AN ASSESSMENT OF THE IMPACT OF DIFFICULT EMPLOYERS ON

PERFORMANCE OF SECRETARIES, A CASE STUDY OF THE PARLIAMENT OF

UGANDA

BY

JUUKO BRENDA

A RESEARCH PROPOSAL SUBMITTED TO THE SCHOOL OF BUSINESS

ADMINISTRATION IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF A BACHELOR’S DEGREE OF OFFICE MANAGEMENT AND

SECRETERIAL STUDIES OF NKUMBA

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 DECLARATION
I, JUUKO BRENDA, declare that this proposal is purely my own original work and it has

never been submitted to any institution of higher learning for any award or publication. All

sources that I have used or quoted have been indicated and acknowledged

Signature: ……………………………… Date:……………………

JUUKO BRENDA

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 APPROVAL
This proposal has been submitted to School of business Administration for data collection

with my approval as supervisor

Signature …………………………… Date………………………………………….

MRS KIGULI MARGARET

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 CHAPTER ONE

INTRODUCTION

1.0 Overview

This chapter provides a comprehensive overview of the study, focusing on the background
information, statement of the problem, purpose, objectives, research questions, scope,
significance, and hypothesis. It lays the groundwork upon which subsequent chapters will be
constructed.

1.1.1 Historical Background According to Cassell (2002), The role of secretaries has evolved
significantly over time, mirroring changes in organizational structures and management
practices. Historically, secretaries were primarily tasked with administrative duties, but with
the advent of technology and changing workplace dynamics, their roles have expanded to
include more strategic functions. However, challenges arising from difficult employers have
persisted, impacting the effectiveness and morale of secretarial staff.

1.1.2 Theoretical Background

The impact of difficult employers on secretary performance can be understood through

various theoretical lenses, including organizational behavior and management psychology as
proposed by Huang, Zhu, and Schaubroeck (2014). The relationship between employer
behavior and employee performance is often influenced by factors such as communication,
leadership style, and organizational culture. Understanding these dynamics is crucial for
identifying strategies to mitigate the negative effects of difficult employers on secretary
performance.

1.1.3 Conceptual Background

According to Ashforth and Hofmann (2009), difficult employers are defined as those who
exhibit challenging behaviors, attitudes, or management styles that create obstacles, conflicts,
or stress for their employees. These employers may demonstrate traits such as
authoritarianism, micromanagement, lack of appreciation, unreasonableness, or poor
communication skills. Difficult employers may also display behaviors such as setting
unrealistic expectations, providing inadequate support or guidance, or fostering a hostile
work environment.

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Ashforth and Hofmann (2009) state that Working as a secretary requires a high level of
professionalism, adaptability, and resilience. Difficult employers may exhibit behaviors such
as micromanagement, lack of appreciation, or unreasonable demands, which can create stress
and hinder secretary performance. Effective management of such situations requires both
individual coping strategies and organizational interventions aimed at fostering a positive
work environment.

On the other hand, performance of secretaries encompasses various aspects of their role
within an organization. This includes efficiently executing administrative duties such as
managing correspondence, scheduling appointments, and organizing meetings. Effective
communication skills are vital for interacting with colleagues, clients, and stakeholders, both
verbally and in writing. Secretaries must demonstrate strong time management abilities to
prioritize tasks and meet deadlines effectively. Additionally, they are expected to exhibit
problem-solving skills to address challenges that arise in their daily responsibilities. Attention
to detail is crucial for maintaining accurate records and handling sensitive information with
precision. Adaptability is also essential for secretaries to navigate changing priorities and
evolving work demands. Overall, the performance of secretaries plays a pivotal role in
ensuring organizational efficiency, professionalism, and success. PUT REFERENCES

1.1.4 Contextual Background

Within the context of the Parliament of Uganda, secretaries play a crucial role in supporting
legislative processes and facilitating communication within the institution. However,
challenges stemming from difficult employers can impede their ability to fulfill their duties
effectively (Inter-Parliamentary Union, 2020; Tepper, 2017). Holman and Deal (2016) add
that understanding the specific challenges faced by secretaries in this context is essential for
developing targeted interventions to improve their performance.

In the Parliament of Uganda, secretaries hold a vital position in the efficient functioning of
legislative processes and the overall operation of the institution. Their roles encompass a
wide array of responsibilities, including administrative tasks, communication management,
and coordination of activities crucial to parliamentary proceedings. Secretaries serve as key
support personnel to legislators, committee members, and parliamentary staff, aiding in the
smooth execution of parliamentary functions.

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Within the complex and dynamic environment of the Parliament of Uganda, effective
communication and coordination are paramount. Secretaries act as linchpins in facilitating
communication channels, ensuring that information flows efficiently between different
parliamentary units, members, and external stakeholders. They are responsible for managing
correspondence, scheduling meetings, and disseminating information, all of which are
essential for the timely and effective conduct of legislative activities.

However, despite the significance of their role, secretaries in the Parliament of Uganda
encounter numerous challenges, particularly stemming from difficult employers. These
challenges may include micromanagement, unrealistic expectations, lack of appreciation, and
poor communication from superiors or other authority figures within the institution. Such
difficulties can impede the ability of secretaries to fulfill their duties effectively, leading to
frustration, decreased morale, and diminished performance.

The Inter-Parliamentary Union (IPU) and Tepper (2017) highlight the adverse impact of
difficult employers on secretarial staff within parliamentary settings. These challenges not
only hinder individual secretaries' performance but also have broader implications for the
overall functioning and efficiency of parliamentary operations. Secretaries may struggle to
meet deadlines, maintain accuracy in their work, and effectively manage their responsibilities
in the face of challenging work conditions.

Recognizing the specific challenges faced by secretaries within the Parliament of Uganda is
essential for developing targeted interventions to address these issues and improve their
performance. As emphasized by Holman and Deal (2016), understanding the unique context
in which secretaries operate is crucial for devising effective strategies to support them in
overcoming challenges and enhancing their contribution to parliamentary processes. By
identifying and addressing the specific needs and concerns of secretarial staff, parliamentary
authorities can foster a more supportive and conducive work environment, ultimately
strengthening the institution's overall effectiveness and performance.

1.2 Problem Statement

Working with good employers makes a secretary’s work easier and contributes to the
secretary’s productivity in organisations like the Parliament, secretaries often grapple with
issues related to difficult employers, which can have a detrimental impact on the performance

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and well-being of secretarial staff. Within the Parliament of Uganda significant challenges
encountered by secretaries include micromanagement, unrealistic expectations, lack of
appreciation, poor communication, stress, burnout, and limited career growth opportunities.
These collectively impact secretaries' job satisfaction, performance, and well-being. If left
unaddressed, these issues have detrimental consequences for both the individual secretaries
and the overall functioning of the parliamentary institution. Furthermore, the lack of
appreciation and support from difficult employers has resulted in demotivation,
disengagement, and resentment among secretarial staff, negatively impacting morale and job
satisfaction. Without addressing the impact of difficult employers on the performance of
secretaries, the Parliament of Uganda risks diminished productivity, compromised quality of
work, and a disengaged and demoralized workforce, ultimately impeding its ability to fulfill
its legislative responsibilities effectively.

1.3 Purpose of the Study

This study aims to assess the impact of difficult employers on the performance of secretaries
within the Parliament of Uganda, with the objective of identifying strategies to mitigate
negative effects and enhance overall productivity and job satisfaction among secretarial staff.

1.4 Research Objectives

The study will be guided by the following objectives:

i. To examine the nature and extent of difficult employer behaviors experienced by

secretaries in the Parliament of Uganda.
ii. To evaluate the perceived impact of difficult employers on the performance and
job satisfaction of secretaries.
iii. To identify strategies for effectively managing and mitigating the effects of
difficult employers on secretary performance.

1.5 Research Questions

i. What are the common behaviors and management styles exhibited by employers within the
Parliament of Uganda? ii. How do secretaries perceive their performance and job satisfaction
levels when working under difficult employers? iii. What strategies can be implemented to

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mitigate the impact of difficult employers on secretary performance and foster a positive
work environment?

1.6 Scope of the Study

1.6.1 Subject Scope

The study will focus on secretaries working within the Parliament of Uganda and their
experiences with difficult employers. It will explore the dynamics of employer-secretary
relationships and their impact on performance and job satisfaction.

1.6.2 Time Scope

The study will examine data collected within the timeframe of the last five years (2019-2023)
to capture recent trends and developments in employer-secretary interactions within the
Parliament of Uganda.

1.6.3 Geographical Scope

The study will be conducted within the premises of the Parliament of Uganda, located in
Kampala, the capital city. Data collection will focus on secretarial staff working directly
within parliamentary offices.

1.7 Significance of the Study

The findings of the study will have several implications for various stakeholders:

 Secretaries within the Parliament of Uganda will gain insights into managing difficult
employer relationships, thereby enhancing their job satisfaction and performance.

 Parliamentary management and policymakers will benefit from understanding the

challenges faced by secretarial staff and can use the findings to implement targeted
interventions aimed at improving workplace dynamics.

 Academics and researchers in the fields of organizational behavior and human

resource management will gain valuable insights into the impact of difficult
employers on employee performance and satisfaction, contributing to theoretical
knowledge and practical applications.

 The study may also inform broader discussions on workplace dynamics and employee
well-being, influencing policy decisions and organizational practices beyond the
parliamentary context.

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In conclusion, the study aims to shed light on an important yet understudied aspect of
organizational dynamics within the Parliament of Uganda, with the ultimate goal of fostering
a positive work environment and enhancing productivity among secretarial staff.

Chapter two
Objective one:

The nature and extent of difficult employer behaviors experienced by secretaries in the
Parliaments

According to ..................., ............., ........, Understanding the nature and extent of difficult
employer behaviors experienced by secretaries in the Parliaments around the world involves
examining various aspects of workplace interactions, communication patterns, leadership
styles, and organizational culture.

Fore instance , .................. notes that One common challenge faced by secretaries is
micromanagement from difficult employers. In this context, secretaries may encounter
excessive scrutiny and control over their work processes. Micromanaging employers may
constantly check on the progress of tasks, provide detailed instructions, and limit autonomy.
Similarly,..........................states that This behavior can be stifling and demotivating for
secretarial staff, leading to feelings of frustration, diminished job satisfaction, and decreased
productivity.

.............................urgues that Another significant issue is the lack of appreciation from

difficult employers. Despite performing essential tasks to support parliamentary operations,
secretaries may feel unacknowledged or undervalued. ......................agrees with the above
author that Employers who fail to express gratitude or provide positive feedback can erode
morale, diminish motivation, and contribute to feelings of disengagement and resentment
among secretarial staff.

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Unreasonable demands from difficult employers

According to ................. difficult employers may impose unrealistic deadlines on secretaries,

expecting tasks to be completed within unreasonably short timeframes. This pressure to meet
tight deadlines can create immense stress and anxiety for secretaries, who may struggle to
deliver quality work under such constraints. Additionally,...................states that unrealistic
deadlines may lead to rushed work and compromised outcomes, ultimately undermining the
effectiveness of the tasks performed by secretarial staff.

Secondly, secretaries may be burdened with an excessive workload by difficult employers

who fail to prioritize tasks or delegate responsibilities effectively. The sheer volume and
complexity of tasks assigned can overwhelm secretaries, leaving them feeling overworked
and underappreciated. This excessive workload not only contributes to feelings of burnout
and exhaustion but also hinders the ability of secretaries to manage their time efficiently and
prioritize tasks effectively.

Moreover, arbitrary expectations set by difficult employers can further exacerbate the
challenges faced by secretaries. These expectations may be unrealistic or unreasonable,
reflecting a lack of understanding or appreciation for the limitations and constraints faced by
secretarial staff. Secretaries may struggle to meet these arbitrary expectations, leading to
feelings of frustration and a sense of being undervalued or unacknowledged for their efforts.

As a result of these unreasonable demands, secretaries may experience adverse effects on

their performance and well-being. The constant pressure to meet unrealistic deadlines and
cope with an excessive workload can take a toll on their mental and physical health, leading
to burnout, fatigue, and decreased job satisfaction. Moreover, the inability to manage time
effectively and maintain a healthy work-life balance can further compound these issues,
impacting secretary performance and overall well-being.

Communication

Firstly, the dismissive attitude of difficult employers can undermine the efforts of secretaries
to obtain necessary information and clarification. When secretaries seek guidance or
clarification on tasks, they may encounter reluctance or indifference from employers who
dismiss their concerns or inquiries. This dismissiveness can leave secretaries feeling
undervalued and unsupported, making it difficult for them to perform their duties effectively.

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Secondly, unresponsiveness from difficult employers further exacerbates communication
challenges. Secretaries may find themselves waiting for important feedback or approvals
from employers, only to receive delayed or no response at all. This lack of timely
communication can disrupt workflow, delay projects, and create frustration among secretarial
staff who rely on timely guidance and direction from their employers.

Moreover, unclear instructions from difficult employers pose additional challenges for
secretaries. When instructions are vague or ambiguous, secretaries may struggle to
understand expectations and requirements, leading to misunderstandings and errors in task
execution. Without clear guidance, secretaries may expend unnecessary time and effort trying
to decipher instructions or seek clarification, resulting in inefficiencies in workflow and
productivity losses.

Additionally, the unapproachable or uncommunicative nature of difficult employers further

compounds communication difficulties. Secretaries may hesitate to raise concerns or ask
questions when faced with employers who are inaccessible or unresponsive to
communication attempts. This lack of open dialogue can hinder problem-solving efforts and
prevent the resolution of issues that arise in the workplace.

In extreme cases, difficult employers may create a hostile work environment for secretaries
through behaviors such as verbal abuse, harassment, or intimidation. Secretaries may feel
bullied, belittled, or threatened by employers who engage in hostile behavior, leading to
feelings of fear, anxiety, and emotional distress. A hostile work environment can have serious
consequences for secretary well-being, job satisfaction, and overall organizational culture,
contributing to high turnover rates and low morale.

Addressing these challenges requires a concerted effort to promote effective communication,

foster mutual respect, and cultivate a supportive work environment that values the
contributions of secretarial staff. By recognizing and addressing difficult employer behaviors,
organizations can create a more positive and conducive workplace for secretaries in the
Parliament of Uganda.

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The nature and extent of difficult employer behaviors experienced by secretaries in the
Parliaments

High-pressure environment

In parliamentary settings, the high-pressure environment is a defining characteristic,

primarily due to the complexity and significance of the work involved. Secretaries, as integral
members of these institutions, are directly impacted by the weight of this pressure. They are
tasked with managing a myriad of responsibilities, including coordinating schedules,
organizing documents, liaising with various stakeholders, and ensuring the seamless
functioning of parliamentary proceedings.

One of the primary stressors for secretaries is the relentless barrage of demanding deadlines
they face. Parliamentary processes are often governed by strict timelines, whether it's drafting
legislative documents, preparing reports, or responding to inquiries. The urgency of these
deadlines can create a constant sense of pressure for secretaries, who must meticulously
manage their time and resources to meet these expectations.

Additionally, ..................states that secretaries must navigate the intricate legislative

processes inherent in parliamentary institutions. These processes involve numerous
procedural rules, protocols, and protocols that must be adhered to with precision. Any
deviation or error in these processes can have significant ramifications, further adding to the
stress and pressure experienced by secretaries.

The sensitive nature of the information handled by secretaries adds another layer of pressure.
They are entrusted with confidential data, ranging from legislative drafts to sensitive political
strategies. The responsibility to manage this information securely and discreetly places
immense pressure on secretaries, as any breach of confidentiality could have serious
consequences.(............................)

Furthermore, the intensity of the pressure escalates when parliamentary proceedings come
under intense political scrutiny. Parliamentary debates, decisions, and actions are subject to
scrutiny from various stakeholders, including the media, public, and political opponents.
Secretaries find themselves at the forefront of ensuring accuracy, transparency, and
professionalism in all their tasks to mitigate any potential backlash or criticism.

In such a heightened environment, employers, including members of parliament and senior

officials, may exhibit challenging behaviors driven by their own stress and the pressing

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demands of their roles. They may become impatient, demanding, or even confrontational in
their interactions with secretaries. This behavior can further exacerbate the stress and pressure
experienced by secretaries, making it challenging for them to execute their duties effectively.

In essence, the high-pressure environment in parliamentary settings is characterized by

demanding deadlines, intricate legislative processes, the management of sensitive
information, and intense political scrutiny. Secretaries bear the brunt of this pressure, facing
challenges in meeting expectations while navigating difficult behaviors from employers.
Effectively managing this pressure requires resilience, adaptability, and strong organizational
skills on the part of secretaries to ensure the smooth functioning of parliamentary operations.

Power dynamics

Within parliamentary institutions, secretaries must adeptly navigate complex power dynamics
that shape their interactions with various stakeholders. These stakeholders may range from
influential members of parliament to senior officials and fellow staff members. As secretaries
strive to fulfill their responsibilities, they encounter the delicate task of managing
expectations and negotiating power imbalances. However, these power dynamics can
sometimes lead to employers exerting undue pressure or displaying difficult behaviors,
posing further challenges for secretaries as they navigate their roles within this intricate web
of relationships.

Communication challenges

Effective communication is paramount in parliamentary settings, yet secretaries often

encounter obstacles in this regard. Employers may articulate unclear or unrealistic
expectations, hampering the ability of secretaries to fulfill their duties effectively.
Additionally, poor communication skills among employers may exacerbate challenges,
leading to misunderstandings and frustrations. Furthermore, the presence of
micromanagement tendencies can undermine autonomy and hinder productivity, contributing
to heightened stress levels among secretaries as they endeavor to navigate these
communication barriers.

Workload and resource constraints

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Secretaries in parliamentary institutions grapple with formidable workload demands and
resouce constraints that significantly impact their ability to perform their duties. Juggling
multiple tasks within limited time frames poses a considerable challenge, compounded by
inadequate staffing and technological resources. Consequently, employers may place
unreasonable demands on secretaries, expecting them to accomplish tasks beyond their
capacity. These constraints and heightened demands contribute to heightened stress levels and
may manifest in difficult behaviors from employers, exacerbating the challenges faced by
secretaries in executing their responsibilities.

Political pressures

Operating within inherently political environments, secretaries in parliamentary institutions

navigate a myriad of political pressures that influence their roles. Employers may exert
pressure on secretaries to prioritize certain tasks or agendas based on political considerations,
potentially compromising their ability to maintain impartiality. Moreover, secretaries may
find themselves embroiled in political tensions and conflicts, necessitating adept navigation
of relationships and communication channels. Striving to uphold professionalism and
impartiality amidst these pressures poses significant challenges for secretaries, with difficult
behaviors from employers exacerbating the complexity of their roles within this politically
charged environment.

Lack of recognition and appreciation

Despite the pivotal role they play, secretaries in parliamentary institutions may encounter a
lack of recognition and appreciation from their employers. Employers may exhibit dismissive
attitudes or overlook the contributions of secretaries, leading to feelings of undervaluation
and disillusionment. Furthermore, the absence of opportunities for career advancement or
professional development within parliamentary institutions may compound feelings of
stagnation and dissatisfaction among secretaries, undermining morale and motivation.

Work-life balance issues

The demanding nature of work in parliamentary settings often encroaches upon secretaries'
work-life balance, leading to heightened stress levels and burnout. Employers may fail to
respect boundaries, expecting secretaries to be constantly available or to work extended
hours, further exacerbating feelings of exhaustion and frustration. Moreover, the lack of
support systems or policies addressing work-life balance issues may leave secretaries feeling

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unsupported in managing their workload, amplifying the challenges they face in achieving a
healthy balance between work and personal life.

Objective two :

The perceived impact of difficult employers on the performance and job satisfaction of
secretaries.

Objective three

Strategies for effectively managing and mitigating the effects of difficult employers on
secretary performance.

2.6 Conceptual framework

Independent Variable Dependent Variable

Difficult Employers Performance of Secretaries

 Productivity
 micromanagement  Accuracy
 unrealistic expectations  Efficiency
 lack of appreciation  Job satisfaction
 Communication challenges

 Job Satisfaction
 Stress Levels
 Communication Effectiveness
 Job Autonomy
15  Organizational Culture
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The Independent Variable Difficult Employers represents the behavior exhibited by employers

towards secretaries. Difficult employers encompass a range of behaviors such as

micromanagement, unrealistic expectations, lack of appreciation, and communication

challenges. These behaviors are identified and categorized as the independent variable in the

assessment. The Dependent Variable, Performance of Secretaries refers to the performance

outcomes or effectiveness of secretaries in fulfilling their duties within the parliamentary

setting. Performance can be assessed through various indicators such as productivity,

accuracy, efficiency, job satisfaction, and overall job performance. The conceptual framework

suggests that there is a relationship between difficult employers and the performance of

secretaries. It implies that the behavior exhibited by employers has an impact on how

secretaries perform their roles and responsibilities within the parliamentary environment.

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 CHAPTER THREE
METHODOLOGY

3.0 Introduction

This chapter presents the methodology that will be used in the study. It includes the research
design, research strategy, research approach, the research population. Sample size, Sampling
techniques, Research Instruments, Data Collection instruments. Data gathering procedure and
Reliability and validity of the Instrument

3.1 Research design

According to Mouton and Prozesky (2015) a research design is "a plan or a blue print of how a
researcher intends to conduct a study". This involves plans for data collection, the instrument
for gathering information, how information gathered would be processed and analyzed to give
meaning to a research finding. The study will employ a case study research design involving
both qualitative and quantitative approaches and it will involve a longitudinal and analytical
design. It will be longitudinal because some of the data is existing. It will involve a cross-
sectional design because it draws qualitative data from different categories of respondents. It
will be analytical because it will examine the relationship between working capital
management and profitability. The subjects of the study will be drawn from among staff of
Keba Inn. The reason of choice of the design will be to capture the views and opinions of the
respondents on working capital management practices and profitability in Keba Inn in a much
shorter time.

Research strategy

According to Lewis et al., (2019), a research strategy is an elaborate and systematic

plan of action for carrying out research. The study will involve a cross-sectional survey
research design which will be used as the strategy that focuses on how working capital
management practices affect profitability of Keba Inn with a derailed explanatory, analytical,
quantitative as well as qualitative research approach. This will help in explaining the problem
in detail with regard to how working capital management practices especially Keba Inn have
affected profitability.

Research Approach

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Hussey and Hussey (1997) define research approach as a way on deals with a given problem.
The study employed a deductive research approach which refers to a study in which a
conceptual and theoretical structure is developed and then tested by empirical observation. It
is a theory testing process which commences with an established theory or generalization
using facts, definitions, and accepted properties, and seeks to see if the theory applies to
specific instances, usually by trying to provide evidence for or against a pre-specified
hypothesis to that specific instance. Deductive research is referred to as moving from the
general to the particular [Collis, and Hussey, 2020; and Hyde, 2020], The study prefers a
deductive research approach, where the literature of the field to the fullest coverage possible
will be read. Based on this, the theoretical framework of the study will be synthesized. From
this, a conceptual structure will be developed which will then be tested by the empirical tested
findings.

3.2 Research population

Study population refers to a group of people slated to be studied (Amin, 2015). The study will
be carried out at Keba Inn located along Entebbe Road adjacent to Keba Express Hotel the
study population will be about 40.

3.3 Sample size

Sample size refers to a section of a study population that is selected scientifically to represent
the study population (Amin, 2015). Sample size of 36 respondents of the study will be
determined using the Krejcie and Morgan table of sample size determination

Hart (2015) defines sampling techniques as practical methods applied to the selection of a
suitable sample for a study. The sampling method will be stratified random sampling in nature
for staff, because the researcher feels that this would avail the information needed from the
respondents selected.

3.5 Research Instruments

Research instruments refer to tools used to collect information about a study (Mugenda and
Mugenda, 2020). The researcher will collect data using more than one data collection method
which will include interviews, and questionnaires and secondary data. The instruments will be
non-standardized

3.6 Data Collection methods

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Data collection methods refer to ways the data is collected from the field (Hart, 2015, p. 356).
Data collection, both primary and secondary, is an important part of the research process.
Having identified the sources of data, Hart (2015, p. 356) advises systematically collecting the
data in sufficient quality and quantity in order to conduct data analysis

3.6.1 Questionnaire

A questionnaire is a form containing a set of printed questions; submitted to people to gain

statistical information. Questionnaires form an important tool for data collection (Suri &
Verma, 2019). The study will collect data using a structured questionnaire. This is a formatted
set of questions that is drawn up to meet objectives of the study (Rattrays, 2015). It helps to
reach a large number of respondents from different regions within a given time frame and also
allows consistency and uniformity throughout the collection process (Yang, 2018). These will
involve preparing open and close ended questions which will be sent to the management staff,
ordinary employees, and accounts officials. The researcher will design both open and close
ended; open ended questions provided the respondents the opportunity to provide their own
answers to the questions while with the close ended, the answers will be provided for the
respondents to choose from. Structured questionnaire will be economical to use and easy to
administer or analyze (Mugenda and Mugenda, 2019). However, it may be difficult to
construct and the responses may be rather limited.

3.6.2 Interview

The interview is a face to face session with the respondent where questions are put to the
respondents who are free to answer according to the way they perceive the questions.
Interviews are a systematic way of talking and listening to people to collect data and gain
knowledge from them (Kajornboon, 2021). They are purposeful discussions between two or
more people that were used to gather valuable data relevant to the study objectives. They can
be face to face or via telephone depending on the situation on the ground. Sudman and
Bradburn (1982) argue that less educated people are more willing to respond to telephone
surveys than to mail questionnaires which require literacy skills. People who are very busy
also prefer telephone interviews as they do not have enough time to fill questionnaires (Kvale,
2018). Interviews will allow for personal communication and made it possible to gather a
wide range of data. This method will be time saving and will enable the researcher to establish
a rapport with respondents and allow the acquisition of more in-depth responses (Boyce and
Neale. 2018). However, in case of stage fright on the part of either interviewer or interviewee,

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desired responses may not be obtained. The researcher will use interviews through individual
discussions with the selected members to represent the company because the interview allows
for probing to get more detailed information.

3.6.3 Review of existing literature

Amin (2015) states that review of existing literature is the gradual examination of published
writings in a particular style that is currently in existence on a particular subject. This will
entail reviewing various documents including the frameworks for working capital
management practices, financial reports, research reports, text books, company minutes,
newspapers, and accounting manual of the company.

3.7 Data-Collection Instruments

3.7.1 Self -administered Questionnaire

A self-administered questionnaire containing printed questions will be administered to and

used to collect information from all categories of respondents in Keba Inn, it will involve
both open and close ended questions to give the respondents the opportunity to provide their
own answers to the questions.

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3.7.2 Interview Guide

An interview guide is a set of typed questions relating to a particular area of study that meant
to elicit in-depth information from an interviewee (Amin, 2015). An interview guide
containing questions related to the themes of the study will be used by the researcher to collect
data from 10 management staff of Keba Inn through face to face question and answer between
the researcher and the management staff.

3.7.3 Documentary review checklist

According to Hussey and Hussey (1997), a documentary review checklist is a list of

documents that a researcher intends to look at during a study. A documentary review checklist
will be used to collect and review documents related to the variables of the study.

3.8 Data gathering procedure

Data gathering procedure is the process undertaken by a study to collect the required
information for the study (Amin, 2015). The researcher will first obtain a letter introducing
him/her to the organization from the university which will be presented to the organization for
approval and once this is done, the researcher will arrange with the persons related to the
study and printed out the questionnaire which will be distributed to the respondents to fill and
also carry out the interviews and record the responses. After the administration of the
instrument the researcher will collect the answered questionnaires, clean the data, code and
analyze it using SPSS' which will be used for generation of the percentages and frequencies
that will form the basis for conclusions drawn.

3.9 Reliability and validity of the Instrument

Reliability is the requirement that the application of a valid measuring instrument to different
individuals and groups under different sets of circumstances will result in the same
conclusions (Mouton & Marais, 1990: pg 50). The reliability of the instrument will be
ascertained using the test-retest procedure. The researcher will also examine the content of the
interview questions to find out the reliability of the instrument. The researcher will exclude

22
irrelevant questions and change words that will be deemed difficult by the respondents, into
much simpler terms.

3.10 Validity of the Data

Mouton and Prozesky (2015) refer to validity as the quality of being valid and rigorous. For
validation purposes, the researcher will initially submit a sample of set of survey
questionnaires and after approval; the survey will be conducted on five respondents. After the
questions are answered, the researcher will ask the respondents for any suggestions or any
necessary corrections to ensure further improvement and validity of the instrument.

The data which the researcher will obtain in the field from the respondents using
questionnaires and interviewing will be analysed and properly edited for complete results
using SPSS. The distribution of the frequencies and percentages of the respondents will be
carried out for their profile and will be computed for the variables.

3.11 Ethical Considerations

Ethical considerations refer to careful thought given to moral principles of research (Mouton
& Marais, 1990). Ethical considerations will be catered for by first seeking authorization from
the top management of Keba Inn through the introductory letter from the University.
Questionnaires will be structured in such a way that the respondents were not required to
mention their names. A statement as to the strict confidentiality with which data will be held
will be clearly stated in the questionnaire. The researcher will also brief the respondents as to
the purpose of the study, their relevance in the research process, and expectations from them.

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