives which are the financial,
customer, internal processes and innovativeness. The financial perspective identifies the key
financial drivers of enhancing performance which are profit margin, asset turnover, leverage,
cash flow, and working capital (Odhuno & Wadongo, 2010).
The customer focus describes performance in terms of brand image, customer satisfaction;
customer retention and customer profitability. Njihia et al. (2013) assert that the only worthy
performance measure is financial performance because of its value to shareholders,
executives and the market. This measure is an indicator of organizational success and
sustainability because it is the reason for the existence of firms. On the contrary, Ittner &
Larcker (2009), claim that a firm‘s performance should not be measured by financial
performance but also operational and market influencers. Non-financial measures have been

7
deemed to be more effective in motivating managerial performance because they are more
reflective of the overall corporate strategy (Banker et. al., 2012).

2.4 Relationship between Clerical Officer and Organizational Performance

According to Ton & Huckman (2008), motivation could be affected by the turnover, which
will affect the productivity and the performance of clerical officer. The negative effect of
turnover is the direct costs which include severance, and the recruitment and training of new
employees. Furthermore, turnover is linked with several indirect costs such as operational
disruption following the departure of key employees. This could be due to either the loss of
the firm-specific human capital that resides in departing employees or the loss of the social
capital embedded in clerical officer’s relationships to each other and the organization.

Organizational psychologists have also asserted that clerical officers’ efforts may be highest
when they first join an organization and may decrease over time. Further, worker mobility
implied by turnover may serve as a source of new knowledge for firms. Even though the
average effect of turnover on work group performance is negative, the effect is less
pronounced for complex tasks than for simple ones. The difference in turnover‘s effect is
ascribed to the fact that the performance of complex tasks requires greater innovation or
exploration than simpler tasks requiring repetition. Turnover may matter more in
organizations where jobs are not standardized and procedures do not exist for transmitting
knowledge to new members (Ton & Huckman, 2008).

According to Leadership Insight (2013), organizations need to protect the investment in their
workforce by retaining employees and their intellectual capital to ensure business continuity
and ability to meet key business objectives. HR connect (2007), pointed out that training and
development could be done though coaching. A critical coaching tool for achieving top
results is motivating clerical officer performance. Motivation is defined as something that
causes or influences a person to act or perform. In coaching, motivation is the creation of
conditions that encourage a clerical officer to achieve a high level of performance.

Motivation works best when its focus is on enhancing and sustaining performance. How well
clerical officers perform is what important, which includes working conditions, providing
support to clerical officers that helps them get their work done well and serve their internal
and external customers effectively. This is the focus of the coaching tool of motivation. A

8
manager who functions as a coach must realize that providing positive reinforcement for
good performance increases the likelihood of continued good performance. Positive feedback
and other forms of recognition are powerful ways to provide positive reinforcement for the
right performance.

Dobre (2013) asserts that human resources have the capability to create competitive
advantage for their organizations. Clerical officer performance depends on a large number of
factors, such as motivation, appraisals, job satisfaction, training and development and so on,
to influence to a substantial degree the organizational performance. Also Kalimullah (2010)
noted that a motivated employee has own goals aligned with those of the organization and
directs his/her efforts in that direction. In addition, these organizations become more
successful, as their employees continuously look for ways to improve their work. Getting the
clerical officers to reach their full potential at work is a tough challenge, but this can be
achieved by motivating them.

2.5 Challenges facing clerical officers that affect organizational performance

A number of studies have been done on clerical officers and their impact on a firm‘s overall
performance; examples include (Kirk, 2011). Ostroff & Bowen (2008) suggest, among
others, that organizational climate mediates the link between clerical officers and
organizational performance. In this regard organizational climate is defined by the employees
‘perception of what the organization is like in terms of practices, policies procedures,
routines, expected behaviour and rewards (James &Johns, 2014). However, a lot of
misunderstanding exists about the difference between clerical officers and organizational
culture.
Organizational culture is regarded as the values, beliefs and assumptions, symbols and rituals
that are shared by almost all members of the organization and which comprise a pervasive
context for everything that people in an organization does and thinks (Smirich, 2013). Burton
(2009) categorizes organizational climate profiles into four by applying Koys and DeCotiis‘s
three rules for dimensions of organizational climate to Zummuto & Krakower‘s model of
competing values, initially developed by Quinn and Rohrbach (1983) which is used to
examine criteria for organizational effectiveness, based on a framework of flexibility versus
control and internal versus external view. These categories are group climate, developmental
climate, rational goal climate, and internal process climate. The four climate types are
grounded on their degree on the seven variables trust, moral, equity of rewards, resistance to

9
change, leadership creditability and duty. The employees‘perceptions about the extent to
which every one of the seven variables is present or absent within an organization forms the
basis of organizational climate. Burton‘s approach of the four organizational climate profiles
has been established to be a vigorous and reliable measurement instrument (Burton, 2014).
This is reinforced by findings of Zammuto & Krakower (2007) whose classification of
organizational climate is in agreement with the one of Burton et al. They affirm that group
climate scores high and trust and moral and is internally oriented. Developmental climate
scores high on moral and trust as well, but is externally oriented. Rational goal climate scores
low on trust and moral and is externally oriented. Internal processclimate scores low on trust
and moral and is mechanical oriented (Zammuto & Krakower, 2007).

However, empirical evidence show that the seven dimensions co-vary within each cluster
group, implying that there could be fewer variables necessary depicting the different types of
organizational climate (Burton, 2009). Also, there might be some co-variance between the
four clusters as well. The scores of internal process climate and rational goal climate have
some similarities except for resistance to change (Burton et al., 2009). According to Bowen
& Ostroff (2008) HRM practices and systems play a vital role in determining employees’
perceptions of an organization and propose that a strong climate is the result of strong, clear
and unambiguous HRM practices.

The power of this climate is expressed by the degree within-group consensus about
distinctiveness and consistency of the HR practices in the long term (Bowen & Ostroff,
2008). These findings are reinforced by Tsui & Wang (2008) who posits that clarity in
expectations of employees is supported by HR practices which use consistency in messages
when communicating with employees. Bowen & Ostroff (2008) propose that a strong climate
enhances the chances of attaining strategic goals, because employees who are challenged
with unambiguous messages, about which behaviour is appropriate, are able to establish a
deep understanding of how to prioritize organizational goals and come up with the
appropriate behavior required by the organization.

Hence, clerical officers behave according to strategic management goals (Bowen &Ostroff,
2008). A study by Burton (2009) further advocates that a fit between organizational climate
and organizational strategy will result in increased overall performance because the
perceptions of the employees about the organization are aligned with the strategic objectives

10
of the management. On the contrary, an incongruity between the perceptions of the
employees about the organization and the organizational strategy will lead to a negative
effect on return on assets (ROA) (Burton, 2009). This is because the employees do not
behave in mind the interest of the management and in respect to the organizational goals. The
perceptions, feelings, attitudes and views of employees ought to be matched with an
organization‘s strategy in order to work on organizational objectives in a collective and
highly effective manner (Bowen &Ostroff, 2008)

2.6 Extent to which Changamwe refinery has adopted the use of clerical officers
Dobre (2013) point out that irrespective of the degree of technical automation, attaining high
levels of productivity is influenced by the level of motivation and effectiveness of the clerical
officers. It is therefore crucial to develop and implement employee training programs as a
necessary strategy to motivate clerical officers and other workers. In addition, a good
communication between the managers and the workforce can instigate motivation, as the
degree of ambiguity decreases.

Training has the definite role in the achievement of an organizational goal by incorporating
the interests of organization and the workforce. Training is the most important factor in the
business world because training increases the efficiency and the effectiveness of both clerical
officers and the organization (David, 2012). Training improves the capabilities of clerical
officers as the employees who have more on the job experience have better performance
because there is an increase in the both skills and competencies (Kennedy, 2009). Training
also has a bearing on the return on investment.

The organizational performance depends on the employee performance because human

resource capital of the organization plays an important role in the growth and overall
organizational performance. To enhance the organizational performance and the clerical
officer’s performance, employee training is crucial. Training and development increase the
employee performance and ultimately influences the performance of the organization
(Iftikhar, 2009). Employee performance depends on many factors like job satisfaction,
knowledge and management of the company (Muzaffar et al., 2012). This shows that
employee performance is essential for the performance of the organization.

11
Performance is the key element to achieve the goals of the organization and it increases the
effectiveness and efficiency of the organization which is helpful for the achievement of the
organizational goals (Nickels, 2009). There are a number of factors which influence
positively the productivity of the employee for instance, flexible scheduling, and training,
among others (Singh and Mohanty, 2012). It is vital for the organization to design the
training programs according to the needs of the employees. Practical experience, however,
has a greater impact than the theoretical knowledge acquired through the books (Khan &
Khan, 2011). It is better for the organizations to give their employees on the job training
because it is cost effective and time saving (Ruth &Doug, 2004), and so that their employees
will be able to get the hands on experience (Muzaffar et al., 2012).

12
 CHAPTER THREE: METHODOLOGY
3.1 Introduction
This chapter showed the study area, research design, the target population, the sample
determination and method of selection, the method of data collection, and the data analysis
and presentation method. Reliability and validity of the data collection instrument were also
be depicted here.

3.1 Study Area

The study was conducted in Changamwe oil refinery in Mombasa County.

3.2 Study design

The study adopted a descriptive cross sectional study design; where its main purpose was to
observe all aspects of the situation as it usually appears at a given time without repetition.

3.3 Study population

Clerks of Changamwe oil refinery

3.4 Target Population

Clerical officers working Changamwe oil refinery to whom the findings of the study will be
generalized.

3.5 Sampling Techniques

The researcher used purposive sampling and simple random sampling techniques

3.6 Sampling Procedure

Purposive sampling will be used to select the study area and simple sampling will be used to
select the respondents.

3.7 Sample size determination

The sample size will be determined using Andrew Fischer’s method of (1994) where the
respondents were < 10,000
Formula nf = n
1 + (n/N)

13
Where:
nf = desired sample size
n = sample size (constant 385)
N = total population size 20 (Changamwe Oil Refinery Records, 2020/2021)
nf = 385
1 + (385/20)
nf = 385
1 + 19.25
nf = 19

3.8 Selection Criteria

3.8.1 Inclusive Criteria
Clerical officers willing to consent to participate in the study
3.8.2 Exclusive Criteria
Clerical officers not willing to consent to participate in the study
Absent clerical workers

3.9 Study Variable

3.9.1 Independent Variables
i. Relationship between clerical officer and organizational performance
ii. Challenges facing clerical officers affect organizational performance
iii. Extent to which Changamwe oil refinery has adopted the use of clerical officers

3.9.2 Dependent Variables

Impact of clerical officers

3.10 Data Collection Tools

Self-administered questionnaire consisting of open and closed ended questions

3.11 Data Collection

Self-administered questionnaires were used to collect primary data from the respondents
under study since they are educated. They can therefore read and understand questions in the

14
questionnaire. For secondary data, company data, national documents, publications, journals,
books, reports and the internet sources was used in reviewing literature.

3.12 Validity
The questionnaire designed were pre-tested by hand delivering them to a sample 10% of the
sample size, i.e. respondents from neighbouring companies thereafter collecting them dully
filled followed by refining of the questions so as to ensure it gathers the expected responses
information to ensured it was valid for collection of data relevant for this study.

3.13 Reliability
The questionnaires were developed in consultation with supervisors whose inputs helped
ensure reliability. It was also be subjected to peers through presentation for critiquing as well
as assist to polishing.

3.14 Data Analysis

Data collected was edited, coded and cleaned, categorized and tabulated as appropriate.
Computer application MS-Excel was used to analyze. Descriptive statistics such as mean,
percentages, mode and standard deviation were used. Information generated was presented in
form of tables, charts and graphs.
 
3.15 Ethical Considerations
Authority was sought from the Kenya National Examination Council through the principal of
Coast Institute of Technology. Permission to conduct the study was also sought from the
respective authorities of selected Changamwe Oil Refinery manager. The purpose of the
study was explained to the respondents in order to secure informed consent and no names
were written on the questionnaires. All the information was treated with maximum
confidentiality by not disclosing who the respondent is and information collected was kept
under lock and key for hard copy and password for soft copy to limit accessibility.
 

15
 CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction
This chapter presents the analysis and findings of the study as set out in the research
methodology. Data was collected from the clerks of the Organizations who included the
branch managers and operations managers.

4.2 Presentation of Findings

This section presents summary statistics on the first of the questionnaire: Background
Information of the respondents and leadership styles.

4.2.1 Background Information

Background information in the questionnaire captured the respondents’ job title, years
worked in the Organization and years in current position as well as the size of the
Organization and ownership of the Organization.

4.2.2 Leadership Positions

The respondents were clerks in the organization representing 100% of the respondents.
Figure 4.1 Leadership Positions of Respondents

Clerical officers

100%

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4.2.1.2 Years of working in the Organization
The minimum number of years worked by the respondents was above 6 years while the
maximum numbers of years worked in the Organization was 1 – 3 years. The maximum years
worked in the current job by the respondents ranged between 1-3 years. This ranges in years
ensured that the respondents were knowledgeable on the questions and had experience in the
Organization.

Table 4.1 Years Worked and Years at Current Job

Years worked in the Organization Frequency Percentage
1 – 3years 10 53%
3 – 6 years 5 26%
Above 6 years 4 21%
TOTAL 19 100%

Table 4.2 Years worked in the current job

Years worked in the current job Frequency Percentage
1 – 3years 10 53%
3 – 6 years 5 26%
Above 6 years 4 21%
TOTAL 19 100%

4.2.1.3 Size of the Organization

The Organization size is based on the classification provided by respondents.
Figure 4.2 Size of Commercial Organization

17
 49%
50%
45% 37%
40%
35%
30%
25% Series 1
20% 14%
15%
10%
5%
0%
Large Medium Small
CH
APTER FIVE
DISCUSSIONS, CONCLUSIONS ANDRECOMMENDATIONS
5.1 Introduction
This chapter outlines the findings, conclusion, recommendations and areas for further
research. The chapter is divided into these three sections.
5.2 Discussion
The objective of the study was to determine leadership styles adopted by commercial
Organizations as well as the effect of these leadership styles on the performance of the
Changamwe oil refinery in Kenya. Primary Data was collected from 19 Clerical officers in
Changamwe Oil Refinery. The response rate was a 100% with nil missing values noted for
the questionnaires. The independent variables were measured by the various specific
questions on the self-administered questionnaire. The data analysis revealed there is a strong
correlation between the financial performance of the Organizations and six of the
independent variable measured. The study revealed that improvement in financial
performance of Changamwe Oil Refinery could be accounted for by leadership styles which
are: clerks helping them develop themselves, clerks guiding their staff on how to do their
work in order to be rewarded, clerical officers being satisfied with their staff if they meet the
agreed upon target, staff receive recognition and rewards for performance, setting the
standards of working to their staff members and clerical officers not asking for more
information than what is essentially required.

From the findings of p-value, which is the proxy measure of the level of significance, the
study found that there was a strong positive relationship between the independent variables
and the performance of Changamwe Oil Refinery. This therefore means that the leadership
styles can be used as predictor variables to predict future performance of Changamwe Oil

18
Refinery and other commercial Organizations. The major finding of the study depicts the
main objective of the study was met i.e. there exists a strong relationship between financial
performance and the leadership styles adopted by Changamwe Oil Refinery.

19
5.3 Conclusion
In conclusion, the some variables under study have been found to be significant and as such
they can be used for prediction purposes. The major finding of the study is that there was a
strong positive relationship between clerical officers helping their staff develop themselves,
clerical officers guiding their staff on how to do their work in order to be rewarded, clerical
officers being satisfied with their staff if they meet the agreed upon targets, staff receiving
recognition and rewards for performance, setting the standards of working to their staff
members and clerical officers not asking for more information than what is essentially
required, thus the study concludes that leadership styles positively affects the financial
performance of Changamwe Oil Refinery and other commercial Organizations in Kenya.

It’s important to note that the good leadership styles and right adoptions are necessary for
provision of teamwork and ensuring everyone understands their roles within the Changamwe
Oil Refinery and other organizations. It means therefore that staffs who are properly
motivated and guided by the clerical officers to work to achieve the desired results leads to
increased efficiency, reduction of costs and improved performance.

5.4 Recommendations
Based on the findings above, the following are the recommendations that can be made for
managerial policy and managerial practice

5.4.1 Recommendations for Clerical Officers

Leadership style behaviors that have a strong positive relationship with organizational
performance should be put into practice. It is therefore recommended that clerical officers
should: help others develop themselves; Guide to be rewarded for their work; be satisfied
when others meet agreed-upon standards; provide recognition or rewards; tell others the
standards they have to know to carry out their work and ask no more of others than what is
absolutely essential.

5.4.2 Recommendations for Managerial Policy.

Clerical officers should consider formulating and implementing effective reward &
recognition systems. Clerical policies formulated should call for greater involvement in
guiding subordinates to achieve organizational goals.

20
5.6 Suggestions for Further Studies
The limitations have therefore left room for further research in a more expanded scope by
covering the entire financial industry and narrowing into specific sectors as opposed to all the
sectors.
A longer time period can be considered in future so to establish the trend in order to ensure
consistency. An Organization which has been in operation over a longer period of time tends
to give a clear picture of the study variable as opposed to short term operation.
More aspects of leadership quality could be studied in future including leadership style and
return on Assets, leadership style and Return on investment etc. in order to obtain in totality
the relationship with performance.

21
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