the effect of supervisor- employee relations on …
TRANSCRIPT
THE EFFECT OF SUPERVISOR- EMPLOYEE RELATIONS ON
EMPLOYEE PERFORMANCE IN HOSPITALITY INDUSTRY:
THE CASE OF SEA CLIFF AND COLUMBUS HOTELS IN DAR ES
SALAAM REGION
By
GLORY MARTIN RWIZA
A Dissertation Submitted as Requirements for the Partial Fulfillment of the
Degree of Master of Science in Human Resource Management of the
Mzumbe University
2020
i
CERTIFICATION
The undersigned validates that he/she has read and hereby recommends for
acceptance a dissertation titled, “Effects of Supervisor-Employee Relations on
Employee Performance in the Hospitality Industry, the Case of Hotels in Dar es
Salaam Region” in partial fulfillment of the requirements for the Masters of Human
Resource Management of Mzumbe University, Dar es Salaam campus.
______________
Major Supervisor
________________
Internal Examiner
________________
External Examiner
Accepted for the Board of MUDCC
_________________________________________________
PRINCIPAL, DAR ES SALAAM CAMPUS COLLEGE
ii
DECLARATION
AND
COPYRIGHT
I, Glory Martin Rwiza, do hereby declare that this dissertation is my unique work
and that it has not and will not be presented to any other University for a similar
award or any other award.
Signature ___________________________
Date________________________________
©2020
This dissertation is protected by copyright under the Berne Convention, the
Copyright Act 1999 and other international and national enactments with regards to
intellectual property. No part, either in full or bits may be reproduced, except for
short abstracts with good intentions, for research or individual learning, critical
scholarly review or dissertation with an acknowledgement, without the written
permission of Mzumbe University, on behalf of the author.
iii
ACKNOWLEDGEMENT
I would like to thank the Almighty God who gave me the strength and good health
throughout the whole research period.
First and foremost, I would like to thank Dr. Mary Rutenge, my supervisor, for
according me her most valuable academic guidance, encouragement and wisdom as
well as moral support and patience that helped me to produce this work. Her words
of encouragement amounted to gentle motherly pushes that strengthened me and
fired my spirit to equally not get tired of studying despite the challenges I faced. She
sincerely deserves every kind of praise.
Also, special thanks go to the management of the Sea Cliff and Columbus hotels in
Dar es Salaam for allowing me to collect valuable information from their businesses.
Furthermore, my special thanks also go to all the employees in the hospitality
industry who agreed to be interviewed.
Most importantly, however, I am deeply grateful to my family for their moral
encouragement and material support during the course of my studies and for
relieving me of some family responsibilities during the entire period of conducting
this research.
Finally, I am extremely thankful to all the sources from whom I obtained information
and the people who helped and advised me in the completion of this research. I owe
my sincere gratitude to George Mafie. You played an extremely pivotal role that
shall always be engraved in my heart.
iv
LIST OF ACRONYMS AND ABBREVIATIONS
ER Employee relationship
FGD Focus Group Discussions
GDP Gross Domestic Product
HRM Human resource manager
JNI Julius Nyerere International Airport
SPSS Statistical Data Packages for Social Scientists
VIE Valency–Instrumentality–Expectancy
v
ABSTRACT
The study examined the influence of supervisor-employee relations on employees’
performance in the hospitality industry - the case of Sea Cliff Hotel and Columbus
Hotel in Dar es Salaam City.
The study was guided by the following specific objectives:
1. To examine how the relationship with supervisors is generally perceived by
the employees in hotels
2. To determine the impact of the supervisor-employee relationship on
employee performance.
3. To determine hotel supervisors’ strategies for improving relations with
subordinates for effective performance
The research adopted a case study design. The researcher decided to adopt this
method because it helps to use various sampling techniques of data collection such as
the use of questionnaires, observation and interviews. The study did random
sampling of employees and in some cases used stratified sampling of the population.
Based on the outcome of this study, it was concluded that employee-supervisor
relations contribute significantly to the overall performance of the business. The
research also revealed that through various strategies such as training, meetings and
team building activities, the relationship between the employer and employee can be
fairly strengthened.
The research recommended that the hotel industry had to carry out effective and
implementable strategies such as career development programmes, remuneration and
reward systems within the hotels to better the employees’ performance. Moreover,
the study recommends further that hotel managements should establish proper
information channels for providing regular feedback to employees, which in turn,
boosts their morale. Hence, employees will feel more respected by supervisors,
which is crucial for productivity and higher profits for investors.
vi
TABLE OF CONTENTS
CERTIFICATION ........................................................................................................ i
DECLARATION AND COPYRIGHT ........................................................................ ii
ACKNOWLEDGEMENT .......................................................................................... iii
LIST OF ACRONYMS AND ABBREVIATIONS .................................................... iv
ABSTRACT ................................................................................................................. v
LIST OF TABLES ....................................................................................................... x
LIST OF FIGURES .................................................................................................... xi
CHAPTER ONE ........................................................................................................ 1
INTRODUCTION ...................................................................................................... 1
1.1 Background to the Study ........................................................................................ 1
1.2 Statement of the Problem ....................................................................................... 5
1.3 Research Objectives ............................................................................................... 6
1.3.1 General Research Objective ................................................................................ 6
1.3.2 Specific Research Objectives .............................................................................. 6
1.4 Research Questions ................................................................................................ 6
1.4.1 General Research Question ................................................................................. 6
1.4.2 Specific Research Questions ............................................................................... 7
1.5 Relevance of the research....................................................................................... 7
1.6 Scope of the Study ................................................................................................. 7
1.7 Limitation of the Study .......................................................................................... 8
CHAPTER TWO ....................................................................................................... 9
LITERATURE REVIEW, THEORETICAL AND CONCEPTUAL ................... 9
2.1 Overview ................................................................................................................ 9
2.2 Conceptual Definitions .......................................................................................... 9
2.2.1 Employee Relation .............................................................................................. 9
2.2.2 Human Resource Management (Supervisors) ..................................................... 9
vii
2.2.3 Employee............................................................................................................. 9
2.3 Literature Review ................................................................................................. 10
2.3.1 Strategies to Improve Supervisor –Employee Relations ................................... 10
2.3.1.1 Healthy Work Environment ........................................................................... 12
2.3.1.2 Condition of Support ...................................................................................... 13
2.3.1.3 Communication .............................................................................................. 14
2.3.1.4 Condition of Respect ...................................................................................... 15
2.3.2 Perception of Employees on Supervisor-Employee Relations.......................... 16
2.3.2.1 Justice Perception ........................................................................................... 17
2.3.2.2 Job Satisfaction .............................................................................................. 17
2.3.3 Effect of Supervisor-Employee Relations ......................................................... 19
2.4 Theoretical Framework and Model ..................................................................... 20
2.4.1 Expectancy theory ............................................................................................. 20
2.4.4 Theoretical Model ............................................................................................. 21
2.4.4.1 Soft Model of HRM (Harvard Model) ........................................................... 21
2.5 Review of Relevance Studies. .............................................................................. 22
2.6 Conceptual Frameworks....................................................................................... 23
CHAPTER THREE ................................................................................................. 25
RESEARCH STRATEGY ...................................................................................... 25
3.1 Study Area ............................................................................................................ 25
3.2 Research Design ................................................... Error! Bookmark not defined.
3.3 Study Population .................................................................................................. 27
3.4 Type of Data and Strategies Used ........................................................................ 29
3.5 Data Collection Strategies and Instruments ......................................................... 30
3.5.1 Questionnaire .................................................................................................... 30
3.5.2 Interview ........................................................................................................... 31
3.6 Data Analysis ....................................................................................................... 33
3.6.1 Qualitative Data ................................................................................................ 33
3.6.2 Quantitative Data Analysis ............................................................................... 33
3.7 Ethical Issues and Considerations ........................................................................ 34
viii
3.8 Validity and Reliability of the Study ................................................................... 34
CHAPTER FOUR .................................................................................................... 35
PRESENTATION OF FINDINGS ......................................................................... 35
4.1 Social Demographic Information ......................................................................... 35
4.1.1 Gender ............................................................................................................... 35
4.1.2 Highest Level of Education ............................................................................... 35
4.1.3 Job Positions of the Employees......................................................................... 36
4.2 Strategy on Employee-Supervisor Relations ....................................................... 37
4. 2.1 Feedback and Information Sharing .................................................................. 37
4.2.2 Rewarding Employee Performance................................................................... 39
4.2.3 Kind of Reward ................................................................................................. 40
4.3 Supervisor-Employee Relations’ Perception ....................................................... 41
4.3.1 Employees’ Perception ..................................................................................... 41
4.3.2 Frequency of Meeting ....................................................................................... 41
4.3.3 Internal Communication.................................................................................... 42
4.3.4 Employee Suggestions Scheme ........................................................................ 43
4.3.5 Feeling of Employees on Supervision Style ..................................................... 43
4.4 Effect of Employee-Supervisor Relation in the Hospitality Industry .................. 44
4.4.1 The Effect of Employee Supervisor Relationship on Employee Performance . 44
CHAPTER FIVE ...................................................................................................... 47
DISCUSSION OF THE FINDINGS ....................................................................... 47
5.1 Strategy on Employee-Supervisor Relations ....................................................... 47
5.2 Perception of Employees ..................................................................................... 48
CHAPTER SIX ........................................................................................................ 50
SUMMARY, CONCLUSION AND RECOMMENDATIONS ............................ 50
6.1 Introduction .......................................................................................................... 50
6.2 Summary .............................................................................................................. 50
6.3 Conclusion ........................................................................................................... 52
ix
6.4 Recommendations ................................................................................................ 53
REFERENCE ........................................................................................................... 54
APPENDIXES .......................................................................................................... 65
x
LIST OF TABLES
Table 3.1: Sample Size and Description ..................................................................... 27
Table 4.1: Gender of respondents ............................................................................... 35
Table 4.2: Employees and Managers highest level of education ................................ 36
Table 4.3: Job Positions of Employees ....................................................................... 37
Table 4.4: Response by Employees on Rewarding Good Performance...................... 40
Table 4.5: Kind of Reward .......................................................................................... 40
Table 4.6: Perception of the relationship between employees and supervisors .......... 41
Table 4.7: Frequency of Meeting ................................................................................ 42
Table 4.8: Employees perception of Internal Communications with Managers ......... 42
Table 4.9: Feeling of Employees on Supervision Style .............................................. 44
xi
LIST OF FIGURES
Figure 2. 1 : Conceptual Frameworks ......................................................................... 24
Figure 4. 1 : Feedback and Information sharing ......................................................... 39
Figure 4. 2 : Response by Employees ......................................................................... 43
Figure 4.3: Satisfaction of Employers on Employee turnover………………………44
1
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Employee relationship means the connection between employees and employers as a
guideline of organizational tool. These tools involve organizational culture and
organizational values. Furthermore, the reason for hearing grievances and conflict
management are to realize good employee-employer relations and to reduce conflict
cases at a place of work (Akhaukwa, et al, 2013).
Michael (2005) outlined that employee relationship between an employer and
employee should be managed to achieve maximum productivity levels. He also
warns about the effect that low employee morale has on the working environment.
Maintaining healthy supervisor-employee relationship within the company is a vital
component for the success of the organization. Stable employee co-operation is
required for achieving organizational goals. Hence, an employee relationship is about
resolving and solving problems that could happen at the workplace.
Therefore, there are various indicators for good and healthy supervisor-employee
relations like, conducive work environment, the commitment of all employees and
employers, incentives and effective communication within the company (Davis et al,
2012). Where those indicators are practised and respected, an organization produces
an environment where employees are committed to their jobs. This environment also
ensures the expansion of the corporate and private growth of the organization.
This is because a sensible and healthy supervisor-employee relationship has been
thought to be the factors for the company’s growth (Brunetto et al, 2013).
Supervisor-subordinates relations result into better economical, intended production.
According to Macky & Boxall, (2007), human resource officers are partially
accountable in execution time unit functions that are directly connected in making a
friendly working environment.
2
Therefore, Human resource managers through United Nations agency change
employee to participate in a higher cognitive process throughout the employee
conferences. Employees get a chance to contribute and participate in the decision-
making process of the organization. Also, once human resource managers provide
incentives and create a safe and healthy work environment for the employees that
could make the employees to have a good attitude towards the organization. That can
be attributed to the employees feeling respected, honoured and happy working with
his or her manager. Hence, it is obvious that managing good human resource
management relationships as a part of employer-employee relations is of great
importance.
A study done by Blyton (2008) revealed that whilst most of the employees have the
same capabilities, they do not put up their best performance on the off chance that
the employee-employer relations (employees need with their subordinates and
employers) are repelled. He revealed more that employees do not put in their best
performance at work once they are not satisfied with the top leadership or perhaps
their colleagues. Bad and un-healthy supervisor-employee relations end up in strikes
or resentment.
A study done by Sequeira et al, (2015), recommended that healthy employee
relations have a direct impact on the employees’ performance and frequently
contribute to the realisation of organizational goals. Once a human resource manager
has established a sustainable peaceful environment at the place of work, that alone
satisfies the needs of an individual employee. It improves morale, builds the
organizational culture and conveyance of expectations for promotions. That, in turn,
encourages employees to perform in such manner that they deliver according to their
highest bar and therefore, lead to a sensible performance. Good employer-employee
relations call for cultivating an intended and productive workforce. It is essential to
keep in mind the dynamics of the employer-employee relationship. It encompasses
all the relations between the human resource manager and employee in the business.
3
Human beings are typically motivated from within themselves. However, a human
resource manager’s focus ought to get on what people will do to foster the sort of
environment wherever an employee thrives to offer their best performance.
Motivated employees have higher levels of work engagement, are less doubtless to
own turnover goals and perform significantly better compared to a disengaged
employee. Since the organization’s success is linked to the performance of its
employees, the businesses maintaining sturdy employee relations can profit as a
result of their workforce being extremely intent on putting in their best efforts
(Khoreva et al, 2017). Therefore, managing these relationships becomes vital for the
success of the business. Sturdy and healthy relationships will lead to higher
employee happiness and even magnified productivity.
Ordinarily, Human Resource (HR) managers provide pointers to line managers for
resolving employee complaints, legal matters and disputes. One of the major
functions, amongst others, of time unit departments, is to produce data for internal
customers concerning policies, laws, objectives and goals of the organizations to
speak the management’s vision and mission. Davis et al, (2012) ask a question “Why
are several managers unsuccessful early within their job?” Davis reacted, “For
several, it's the inability to relate to the employees.” Miller et al, (2007) state that one
is just going to be eminent in their work to the level that their team members permit
them.
This may rely however, on how they can be managed. Currently, good employers do
not apply the facility techniques of the past. Modern managers realize that giving
employees threats is potentially harmful. Instead, they jointly motivate employees to
try and achieve their best (Manning, 2009). Within the hospitality business, the one
attribute employers should have is great social skills. These take up skills like
negotiation, listening and questioning between the guest and employee, (Hunter,
Tinton and Mannall, 2010).
4
Furthermore, employers provide opportunities for employee participation in
management selections, correspondence, policies set up for cooperation and
management of grievances and minimization of disputes. Communication is enjoying
an important role in employee relations. As Marko et al, (2010) revealed the
importance of communication between line managers and employees is vital for
employee engagement. Communication is the thread that creates policies and is only
effective when employers realize the fact that communication is essentially a two-
way traffic. It involves dialogue instead of mere commands. Nonetheless, several
businesses perform poorly during this space, neglecting the importance of
communication. .
Getting communication and work ethic right involves everyone’s expertise and
determination. This means that human resource managers ought to show empathy
and respect for others to maintain the quality of work despite issues or tough
situations cropping up. The qualities needed to embrace that specialized, constructive
behaviour and outcomes. They should take a productive, problem-solving approach,
anticipating issues, recommending solutions, and having the ability to supply
reasonable recommendation to senior management concerning implementation.
Negotiation skills are still helpful but required less here. A far wider space of data is
currently needed, together with the abilities to use it, as well as measuring and
deciphering employee attitudes, communication and conflicts. The findings of the
excellent communication system within the organization can cause higher
performance within the organization. This is specifically essential to the Human
Resource department, that welcomes new employees. The department needs a lot of
excellent communication to the employees, and employers thus offer quality service
to the purchasers. Failure of the internal the communication mechanism will have an
unfavourable effect on the performance of the organization-as is in most cases,
(Sequeira et al, 2015).
5
While my analysis has investigated components of this net of relationships, there are
only a few studies that have assessed these variables together and over time.
However, the degree and changes within those variables varies from one to another.
This research investigated the relationships between human resource managers and
their subordinates and in turn, the extent to which they have an effect on the
performance of the employees. This research looks specifically at this relationship of
Hotels in Dar es Salaam.
It is known that the hotel industry contributes significantly to the growth of the
Tanzanian economy (contributing 40% or more) for the last 5 years (REPOA, 2015).
Major businesses within the Tanzania service sector include financial services,
telecommunication, and the tourism industry. Job creation is a serious challenge
within the sectors thus fifth is informal employment (REPOA, 2015). This research
assumed that there was necessity to understand the relationship between the
employees and their supervisors and the employees’ performance in hotels
particularly for Dar es Salaam, the main commercial city in Tanzania, which
accounts for major contribution to the country’s economy.
1.2 Statement of the Problem
The hotel industry in Tanzania is a constantly improving service sector. The industry
has developed greatly in the country. Over the years, the number of guests has kept
on rising, thanks to huge advertisement events that actively promote Tanzania as an
all year tourist destination. According to the Tanzania Economic Survey (2016), the
number of guests who came to Tanzania rose by 12.9%, from 1,137,182 in 2015 to
1,284,279 during the year under review. The increasing tourist arrivals generally
stimulate the growth of hotel industry in Tanzania. The Tanzanian government plans
on increasing the number of tourists to eight million by 2025, (Morisset, 2015).
Most of the hotels are goal-oriented where different strategies are important,
(Randhawa, 2007. Medina, 2012&Naumann1992). Therefore, effective performance
of the service sector is crucial for achieving the overall hotel objectives, which
6
include higher productivity in the organization hence more profits. One of the
challenges in achieving the targets is the supervisor-employee relationship or simply
put, the HR partnership.
With the number of tourists set to increase eightfold by 2025, the hotel industry is set
to receive an influx of tourists by that time. For hotels to make maximum profits
from the incoming tourists, there is a need for hotels to have highly motivated
employees who work towards the organizational goal, so that as the number of
tourists are increasing the hotels can have the right human capital to drive profits
upwards. One way to of having motivated employees is by having good employee-
employer relations.
Therefore, this dissertation assesses the impact of the relationship between
supervisors and employees on employee hospitality performance, specifically for
hotels in Dar es Salaam, Tanzania.
1.3 Research Objectives
1.3.1 General Research Objective
This study aimed to assess how the employer - employee relationship affects
performance of the employee in the hospitality industry.
1.3.2 Specific Research Objectives
i. To examine how the relationship with supervisors is generally perceived
by the employees in hotels
ii. To determine the impact of the supervisor-employee relationship on
employee performance.
iii. To determine hotel supervisors’ strategies for improving relations with
subordinates for effective performance
1.4 Research Questions
1.4.1 General Research Question
How do supervisors - employee relations affect the hotel’s performance?
7
1.4.2 Specific Research Questions
i. What are the hotel supervisors’ strategies on supervisor-employee
relations?
ii. What is the perception of employees on their relationship with
supervisors in hotels?
iii. What are the effects of the supervisor-employee relations on
organisational performance?
1.5 Relevance of the research
The research aims to provide new information on employer-employee relationship
and work performance particularly in the hospitality industry in Tanzania. This study
is important as it will improve good relations between supervisors and employees
and add value to employees’ performance. Moreover, analysis of the findings is
going to be helpful for Hotel supervisors/employers and policymakers for
enhancing efficiency in the hotel services and therefore income.
The views of an employee on their relationship with their superiors and the
way all that affects organizational performance will be positive. The findings of
this study will be useful to hotel management, policymakers, researchers and other
scholars as reference material for further studies.
1.6 Scope of the Study
The study was conducted at the Sea Cliff and Columbus hotels situated in upscale
Kinondoni Municipal, Dar es Salaam. The two hotels were chosen basically for
purposes of comparing sizes. Sea Cliff Hotel is a fairly large organization while
Columbus is relatively small in size compared to other tourist hotels in the
Kinondoni area. The research took this approach so as to get responses from both
sides of the spectrum. Moreover, the hotels were chosen as they have a good number
of employees and supervisors and they cater for many patrons. That helped
conducting the study to be a more successful exercise. In addition, Kinondoni area is
8
Dar es Salaam’s up market zone with good street network, which made collecting
data less burdensome and the responses fairly reliable and accurate.
1.7 Limitation of the Study
Limitations of the study are barriers that make the researcher not to conduct his/her
research successfully. They include money, time and other limited resources
(Kothari, 2004).
The major limitation encountered during the study was bureaucracy in the hotels. It
affected timely completion of data collection as some members of staff hesitated to
respond fully to questions and interviews. Ohers appeared to be ‘strategically’ absent
from duty allegedly for attending various emergency cases. But the use of multiple
data collection strategies helped to overcome that challenge.
9
CHAPTER TWO
LITERATURE REVIEW, THEORETICAL AND CONCEPTUAL
FRAMEWORK
2.1 Overview
This chapter covers the conceptual definitions, theoretical analysis review, empirical
review, research gap identified, analytical/conceptual framework, theoretical
framework and statement of hypothesis.
2.2 Conceptual Definitions
2.2.1 Employee Relation
Employment relation refers to the association between the employer and the
employee both formally and informally in all practical interactions. According to
Armstrong (2003), employee relations consist of all direct interactions of the human
resource department and the employees. Sometimes, collective agreements between
employers and trade unions are recognised.
2.2.2 Human Resource Management (Supervisors)
Management is defined as the art and science of coordinating various activities
within an organisation, via supervisorial and decision-making techniques in areas
like sales, finance, marketing and human resources,(Griffin, 2011).
Hellriegel et al., (2009) explained it as, ‘the policies and practices involved in
carrying out the “people” or human resources aspects of a management position,
including recruitment, screening, training, and appraising’ (Dessler, 2007)
2.2.3 Employee
An employee is a person working on behalf of another person, firm or organisation in
exchange for payment in the form of either a salary or wages. In this paper, the focus
is on employees serving in the hospitality industry and specifically hotels.
10
2.3 Literature Review
2.3.1 Strategies to Improve Supervisor –Employee Relations
Vital administration is essential for the success of any organisation. An organization,
therefore, ought to create conditions to reflect the wellbeing of the human resource.
The board should prepare, improve and implement existing policies that mirror their
convictions and standards while maintaining relationships between the employers
and employees, (Ismail et al. 2007).
Persuasive techniques and good practices have been respected by numerous analysts
to be highly significant in establishing an organization with the upper hand and the
ability to work adequately within an aggressive organization, (Noe, 1986, 2008;
Blanchard and Thackers, 2007). As an essential piece of the approval chain, a
supervisor’s procedures and practices remain connected to the overall execution and
duty of an organization, (Meyer and Smith, 2000). Within the last ten years, an
increasing number of studies have emerged that take a look at the use of HRM
resources and while noting that a larger percentage asserts the importance of
administrators' systems and practices to the productivity of the organisation.
Fundamental contrasts are distinguished in the idea of the supervisor's methodologies
and practices utilised and how they identify with authoritative culture (Chang, 2006;
Park et al., 2004). Social and monetary frameworks appear to be significant factors
that can strengthen the possibility of viewpoint on person asset the board (MacNeil,
2004).
It is a known fact that if people enter into an agreement where the two gatherings can
distinguish an advantage, at that point, the two parties feel obliged to satisfy several
commitments made. For example, employees who feel their position is secure are
substantially more liable to exhibit a firmer commitment to an organization than
employees who fear being terminated soon, (Wong et al., 2001). Similarly, if
employees are given opportunity to attend advanced training and workshops,
inclusion in essential leadership, excellent correspondence and relational decisions,
they will perceive more positively the organisation's promise to improve their
11
abilities and were bound to stay where they have a nonstop prospect of learning. This
is commonly an advantage to the employee and organisation because it improves the
quality of the organization and bears crucial ability to inspire loyalty (Huselid, 1995).
According to Condly et al., (2005), this kind of administrative techniques and
practices are bound to positively affect employee job satisfaction and fulfilment of
duties than employee socioeconomics or occupational attributes.
HR Practices are a vital link of Human Resource Management that has the ability to
change the condition of supervisor-employee relations in the organization as this
capacity could be gauged and have measurable outcomes to depict its significance in
upgrading supervisor-employee relations in the organisation. Therefore, improved
quality and efficiency linked to inspiration can be got through job satisfaction,
training, inclusive management policies and performance appraisal. Well prepared
arrangements and assessment can improve the satisfaction of employees in the
organisation, subsequently improving the state of administrator employee relations in
the organisation. For job satisfaction, the outcome finished up is that if the
employees are satisfied through various determinants, it expands their dimension of
fulfilment, Chaudhry et al., (2013).
This will improve the status of the supervisor-employee relations in the organisation.
The outcomes on Participative Management propose that organizations don't check
out being aware of the issues and recommendations henceforth their dimension of
fulfilment isn't high. Consequently, employer-employee relations get influenced in
such a case. The findings of Performance Appraisal infer that for better satisfaction,
employees need variable pay execution framework such as Government pay scales to
evaluate the performance of employees. Consequently, that needs an appropriate
performace evaluation framework for better supervisor-employee relations in the
organisation. This makes employees progressively satisfied and can improve an
employee's performance in the organization (Sinha et al., 2013).
12
Among the systems for a better personal asset, the board as depicted by Dirks and
Ferrin (2002) employer's trust for different employees is exceptionally essential and
necessary with the end goal that trust is an essential variable affecting the image,
viability, and effectiveness of the organisation. Trust is viewed as the most important
factor on hierarchical execution. Trust may develop, decrease, or even emerge
through the span of a relationship. As the length of a relationship builds, individuals
have more chances to watch and understand one another, and the judgment about a
given on-screen character can be finished up as either dependable or deceitful
(Huang and Guo, 2009).
The lion's share of analysts places trusts as comprising two components; honesty and
reliable quality. In an employee-supervisor relationship, trust is the dimension of
dependence one can put upon the information about someone else. In that capacity,
trust is a crucial relationship component. On the off chance that employees don't
confide in their superiors, the progression of upward communication gets
undermined (or won't occur). Similarly, if Supervisors don't confide in the employees
who work under them, the descending progression of correspondence was adversely
affected too.
2.3.1.1 Healthy Work Environment
Making a stable situation is a standout amongst the most important things that
pioneers can do. An elite domain urges and supports individuals to perform taking
care of business. It helps individuals become more energetic, handle pressure, get
through challenges, form synchronised effort and cooperation, be increasingly
flexible and versatile, and show signs of better findings. Working condition presumes
a significant job towards the employees' execution. Working condition is made to
affect tremendously on employees' exhibition towards changing results
(Chandrasekar2001). In the world, there are universal organizations who discuss the
privileges of the employee. The majority go through half of their lives inside indoor
situations, which outstandingly impacts their psychological status, activities, abilities
and execution (Dorgan, 1994).
13
The physical workplace can result in an individual to be well suited or not conform
to the working environment. A physical workplace can also be called an ergonomic
working environment. Inquiries about the working environment condition should be
made so as to get an ergonomic working environment for each one of the employees.
By having this ergonomic physical working environment, employees’ chances of
getting a nervous breakdown are reduced, (Cooper and Dewe, 2004). Furthermore,
McCoy and Evans (2005) assess that the components of the workplace should be
made legal, so the employees wouldn’t be focused while finishing their activity.
Additionally, they indicated that the physical component assumes a significant job in
building up the system and relationship in the work environment.
The consequence of the employees' exhibition can be expanded from five to 10%-
contingent on the improvement of the physical working environment structure at
their working environment (Brill, 1992). Moreover, Amir (2010) refers to
constituents identified with the workplace. There are two primary components which
are the workplace format plan and the workplace comfort. Amir (2010) also said that
a physical working environment is a region in an organization that is being put
together with the aim that the objectives of the company could be achieved.
2.3.1.2 Condition of Support
A superior, otherwise known as an individual with an encounter head, is an
individual who takes care of a matters at hand and is an excellent example at the
primary dimension of authoritative administration, (Adair, 1988; Nijman, 2004).
Thus, as an encounter head, the supervisors had continuously been associated with
leading training programmes. The research programme being led are, for instance,
determining goals, choosing the mentor, building exercise plans, choosing the
programme strategy and strategies that are being employed, setting up the materials,
booking the programme and furthermore lead a preparation needs study (Adair,
1988; Elangovan and Karakowsky 1999). Rabey, (2007) expressed that, a supervisor
could be a coach to the employees, as the mentor will help the employees in
14
completing their activity by controlling employees on the operational procedure
specifically referring to another functioning system.
A supervisor backing could request the employees' presentation; however, there is a
case that the employer had failed in supporting their employees. For instance, the
miscommunication among employees and the administrators in terms of conveying
the data or procedure at work to the employees (Harris et al., 2000). So as to pick up
the employees’ execution, both gathering in the middle of the employees and
supervisor need to have their influence, that is to submit with the relationship. In the
event that full duty is given, it will prompt a positive outcome to the exhibition from
the employees (Blau, 1964).
2.3.1.3 Communication
Another component as one among the procedures for good employee relations is
correspondence. Correspondence fills in as the coordination among individuals and
hierarchical capacities. Continuous, back to back correspondence is a standout
amongst the most significant parts of a complete employee relations system. Intuitive
correspondence both giving and receiving messages accordingly constructs trust
among employees and their supervisors (Daniel, 2003)
Correspondence in the establishment indicates the level to which the foundation
‘illuminates’ employees about significant issues in the organisation. Such significant
issues incorporate business arrangements, mission, values, procedures, aggressive
execution, occasions, and changes that influence the organization and employees.
Institutional correspondence should be possible either formally through formal
structures or casually by methods for unstructured strategies. Anyway, casual
correspondence is more believable than the formal one as it allows adaptability of
groups, open exchange, the thoughts being continued better and more important
effectiveness and efficiency. Correspondence with employees reiterates their
relationship with the establishment and makes institutional solidarity because of trust
among employees or between various offices (Chinomona et al., 2013).
15
Correspondence permits collaboration among colleagues, and this can occur in
different ways that include face to face gatherings, phone calls, messages and others.
Correspondence in the organization is significant in light of the fact that employees
are all around informed so as to perform well and exchange thoughts with their
partners (Noordin et al., 2010).
Along these lines, Mayhew (1985) says that great relationships among employers
and employees don't merely occur; they are the result of a methodology and practices
configured to improve correspondence among employees and employers.
Researchers (Schweitzer and Lyons, 2008 among others) have featured a few
supervisor-employee relations practices, which include: employee strengthening and
organisation, employee recommendations, aggregate dealing, peace promotion and
complaint change measures, preparing and improvement, straightforwardness in
correspondence, empowering bunch exercises (collaboration), and work pay.
2.3.1.4 Condition of Respect
It has been perceived that making a situation and a culture of common regard is a
positive business relations practice, that as well as shared respect can lessen
separation and badgering claims in the workplace and improve organizational
execution also (Muller, 2017). Most employee relations issues are caused, basically,
by an absence of regard for an individual or gathering within the organization. For
example, it was discovered that in this eatery anecdote about these cafés that sell
sustenance, a small minority KFC workers suffered racial slurs and threatening
encounters, recommending that regard is anything but a significant estimation of that
specific working environment (Muller, 2017).
Moreover, one of the inquiries directed from Harvard Business Review brings up that
a positive culture dependent on trust and regard can prompt higher commitment and
efficiency. What's more, commitment has been connected to other primary business
results like maintenance; consumer loyalty and income age every single ground-
breaking proportion of business achievement. This has demonstrated that any work
16
environment that needs genuine or saw shared regard and trust directly affects the
organization's way of life and primary concern.
The cost is too high not to concentrate ventures on making a protected, conscious
condition for employees to play out their best. By and large, it has been seen in
numerous organizations at a specific dimension that everybody realizes that regard is
a ground-breaking social component for making a high-performing working
environment (Muller, 2017). Consider the last time somebody demonstrated your
regard, regardless of whether it was by acclaim or just tuning into your views on a
point. These little motions arouse positive feelings. However, they additionally make
an establishment of shared trust and regard that can shape positive employee
relations rehearses.
In this way, an administrator should consider regarding a financial balance with the
end goal that if the employer persistently makes stores as clear correspondence and
acknowledgement for good work, the experience was a net positive one for the
employee. On the other hand, in the event, that lack of regard rules, at that point
increasingly extreme measures may be taken in the organization so as to ensure that
it accomplishes its target.
2.3.2 Perception of Employees on Supervisor-Employee Relations
The discernment that authoritative calls have on the supervisor-employee relations
rehearses in the organization can have a significant effect in the nature of the
working environment and enormously decides the results of the exercises. To get by
in the focused economic situation, organizations need to get engaged with a few
employee relations practices to impact individuals' observations towards supporting
hierarchical exercises. For authoritative individuals to see employee relations the
employers rehearse emphatically, hierarchical administration needs to put
accentuation on picking up help from employees, having shared trust and certainty
building, permitting opportunity of affiliation (organizations), improving the
profession and pay tracks, retirement advantages, and retraining measures (Gomez-
Mejia et al., 2001).
17
2.3.2.1 Justice Perception
The supervisor should take note that the more significant part of the results of equity
discernments in the work environment can economically affect the organization.
Many organizations have been compelled to lay off workers; be that as it may, the
most significant question to ask ourselves is: are the cutbacks seen as reasonable by
employees? What do the employees who weren't laid off think? Moreover, a few
organizations have gone bankrupt; utilizing rehearses that obliterated the retirement
reserve funds of its employees (Colquitt et al. 2001).
In any organization, the employee sees the results, for example, salary, premium,
advances, social right, reasonably or unjustifiably. They contrast what they got and
what others got (Cole and Flint, 2004). Because of that, they may think they are dealt
with unreasonably. This idea influences their frame of mind, and the people's
dispositions can change regarding their practices. Thus, the organization and the
employers, all in all, ought to be extremely cautious in the detailing of the approach
and system that guides the whole employee similarly paying little mind to the
position. For instance, the assessment of execution in the organization is resolved
precisely, the employees 'trust in the procedures identified with the exhibition
assessment. The study-directed by Erdogan et al. (2002), uncovered that the people
who have terrible execution were the individuals who see that they were dealt with
unjustifiably by the organization.
2.3.2.2 Job Satisfaction
It was uncovered that the connection between the business and employee in any
organization is one among the elements that decide the exhibition of the
organization. This is because of the way that great supervisor-employee relationships
are legitimately identified with occupational fulfillment in which, work, inspires the
employee to expand his/her execution in the organization (Armstrong, 2006).
Execution evaluations led by organizations against their employees to improve work
fulfillment among researchers. Opportune criticism gave to employees by their
supervisor causes workers to recognize their shortcomings and improve their abilities
18
to perform in a superior manner. Disciplinary action embraced by organizations
decides how organizations perceive and react to employee disciplinary issues in the
authoritative setting. Straightforwardness and viable correspondence in disciplinary
issues will improve the relations between the business and the employees (Garrido,
Rez and Ant, 2005). Various organizations have been attempting to embrace robust
methodologies for dispute resolution in the organization like instructing, preparing,
intervention and help to upgrade employee and supervisor relations in this way
leading to improved activity fulfillment.
The chance for employees to join an occupational guild of their decision as their
privilege impacts the soul of cooperation and inspiration to perform well in an
organization. The employees who are individuals from employee's organizations
will, in general feel assured and that they have a voice over their supervisors in the
changing industry condition (Sweney and McFarlin, 2005). Observational research
has broadly been directed in connection to employee relations and employment
fulfillment. One of the study-directed by Zhang, Lam and Baum (2001) on how
occupational fulfillment and their related statistical qualities relate in Asian Pacific
found that 16,266 employees who work in excess of 800 organizations, their joy at
work was impacted by the statistical attributes.
The result demonstrated that compensation levels are influenced by the dimension of
occupational fulfilment to a lesser degree. At the point when the scientists examined
the situation of the employee in the organization, they found an incredible connection
to fulfillment with the activity and reached the conclusion that positions in
occupations supported joy enormously instead of high pay rates. He further clarified
the relationship and showed that positions in occupations influence the sentiments of
employees towards their official accomplishments.
19
2.3.3 Effect of Supervisor-Employee Relations
Employee relationship is vital in deciding the presentation of employees. A
significant organization with employees can be made through progressive
employees, successful correspondence, excellent working conditions and convincing
correspondence. Deming (1997) referred to the workforce as a worthy supporter of
the bigger supporter of high-efficiency levels. A crucial commitment of employees is
sufficient execution. An employee’s satisfaction for his or her commitment depends
on how much the management and the employees agree on what makes acceptable
situations.
The qualities, beliefs and conduct of the employees of the undertaking are held to
possess an essential job in corporate achievement. All organizations which target the
elitist workers need motivation to make the organization with their or working
individuals, which increases their business destinations what this along these lines
calls for is to have an employee administration relation. Additionally, Douglas
McGregor (1966) said staff contributed more to the organization in the event that
they were treated as mindful and esteemed employees. Besides, he expressed that the
condition for acknowledgement, security and sense of belonging was progressively
significant in choosing researchers to decide and profitability than the physical
conditions under which they work. Employees strive to accomplish organizational
objectives.
Along these lines, success in business today relies upon fruitful structural
relationship. Realizing how to introduce oneself expertly gives a ground-breaking
edge over the challenge. Entrepreneurs must have a combination of certainty,
disposition, ability, habits, and correspondence. These are upgraded by a clear
official goal; know how, when, how and what to do. The capacity to impart and
convey the desired information (Jones and Sinnett, 2011). Excellent ability in
relations will allow entrepreneurs to pass on significant data. They ought to never be
tongue-tied, recognize what to state, and state it. According to the capacity to
persuade others and impact their practices, demeanors, assessments and convictions.
20
(Kehoe and Wright 2013) state that entrepreneurs are requested to utilize the
expertise and frameworks they have in their organizations to convince and impact
staff to work productively and successfully guaranteed to meet the authoritative
objectives and great relationship are kept up.
2.4 Theoretical Framework and Model
Speculations or model are capacities or ideas that clarify the connection between
factors. Various speculations have been utilized to think about employer - employee
relations. Ndede (2014), revealed in his study on the impact of remunerating the
board on employee exhibitions, utilized two speculations to expand the subject.
These speculations are Expectancy hypothesis and instrumental hypothesis.
2.4.1 Expectancy theory
The idea of hope was initially contained in the Valency–Instrumentality–Expectancy
(VIE) hypothesis propounded by Vroom (1964). In this hypothesis, Valency
represented esteem; instrumentality was said to be the conviction that on the off
chance that one thing is completed, it will prompt another while hope was said to be
the likelihood that activity or exertion will prompt a result. The cutting-edge of the
hope hypothesis subsequently expresses that all activities depend on the desire for an
ideal reward putting bi-polar weight on the authentic employee-supervisor
relationship. The first side is the weight on the employers to compensate employee to
the desires for their presentation and the second for employees to perform according
to the desires of the businesses.
This hypothesis can be connected in this study because it has subordinate variables
and independent factors. The results or execution will be subject to change in an
employer's practices. For example, fulfilling, preparing of staff, enlistment of gifted
workers and compelling arranging of authoritative objectives and target. Anyway,
the contentions of this hypothesis are sureness, where the hope from the results is the
subject of likelihood. This hypothesis was loped on remunerating the board as the
analyst was fascinated by investigating the impact of compensation on employees
execution in nearby enterprises.
21
2.4.4 Theoretical Model
Quite a number of measures have been suggested by researchers to portray the HRM
idea. Whatever the case, these different models either fall under the delicate or the
hard methodology of HRM. The speculations talked about in this study are Human
asset the employers Soft and Hard models. These two models are the approach that
will expand the factors in this examination.
2.4.4.1 Soft Model of HRM (Harvard Model)
The Harvard Model was hypothesized by Beer et al. (1984) at Harvard University.
The creators also authored the guide of the HRM domain. The Harvard model
recognizes the presence of numerous partners in an organisation. These different
partners incorporate investors with different gatherings of employees, government
and the network on the loose. The acknowledgement of the authenticity of these
different partners’ renders this model a new - pluralist model.
This model underlines more on the human/delicate side of HRM. Essentially this is
on the grounds that this model stresses more on the way that employees like some
other investors are similarly significant in affecting hierarchical results. Actually, the
enthusiasm of the different gatherings must be melded and considered in the
formation of HRM techniques and at least, the making of business procedures.
The first study of the model demonstrates that it is profoundly established in the
human relations convention. Employees impact is perceived through an individual’s
inspiration and the improvement of an organizational culture dependent on shared
trust and collaboration. The variables above must be taken into consideration in the
HR methodology, which is pegged on employee impacts, HR streams, compensation
framework, and so forth. The results from such a set up are delicate in nature as they
incorporate high harmoniousness, duty, abilities, and so forth.
22
The accomplishment of the critical HR results has an effect on long haul outcomes,
profitability, hierarchical viability, which will thus impact investor premiums and
situational factors, subsequently making it a cycle. It is along these lines that it is
very important to take note that the Harvard model is prefaced on the belief that it is
the organisation's HR that gives upper hand by seeing them as resources and not as a
burden.
2.5 Review of Relevance Studies.
Different studies have been done worldwide to investigate the impact of supervisor -
employee relations toward accomplishing businesses key objectives. Various
examinations were referred to for investigation.
The study done by Lather et al., (2015) were investigating the impact of subordinate
employee’s relationships on turnover intention. Turnover intention is the
measurement of whether an employee is planning to leave an organisation or whether
an organisation is planning to let go of an employee, (Ak, 2018).As per the study, the
negative relations among administrators and employees have a significant impact on
turnovers. Employer's practices, for example, mutual trust, expert assistance,
correspondence or reasonableness in execution assessment, are conducts that can
have an effect on research execution.
A work environment relationship, (Brunetto et al., 2013; Morrison, 2004), was
observed to be a potential underlying driver. Working environment relationship is
something that is experienced by every employee in their work settings. Where there
was a friendly superior/subordinate relationship, the authors saw that turnover was
reduced significantly. The closer and more accommodating the relationship was, the
lesser the turnover in those businesses was. This showed that if employers are
friendlier to their employees and involve them in decision making, they would be
able to reduce the rate of turnover. (Brunetto et. al., 2013; Adebayo, 2011; Kim et.
al., 2010, Mossholder, 2005; Harris et. al., 2005; Michael). The importance of this
study depends on the realities that the supervisor's connection to their employees is a
23
scaffold to the accomplishment of an industry or organization toward accomplishing
goals.
Azman et al., (2009) on his study about the "connection between administrators job
and occupation execution" uncovered that supervisor backing makes go about as a
determinant of showing with regards to execution and supervisor correspondence
does not go about as a determinant of employment execution. This outcome confirms
that the employer's job is an incomplete foreseeing variable of employment execution
in the hierarchical example. In the hierarchical setting, supervisors have given
sufficient help (e.g., urge employees to go to preparing programmes and apply
recently procured learning and abilities that they gain from preparing programmes in
their employment) and utilized excellent correspondence rehearses (e.g., give input,
energize dialogue and transparently convey data on preparing) when managing to
prepare programmes. Most of the employees see that supervisor backing can prompt
higher occupation execution in the business.
2.6 Conceptual Frameworks
This structure clarifies the relations between the dependent variables and
independent variables. The independent variable is the employee’s performance
while the dependent variable is the employee relationship and the supervisor’s role
relation.
Stone (2013) portrayed the accompanying parts of human asset which influence the
execution of activities in the workplace. For example, in a workplace, an employee
needs a good working environment. This can be done through managements
effective communication to the employees on the goals, objectives and regulatiosn
running the company. This in turn leads to the employee understanding these goals,
aligning himself towards them and eventually leads to a high employee performance.
Therefore, the interplay between employee relationship and supervisors role in this
relationship leads to the employees performance being affected either negatively or
positively.
24
Figure 2. 1 : Conceptual Frameworks
25
CHAPTER THREE
RESEARCH STRATEGY
3.1 Study Area
The study took place in Dar Salaam region involving two hotels in Kinondoni
Municipal. Dar-es-salaam is the commercial capital of the United Republic of
Tanzania. This city is situated along the Indian Ocean, on East Africa’s coastline.
The 2012 census put Dar es Salaam’s population at nearly five million people. Also,
the city is the main gateway into the country through air. According to the Tanzania
Civil Aviation Authority (TCAA), arrivals at the Julius Nyerere International
Airport- JNIA grew by one hundred forty-five from 2004 to 2014.
The current growth was partly as a result of international travellers avoiding Kenya
due to the recent insecurity problem there and the country’s leisure sector cashing in
on the tourist boom. Hotel construction has been driven by that rising demand from
regional and local travel as well as international tourists. Dar es Salaam accounts for
three fifths of hotel bed capacity in Tanzania. The construction sector has remained
comparatively steady over the last five years, with new providers coming into the
field from 2017, provided occupancy of sixty-six in 2015, compared to seventy-one
in 2014.
Background of the hotels
Sea Cliff hotel was established in 1998 and was renovated 2009 and 2016. It is a five
Star hotel set on a cliff overlooking the Indian Ocean with beautiful manicured
gardens. It is located in the up market Msasani Peninsula in the Masaki
neighbourhood of Dar es Salaam. It is just 16.1 Kilometers from the Julius Nyerere
International Airports. The owner of Sea Cliff Hotel is Mr. Keven Stander, who is
also the Managing Director. It offers world class services for both business and
leisure travelers with the following amenities:
Swimming Pools 2
26
Restaurants 3
Casino
Bar
Guest rooms 115
Conference Halls 6
Total capacity Conference Halls 120.
Every department has its own manager but they all report to the MD. Their
customers come from different places. The VIP Suite costs 800 dollars a night.
However, tariffs for single or double room accommodation depend on booking or on
the spot enquiries.
On the other hand, the Columbus is an 18-bedroom Three Star Hotel that was
established in 2002. It is located at Kijitonyama, a middle class suburb off Bagamoyo
Road. Like Sea Cliff, it also some 16 kilometers from the Julius Nyerere
International Airport. It is easily accessible to/from most tourist attractions. It is
probably the finest budget hotel in the city. They have a restaurant, bar service and
accommodation. Their customers come from different places and the cost of a room
is by getting a quotation when one makes a reservation or one at the hotel.
3.2 Research Design
The study adopted a case study design. According to Kothari (2001), the study
design is an in-depth and comprehensive study of a social group, individuals or
community. The study aimed to investigate the influence of supervisor-employee
relations on employees’ performance in the hospitality industry. The research
assumed this design because according to Kothari (2001), case study design allows
the study to use various techniques for data collection such as questionnaires,
observation and interview methods.
27
These methods generated empirical data and information because the researcher may
not depend only on published work. Also, this study included descriptive design to
reveal the actual profile of the respondents, circumstances at Sea Cliff and Columbus
hotels on development of an employer-employee relationship in the delivery of hotel
services.
3.3 Study Population
Nkpa (1997) defined a population as all things in a stated collection or as a set of
rules while the sample is any subset of values from a population. Population refers to
all those respondents with characteristics which the researcher was interested to
study within the context of the research problem. When the population is relatively
large and physically not accessible. research data would be to study a sample
(Rwegoshora, 2006). The target population was 240 correspondents which included
both managers and employees. However, due to the time and monetary constraints
involved in conducting the research, a sample of 120 correspondents was chosen.
3.4 Sample and Sampling Techniques
The research had a sample of 120 respondents. Since Columbus is relatively smaller
compared to Sea Cliff, we obtained 25 samples from it while obtaining 75 samples
from Sea Cliff. Similarly, because of the size of Sea Cliff hotel, a number of 15
supervisors were chosen as correspondents while only 5 were chosen from Columbus
hotel.
Table 3.1: Sample Size and Description
N0 Hotel Employees No of
Supervisors
Total
1 Sea Cliff 75 15 90
2 Columbus 25 5 30
Total 100 20 120
Source: Compiled by the researcher, 2019
28
3.4.1 Sampling Techniques.
The study adopted a case study design. According to Kothari (2001), the study
design is an in-depth and comprehensive study of a social group, individuals or
community. The study aimed to investigate the influence of supervisor-employee
relations on employees’ performance in the hospitality industry. The research
assumed this design because according to Kothari (2001), case study design allows
the study to use various techniques for data collection such as questionnaires,
observation and interview methods.
29
These methods generated empirical data and information because the researcher may
not depend only on published work. Also, this study included descriptive design to
reveal the actual profile of the respondents, circumstances at Sea Cliff and Columbus
hotels on development of an employer-employee relationship in the delivery of hotel
services.
3.5 Type of Data and Strategies Used
Throughout the study, the researcher gathered subjective and quantitative
information. Personal information was collected in regards to strategy methodologies
of managers' to upgrade their organizations with the subordinates, employee
observation on their organization with supervisors and the impact of such a
relationship to work execution. Personal information then again was collected
particularly on position. Execution of employees and on social statistics was used for
respondents including sexual orientation, age, pay, client employee proportion and
other quantitative data.
Required personal information was obtained from the respondents. However,
quantitative information was obtained through self-administered surveys. Then
again, auxiliary data was obtained through investigating archives being guided by an
agenda which the researcher got ready before fieldwork. Archives including
employee turnover and execution from lodgings, distributed reports on the industry
in Tanzania’s neighbors, scholarly and paper articles regarding the matter of the
study were explored for auxiliary information gathering.
3.5.1 Primary Data
Primary data is data that is collected first hand by the researcher. This research used
primary data majorly for its analysis. It used methods such as use of questionnaires
and interviews to collect primary data.
30
3.5.2 Secondary Data
Secondary data is data that has been collected by one researcher but is used in
analysis in another researcher’s work. This study also uses secondary data in its
analysis. The secondary data is from through investigating archives being guided by
an agenda which the researcher got ready before fieldwork. Archives including
employee turnover and execution from lodgings, distributed reports on the industry
in Tanzania’s neighbors, scholarly and paper articles regarding the matter of the
study were explored for auxiliary information gathering.
3.6 Data Collection Strategies and Instruments
Meetings and polls were used for the gathering of essential information. These
techniques were used here and there together to guarantee balanced governance as
they supplement each other. The utilization of two strategies together will guarantee
legitimacy and consistent quality of the information that was collected. It was also
decided to gather much data as possible since the techniques proposed were
reasonable for every single social gathering. The scientist knows that a portion of the
respondents was open to share openly their perspectives during meetings. However,
others were more comfortable to give information through polls.
3.6.1 Questionnaire
A questionnaire is a kind of inquiries posed to respondents to acquire valuable data
about a provided research point. Amid information accumulation for this
examination, self-managed surveys were used as expressed previously. The
respondents were given polls with a progression of both shut and open-ended
questions. Through surveys, respondents were asked to give data about their social
statistics data, procedures for an employee-supervisor relationship, employees'
exhibition and turnover. The questionnaire was self-administered. This was done
because of the following reasons:
i. To reduce the bias that comes up from the way the question is asked by the
respondent.
31
ii. Reduced cost that comes as a result of appointments set and constantly going
to where the respondents are to gather inform.
iii. It ensures anonymity in the responses. This is good for both the researcher
and the respondents because respondents are most likely to answer truthfully
if they don’t have to reveal their identities especially for sensitive
information.
iv. Self-administered questionnaires also reduce the time spent on arranging
interviews and the trouble of aligning your time with that of the respondents.
This method was not without challenges. First, I was not able to ask open-ended
questions that could have helped me to get in-depth understanding of the
relationships between managers and employees.
Furthermore, some of the employees took too long to answer the questionnaires.
Some stayed with the questionnaire for weeks, hindering me from starting the
analysis early.
Also, as expected, some questions on the questionnaire were left blank. However,
this was not a problem in our analysis since as long as the questions left blank are
random, then the analysis can be done with minimum error, (Evans & Rooney,
2010).
Because of these challenges, I decided to add another method of data collection that
would solve some of the issues highlighted above. Thus, I decided to conduct
interviews.
3.6.2 Interview
Interviews are oral conversations between interviewer and interviewee in which the
interviewer and interviewee engage in exclusive conversation. The interview can be
structured or unstructured. For example, the analyst was able to comprehend
systems by management to upgrade their organization with the employee for
improved execution, the impression of employees on their organization with separate
bosses and the impact of such relationship on employees' presentation. The interview
32
was applicable for superiors and the employees. However, most of these interview
sessions were held with those in managerial positions as they had a far more flexible
schedule than the employees.
This is because the employees in the hospitality sector work on shifts. While this
would be ideal for us to conduct interviews (as we would be able to interview them
immediately after they finish their shifts), it is important to note that some of them
have extra jobs to supplement their income.
Interviews were of the utmost importance in carrying out this research. This is
because:
i. They helped me explain, understand better and explore research subjects'
opinions, behaviour, experiences in the hotel and the hospitality industry in
general.
ii. Interview questions are usually open-ended questions. Thus, extensive
information on the relationship and the norms of the institution were
collected.
iii. The interviewee is able to gain interest about the topic because the researcher
is able to explain why the research is being conducted and its importance to
the field being researched on, in our case the hospitality industry.
iv. We were able to evaluate the non-verbal movements of the interviewee and
determine whether the respondent was holding back from responses. This
enabled me to guide the interviewee in a friendlier way where he was able to
give me the responses needed.
There were two major challenges with this method of data collection:
i. It was time-consuming and sometimes took hours to interview one person
because of the open-ended questions.
ii. There was a possibility of bias in the interview since the employees
misleading answers to favour the manager so as to ‘protect’ their
employment. This problem was experienced with the first and second
33
respondents. However, it was subsequently solved by explaining to the
respondents that their responses would remain anonymous.
These interviews were carried out for the two managers of the respective hotels and
10 employees, five from each hotel. Both the management and the employees fully
cooperated in the interview process; giving answers to every question asked without
hesitation.
3.7 Data Analysis
3.7.1 Qualitative Data
The researcher utilized a thematic study in breaking down personal information.
Thematic study is a strategy whereby information is assembled under subjects and
sub-topics depending on the objectives of the study (Alhojailan, and Ibrahim, 2012).
Information was sorted out under three major topics and sub-subjects in this manner.
Those subjects were incorporated procedures by management to upgrade their
organization with the employee, view of employees on their relationship with their
managers, and impact of the employer-employee relationship on occupational
execution. Additionally, the researcher used Dedoose programming amid a study of
personal information. Dedoose is intended to empower analysts effectively arrange,
dissect and present personal information. For this situation, information was typed,
went into the coded descriptors of Dedoose programming. A short time later, the
researcher was able to acquire the information as far as diagrams and tables and in
respondents' statements.
3.7.2 Quantitative Data Analysis
The researcher used Statistical Data Packages for Social Scientists (SPSS) version17
for the quantitative information. Information was sorted, coded and installed into the
SPSS programming. After information passage, the scientist was able to show that in
precise measurements, including frequencies, mean, and rates and making cross
organization of factors to check the connections. Quantitative information was
revealed in tables and diagrams. Since the research both combined qualitative and
quantitative aspects of data analysis, it used a mixed-method design.
34
This design is where researchers combine both qualitative and quantitative aspects in
data collection, inference techniques and research viewpoints, (Schoonenboom &
Johnson, 2017). The goal of using this type of research is so as to reinforce the
inferences made from research and expand and strengthen the conclusion of the
research,(Onwuegbuzie et al., 2011). Thus, improving the quality of the research.
3.8 Ethical Issues and Considerations
The research adhered to every single moral issue. Moral issues were vital for the
research because they promote the aims of research which are truth, knowledge and
omission of error. It also helps the researcher to be accountable to the public and
ensures that the researcher and the research itself has values such as trust and respect,
that can be used in collaborative work,(Dudovskiy, 2015).
The researcher adhered to every single moral issue including voluntary participation
and consent, classification of data, the security of the data and anonymity of the
respondents, (Enago Academy, 2019). Also, the researcher obtained the supervisors'
consent and advice on the methods required by the standards of The Mzumbe
University in the wake of following all techniques as required.
3.9 Validity and Reliability of the Study
In a bid to guarantee legitimacy and consistent quality, the survey was reviewed by
lecturers and fellow Masters Students at the Mzumbe University for requesting
remarks. Remarks were applied to research questions and data tool. Self-
administered questionnaires and interviews were given to a specific number of
individuals out of the study population before the beginning of the information-
gathering exercise. The pilot concentrate empowered the researcher to improve
information accumulation instruments.
35
CHAPTER FOUR
PRESENTATION OF FINDINGS
This section gives the interpretation of discoveries, information study and discussion
of the discoveries dependent on the objectives of the study. It starts by interpreting
information gathered from the field, and a while later gives study and after that talks
about the findings dependent on the discoveries of different researchers.
4.1 Social Demographic Information
4.1.1 Gender
Most of the incumbents were female made up 68 (57%) of the total respondents and
the males were 52 (43%) out of 120, as indicated in table 4:1 below. This showed
that for the hotels chosen, most of the employees are female, which is consistent with
the report of the National Bureau of Statistics in 2014, (NBS, 2014) and various
researches on the increase in the labour force participation of women in the hotel
industry, (Masanja, 2020). This means that more and more females are preferring the
hotel industry as compared to men.
Table 4.1: Gender of respondents
Sex Frequency Per centage (%)
Male 52 43
Female 68 57
Total 120 100
Source: Field data (2019)
4.1.2 Highest Level of Education
The level of education was another social statistic part of the considered respondents
since the study explored employees’ relations. The study found that 80% of the
employees had achieved tertiary learning, and the rest had achieved secondary
training meaning, they had not furthered their education past secondary school. For
36
supervisors, every one of them (100%) was found to have achieved college training
as seen in table 4:2.
Table 4.1: Employees and Managers highest level of education
Source: Field data (2019)
These findings showed the importance and emergence of the tourism sector.
According to a survey done by the Ministry of Tourism and Natural Resources in
2018, the tourism sector grew by 7.2% from 2017 and contributed to almost 17% of
the country’s GDP, (Mirondo, 2019). Due to this increase, more and more people are
being attracted to the sector hence the larger percentage of college graduates in the
research findings. Furthermore, through interviews, the researcher realised that some
of the employees did not major in Tourism or hospitality management in their
college degrees. They cited the lack of employment in the respective sectors they
studied for made them seek employment in the tourism sector which is fast growing.
4.1.3 Job Positions of the Employees
Respondents were asked about their job positions. The findings show that most of the
personnel dealt with customer care services accounting for 33.3%. This was followed
by bar waiters and waitresses which accounted for 25% of the population, restaurant
waiters and waitresses were approximately 16% and lastly, cleaners were 8.3%, as
shown in table 4:3.
Education level-Employees(Managers and
non-managerial employees)
Frequency Per centage (%)
Secondary 36 30
University 84 70
Total 120 100
37
Table 4.1: Job Positions of Employees
Job Titles Frequency Per centage (%)
Receptionist 40 33.3
Restaurant
waiter/waitress
20 16.7
Bar waiter/waitress 30 25
Cleaners 10 8.3
Managers 20 16.7
Total 120 100
Source: Field data (2019)
These findings showed that customer care was the most important aspect of the
hospitality industry, which was as expected since this is a service provided to people.
The findings further showed that companies hired bar waiters and waitresses as
compared to restaurant waiters and waitresses. There may be two reasons. Perhaps it
is because most people visit hotels for drinking rather than eating or drinks in hotels
are much cheaper as compared to food. We inquired with the managers and they told
us that both reasons were correct. Food in hotels was very expensive and thus, it
forced customers (mostly the locals) to opt for drinks rather than food when they go
to the hotels.
4.2 Strategy on Employee-Supervisor Relations
4. 2.1 Feedback and Information Sharing
The study found that out of 100 non- managerial employees 63% said that
information from the executives to employees was shared through workforce
conferences while 37% said that information sharing was done through formal
meetings and by using ICT, particularly social media. This was among the
procedures to improve the relationship between the board and employees. For
managers, around 74% of them said that they share information through social media
as it is faster and time effective method of relaying information. However, they
emphasized the importance also of using conferences in sharing information,
38
especially critical and serious information since it would be more ‘humane’ to relay
serious information face to face e.g. informing staff about a layoff.
These findings bring out two important aspects. The first was that technology was
taking over the industry. Every firm now relied on technology since it is cheaper,
time-effective and efficient in passing information. However, this did not rule out
face to face meetings and conferences as employers required a human connection for
the management of people. Thus, even though the use of technology is rapidly
increasing in the industry, it would never be fully able to replace face to face
meetings. This has been widely researched and reiterated upon by (Drago, 2015)
In connection with the study done by Defranzo (2015) through the snap overview,
her study revealed that effective input, both positive and negative, was useful. Input
can be utilized as the instrument to settle on remarkable and significant choices. As
indicated by her overview, most big companies were the top organizations since they
generally did their best to improve their services or products by making sure their
employees are happy doing their work. They were also more open to employee
feedback that helped the organisations to improve the work environment. It had been
noted that criticism was important for the organisation. For example, organisations
need to tolerate criticism from clients, customers, employees, providers, sellers and
different partners. Together, they helped organizations to know their shortcoming
and areas that need improvement.
39
Figure 4. 1 : Feedback and Information sharing
4.2.2 Rewarding Employee Performance
With regard to the strategies for ensuring effective supervisor-employee relations, the
study investigated the kind of rewards employees received for their good
performance. Findings indicated that 35 per cent of employees were often rewarded
whereby 19 per cent said they were always rewarded and 22 per cent said they were
rarely rewarded for their performance “above expectation” while 14 per cent said
they were never rewarded as table 4:4 shows.
40
Table 4.1: Response by Employees on Rewarding Good Performance
Response Frequency Per centage
Always 19 19
Often 35 35
Rarely 22 20
Never 14 14
Total 100 100
Source: Compiled by the researcher (2019)
These findings go hand in hand with the findings found. It was important for
employers to give rewards to employees as it motivated them to keep working hard
and helped the business retain their employees, (Chikandiwa et al., 2014).
4.2.3 Kind of Reward
The findings also revealed that there are two best modes of remunerations that given
to employees for better execution. The study showed that 78% of employees were
remunerated through money related reward whereby 22% were compensated by
accepting Certificate of Recognition. The findings are condensed, as shown in table
4:5.
Table 4.1: Kind of Reward
Type of Reward Frequency Per centage (%)
Financial bonus 78 78
Certificate of Recognition 22 22
Total 100 100
Source: Compiled by the researcher (2019)
While money is a good motivation and perhaps the most acceptable way to rewards
employees, it is important to note that recognition of work done is also a
psychological factor towards motivating employees. Being recognised in front of
41
peers and superiors after performing well in a task, can psychologically motivate the
employee to do even better next time and act as a motivation for other employees to
do better so that they too can be recognised, (Amoatemaa & Kyeremeh, 2016). Thus,
employers can still use this tool for motivation as it is an effective tool in motivation
and retention of employees.
4.3 Supervisor-Employee Relations’ Perception
4.3.1 Employees’ Perception
This study primarily helped the researcher to decide the relationship between
employees and their supervisors in their area of work. Respondents were approached
to rate their organisation with their supervisors in three perspectives, which were
friendly, hostile and neutral. As per the findings, 60% of the respondents (employees
and supervisors) felt the relationship was inviting, whereby 18% felt it was
unfriendly, and 22% felt it was unbiased. Table 4:6 demonstrates the aftereffects of
the view of the connection between employees and bosses in nearby businesses
(hotels).
Table 4.1: Perception of the relationship between employees and supervisors
Relationship Frequency Per centage
Hostile 18 18
Friendly 60 60
Neutral 22 22
Total 100 100
Source: Field data (2019)
4.3.2 Frequency of Meeting
With regard to the supervisor-employee relations, the researcher asked respondents
about the frequency of the management conducting meetings to discuss work-related
matters with the management. The meetings were classified into manager-
42
employee’s meetings – those held by managers; employee-manager meetings- those
called by employees and the findings were as follows;
It was revealed that 45% of the respondents said that the supervisor-employee
meetings were very frequent and 30% said that Manager-Employees meetings were
held frequently. On the other hand, 20% of employees said that the meetings were
rarely held, as shown in table 4:7
Table 4.1: Frequency of Meeting
Relationship Frequency Per centage
Very frequently 45 45
Frequent 30 30
Rarely 25 25
Total 100 100
Source: Compiled by the researcher (2019)
4.3.3 Internal Communication
The researcher explored the perception of employees on internal communication
channels used by the management to share information with employees. It was found
out that 76% of interviewed employees said the internal communication with
managers was excellent, and 24% indicated that it was excellent as shown in table
4:8.
Table 4.1: Employees perception of Internal Communications with Managers
Perception Frequency Per centage (%)
Excellent 24 24
Good 76 76
Total 100 100
Source: Compiled by the researcher (2019)
43
4.3.4 Employee Suggestions Scheme
The research explored on how employees provided suggestions to managers, and the
findings showed that 68% of the respondents or employees said they were often
given opportunity to offer suggestions to their supervisors and 32% had never been
given an opportunity for their suggestions to be heard. These findings show that most
employers are now actively involving employees in making decisions for the firm.
Figure 2 elaborates the findings.
Figure 4. 2 : Response by Employees
Source: Compiled by the researcher (2019)
4.3.5 Feeling of Employees on Supervision Style
The researcher inquired how the employees felt about the style of supervision from
their managers. The findings were rated as: very close, close and somehow close. In
this case, 44% of employees felt closely supervised, 32% employees felt somehow
closely supervised, and the remaining 24% felt very closely supervised. This showed
that most employers give employees the chance to take ownership of their work
without closely monitoring them. This shows a level of trust between management
and employees. Table 4:9 summarizes the findings obtained from the inquiry.
44
Table 4.1: Feeling of Employees on Supervision Style
Supervision Frequency Per centage (%)
Very close 24 24
Close 44 44
Somehow close 32 32
Total 100 100
Source: Field data (2019)
4.4 Effect of Employee-Supervisor Relation in the Hospitality Industry
4.4.1 The Effect of Employee Supervisor Relationship on Employee
Performance
The study showed a significant part of the impact of the employer-employee
relationship on employee execution affected profitability and employee turnover.
Other than that, the research showed that employee turnover was not desired by the
companies. This was shown by all the management interviewees, representing 100%
response, (20 out of 20). This is shown in figure 4.2
They said that turnover severely affected the decisions at the board level since it took
time before a replacement was made. Besides, it affected the profitability of an
organisation as training a new employee came with mind-boggling expenses for
45
hands-on training a new employee, high managerial procuring costs, loss of
experienced employees and low organisational execution.
Interviewed respondents agreed that when employees left, organizations lost human
capital and aggregated information. The reasons for this finding were clarified by
Spender (1996). He said- that the more prominent the estimation of learning in
keeping up continuous tasks and making new information and procedures, the more
prominent the misfortune to the firm when employees leave. At the point when
employees leave the firm, learning remains, while unsaid information can be lost.
46
From the findings of the study, there are various reasons that may make someone
leave an organisation and join another or wandering into private concern. Many
inquiries were utilized to find out the reasons, which will in general, be the impact of
employee administrator relations, whereby every particular respondent should rate
the variables in the development that he/she, for the most part agreed was
nonpartisan, differ or for the most part differ about the factor. In this way, a more
significant part of the respondents representing 88% said that positive employee
administrator relations assumed a crucial role in guaranteeing that employees
performed according to expectation. However, 12% of the respondents said that
employer-employee relations did not contribute much to employee execution as
employees were obliged to perform according to the best dedications and skills as
they were to do so.
47
CHAPTER FIVE
DISCUSSION OF THE FINDINGS
This study found out that supervisor – employee relations influenced employee’s
performance in an organization. In particular, the examination investigated on the
view of employees on their organisation with their management, the impact of the
relationship between the different sides on employment execution and the systems
that supervisors used to upgrade the performance of their subordinates so as to serve
the organisation better.
5.1 Strategy on Employee-Supervisor Relations
The study explored the techniques used by the hotel supervisors to ensure that there
was good relationship between them and their subordinates. Consequently, after the
examination, it was found that many hotel supervisors used various procedures to
guarantee a conducive workplace environment. For example, regular meetings with
employees at work, rewarding those who had performed beyond expectation, with
either money or certificates. The study also found out that the communication system
was very important as it played a crucial role in job performance. Robust
communication urges employees to share their views, input to their managers and the
other way around, this sort of work culture improves a lot of work execution.
The findings of this study give proof to the critical role that good relationship
between hotel supervisors and employees plays in cementing their commitment to
the organisation execution. Moreover, the findings can be complemented by the
study done by Lather et al., (2015) who brought up in favour of the commitment of
viable communication as the vehicle that can be utilized to either quicken or
decelerate the presentation of the organisation. He brought up the view that if
communication can be very much planned in the organisation, employees and
businesses to have space sheltered and free space to express their views, for the most
part it influences the organisation in a positive way. Furthermore, it upgrades work
execution while the businesses that disregard excellent communication with
48
employees, find themselves in a situation of high employee turnover, because of poor
working conditions where the employees can't express their perspectives, thoughts or
feelings.
Defranzo (2015) held that employee-supervisor relations do not end inside the
organisation but instead there is some element that is vital that stretches out to the
whole organisation. For example, when talking about communication and criticism
as significant aspects of upgrading good relations between Supervisors/chief and
their subordinate. Through effective communication and input, for example, the boss
recognises a hard working employee, which contributes a lot to an organisation’s
overall performance.
Concerning the strategies used by the administrator to ensure that employees remain
motivated and their relationship is fortified, the study found out that non-monetary
rewards were a very important motivational strategy as an employee felt both valued
and respected. Thus the study recommended that hotel supervisors or managers
should regularly reward employees with cash and other motivational perks in order
to upgrading the relationship between them and employees. It was also important to
make a sheltered space where employees can share freely their thoughts and views
with respect to the advancement to the organisation.
5.2 Perception of Employees
The study revealed that around 60% of respondents felt well respected and
recognised by their supervisors or bosses. That sort of fellowship was essential for
occupational execution in all dimensions of the employees and their supervisors
since it upgrades the dimension of communications among employees and their
bosses. The amicable relationship creates favourable working conditions for
employees.
The finding is upheld by a study by Ruya (2014) as he revealed that when
supervisors show empathy for their employees’ personal wellbeing care and lives
that creates the feeling that employers care about them and not just as tools for
49
business. If employees feel friendly to their managers, they most likely work harder,
leading to effective performance and at the end of the day they will achieve
organization goals.
50
CHAPTER SIX
SUMMARY, CONCLUSION AND RECOMMENDATIONS
6.1 Introduction
This chapter includes a summary of the findings, the conclusion to the research and
recommendations for further study. The core objective of the research was to
examine supervisor-employee relationship on employee performance in the
hospitality industry, the case of Sea Cliff Hotel and Columbus Hotel in Dar es
Salaam City.
6.2 Summary
Employer-employee relations are very important in the development and growth of
an organisation. Because employers and employees work closely together to ensure
the business moves forward, a stronger relationship between the two can lead to
greater employee happiness and increased productivity. This research aimed to
establish whether such a relationship exists in the hospitality industry (by looking at
how the employees perceived this relationship), and how it affected the business.
Through past literature, we established that those who investigated this relationship
found out that where a strong relationship exists, the business performs well as
opposed to when it doesn’t.
The research used a mixed research design methodology, meaning that it employed
the use of both quantitative and qualitative methods. The use of SPPS was used to
analyse the data quantitatively while the use of questionnaires and interviews brought
in the qualitative aspect of the research. The study covered a total of 120
respondents, both employees and their supervisors whereby 20 respondents were
supervisors and 100 respondents were employees from both Sea Cliff Hotel and
Columbus Hotel.
51
Based on the outcome of this study, it was seen that employee-supervisor relations
contributed significantly to employee performance and organizational performance
in general as 88% of the respondents showed.
52
In terms of the perception on employee-supervisor relations, it was found that 60%
of the respondents agreed the relationship with their manager/supervisor was friendly
while the other 40 % indicated it was rather acidic. A few of the interviews declined
any comment.
It was revealed by 45% of the respondents frequently hadsupervisor-employee
meetingsand 30% said that Manager- Employee meetings were frequent. On the
other hand, 20% employees felt that the meetings were rarely held. This means that
communication and transparency between supervisors and employees is supposed to
improve.
6.3 Conclusion
The research found out that strict supervision improves employee productivity and
enhances good relationship within the work environment. Furthermore, the study
revealed that employees perceived their relationship with their managers/supervisors
to be friendly while very few respondents showed that relationship to be hostile, that
at some point they felt to be harassed and not treated fairly. Interestingly, while other
employees revealed that the relationship with their supervisor was neutral, some
respondents showed that the relationship between supervisors and employees was not
good which led to high turnover of experienced employees.
The study found the strategies employed by the supervisors to ensure better
relationship with employees and managers. These strategies were team building
activities and gatherings at the end of the year, recognition when the employee does
well through the financial bonus, and others were appreciated through certificates of
recognition and meetings that involved employees when there was a major decision
to be made. The findings suggested that these strategies can be used as the means to
improve employee performance and in turn, contribute to organizational performance
in general.
53
6.4 Recommendations
Basing on the study, the following recommendations were suggested:
Hotels should develop strategies which provide a conducive working
environment that will improve employee performance such as effective career
development programmes, remuneration and reward systems within the hotel.
Hotel managements should establish proper communication channels for
communicating performance feedback to their employees. This will make
employees feel recognized by their supervisors
Employee involvement in decision making on matters relating to job
performance is the key to improve employee’s performance in hotels. (MM)
54
REFERENCE
Adebayo, S. O. and Ogunsina, S. O. (2011). Influence of Supervisory Behaviour and
Job Stress on Job Satisfaction and Turnover Intention of Police Personnel
in Ekiti State. Journal of Management and Strategy, 2(3), 13-20.
Ak, B. (2018). Turnover Intention Influencing Factors of Employees: An Empirical
Work Review. Journal of Entrepreneurship & Organization Management,
07(03). https://doi.org/10.4172/2169-026X.1000253
Akhaukwa, J. R., Maru L., and Byaruhang J. (2013). Effect of Collective Bargaining
Process on Industrial Relations environment in Public Universities in
Kenya, Mediterranean Journal of Social Sciences, Vol.4 No. 2, May
2013, MCSER-CEMAS-Sapienza University of Rome
Alam, Sk. M. (2015). Employee Turnover in MFIs: Reasons & Remedies. SSRN
Electronic Journal. https://doi.org/10.2139/ssrn.2710258
Alhojailan, M. I., & Ibrahim, M. (2012). Thematic Analysis: Analysis: A Critical
Review of Its Process and Evaluation. WEI International European
Academic Conference Proceedings, 1(2011), 8–21.
Amoatemaa, A. S., & Kyeremeh, D. D. (2016). Making Employee Recognition a
Tool for Achieving Improved Performance: Implication for Ghanaian
Universities. Journal of Education and Practice, 7.
Armstrong, M., (2005). Armstrong’s Handbook of Management and Employership:
Approaches to HRM and L&D. Kogan Page Limited Publishing. United
States.
55
Azman, I., Ching Sieng, L.L., Mohd Na’eim Ajis AjisAjis., Dollah, F.N., &
Boerhannoeddin, A. (2009). Relationship between the supervisor’s role
and job performance in the workplace training program. Faculty
program. Faculty of Cognitive Sciences & Human Development,
Universiti Malaysia Sarawak. 94300 Kota Samarahan, Sarawak
Bach, S. (2005). Managing human resources. (Oxford: Blackwell) fourth edition,
Chapter 15 ‘Direct participation’.
Beer, M., Spector, B., Lawrence, P., Mills, Q., & Walton, R. (1984). Managing
human resource assets, Free Press, New York, NY.
Blanchard, P.N.; Thacker, J.W. (2007). Effective training: systems, strategies, and
practices. USA: Pearson Prentice-Hall.
Boxall, P., & Steeneveld, M., (1999). Human resource strategy and competitive
advantage: A longitudinal study of engineering consultancies. Journal of
Management Studies, 36(4), 443-444.
Braun, V. and Clarke, V. (2006). Thematic Analysis Revised Final, 3, 77–101.
http://doi.org/The publisher’s URL is:
http://dx.doi.org/10.1191/1478088706qp063oa
Brunetto, Y., Xerri, M., Shriberg, A. Farr-Wharton, R., Shacklock, K., Newman, S.
and Dienger, J. (2013). The Impact of Workplace Relationships on
Engagement, Well-being, Commitment and Turnover for Nurses in
Australia and the USA. Journal of Advanced Nursing, 69(12), 2786–
2799
56
Chaudhry, S.M., Sohail, Sohail, F., & Riaz,N (2013). Impact of Employee Relation
on Employee Performance in Hospitality Industry of Pakistan.
Entrepreneurship and Innovation Management Journal
http://www.absronline.org/eimj ISSN: 2310-0079 Volume: 1, Issue: 1 ,1,
Pages: 60-72
Chiaburu, D.S., & Tekleab, A.G., (2005). Individual and contextual influences on
multiple dimension of training effectiveness. Journal of European
Industrial Training, 29(8):604-626.
Chikandiwa, C. T., Mngomezulu, N., Challenor, M., & Munapo, E. (2014). The
Impact of Rewards on Job Satisfaction and Employee Retention.
Mediterranean Journal of Social Sciences, 5(1).
https://doi.org/10.5901/mjss.2014.v5n1p481
Claydon, T, &T & T., & J. Beardwell, (2007). Human resource management: a
contemporary approach. (Harlow: Prentice Hall) 5th edition
[ISBN9780273707639] Chapter 14 ‘Employee participation and
involvement’.
Condly S. Clark E & Harold D (2005) The Effects of Incentives on Workplace
Performance, Performance Improvement Quarterly, 16(3) pp. 46-63
Davis, B., Lockwood, A., Alcott, P. & Pantelidis, I. (2012). Food & Beverage
Manager. 5th ed. New York, NY: Routledge
DeVanna MA, Fombrun CJ and Tichy NM. (1984) A Framework forStrategic
Human Resource Management, in Fombrun, C.J., Tichy, N.M. and
DeVanna MA. (1999) Strategic Human Resource Management. New
York: John Wiley
57
Drago, E. (2015). The Effect of Technology on Face-to-Face Communication. 7.
Du Plessis, A.J (2015) (general editor)., Munyeka, W.., Chipunza, C., Samuel, M.
O.,Naidoo, K., Keyser, E. & Gura, M. HRM and ER in South Africa:
contemporary theory and practice. Juta Publishers, Cape Town, South
Africa
Dudovskiy, J. (2015). Ethical Considerations—Research Methodology. Research-
Methodology.https://research-methodology.net/research-
methodology/ethical-considerations/
Elangovan, A.R.; Karakowsky, L. (1999). The role of trainee and environmental
factors in the transfer of training: an exploratory framework.
Employership and Organization Development Journal, 20:268-275.
Enago Academy. (2019, May 16). What are the Ethical Considerations in Research
Design? Enago Academy. https://www.enago.com/academy/what-are-
the-ethical-considerations-in-research-design/
Essays, UK. (November 2013). Influence of Employee Relations on Work
Performance. Retrieved from HYPERLINK
"https://www.ukessays.com/dissertation/examples/management/employe
e-relation-leads-to-performance.php?vref=1"
https://www.ukessays.com/dissertation/examples/management/employee
-relation-leads-to-performance.php?vref=1
Evans, A. N., & Rooney, B. J. (2010). Methods in Psychological Research. SAGE.
Evans, P. and Lorange, P. (1989), ‘The two logics behind human resource
management’, in P. Evans, Y. Doz and A. Laurent (eds). Human
Resource Management: choqe, Globalisation, hnoualion, MacMillan,
Basingstoke
58
Facteau, J.D.; Dobbins, G.H.; Russell, J.E.A.; Ladd, R.T.; Kudisch, J.D. (1995). The
influence of general perceptions of the training environment on
pretraining motivation and perceived training transfer. Journal of
Management, 21(1):1-25.
Fischer, G. (2013). Recruitment and female labour in Tanzanian hospitality
companies: An exploration. Journal of Contemporary African Studies,
31(1), 62–76. https://doi.org/10.1080/02589001.2012.758456
Folger, R. and R. Cropanzano (1998). Organizational justice and human resource
Management. (Thousand Oaks, CA: Sage) [ISBN 0803956878] Chapter
1 ‘Equity and distributive justice as outcome fairness’, Chapter 2
‘Process as procedural and interactional justice’, Chapter 4
‘Organisational justice and employing decisions’ and Chapter 5
‘Organisational justice and performance evaluation’.
Fombrun CJ. (1984) The External Context of Human Resource Management, in
Fombrun, C.J., Tichy, N.M. and DeVanna, M.A., (1999) Strategic
Human Resource Management. New York: John Wiley
Habib, S., Aslam, S., Hussain, A., Yasmeen, S., & Ibrahim, M. (2014). The Impact
of Organizational Culture on Job Satisfaction, Employess Commitment
and Turn over Intention. Advances in Economics and Business, 8.
Halai, A. (2006). Ethics in Qualitative Research: Issues and Challenges. EdQual
Working Paper No.4, (4), 1–13.
Harris, K. J., Kacmar, K. M. and Witt, L. A. (2005). A study of the Curvilinear
Relationship between Employer-Member Exchange and Intent to
Turnover. Journal of Organizational Behaviour, 26, 363-378.
59
Hunter, G., Tinton, T. & Mannal, C. (2010). Hospitality Supervision, Level 3.
Hampshire, UK: Cengage Learning EMEA
International Labour Organization (ILO), (2010). Sectoral Activities Programme.
Developments and Challenges in the Hospitality and Tourism Sector.
Geneva, CH: ILO
Khoreva, V., Vaiman, V., Van Zalk, M. (2017). Talent management practice
effectiveness: Investigating employee perspective. Employee Relations
the international journal, 39(1), 19-33. doi:10.1108/ER-01-2016-0005
Kim, B. C., Lee, G. and Carlson, K. D. (2010). A Study of the Nature of the
Relationship between Employer-Member – Exchange (LMX) and
Turnover Intent at Different Organizational Levels. International Journal
of Hospitality Management, 29, 591-597
Lather, S. A., & Singh, A. (2015). A Study of the Impact of Workplace Relationships
on Turnover Intentions. The Turnover Intentions. The Turnover
Intentions. The International Journal of Business & Management.
University School of Management Studies, Guru Gobind Singh
Indraprastha University, Dwarka, Delhi, India (ISSN 2321 –8916)
Leeuw, E. de. (2008). Self-Administered Questionnaires and Standardized
Interviews. In P. Alasuutari, L. Bickman, & J. Brannen, The SAGE Handbook
of Social Research Methods (pp. 313–327). SAGE Publications Ltd.
https://doi.org/10.4135/9781446212165.n18
60
Ak, B. (2018). Turnover Intention Influencing Factors of Employees: An Empirical
Work Review. Journal of Entrepreneurship & Organization Management,
07(03). https://doi.org/10.4172/2169-026X.1000253
Amoatemaa, A. S., & Kyeremeh, D. D. (2016). Making Employee Recognition a
Tool for Achieving Improved Performance: Implication for Ghanaian
Universities. Journal of Education and Practice, 7.
Chikandiwa, C. T., Mngomezulu, N., Challenor, M., & Munapo, E. (2014). The
Impact of Rewards on Job Satisfaction and Employee Retention.
Mediterranean Journal of Social Sciences, 5(1).
https://doi.org/10.5901/mjss.2014.v5n1p481
Drago, E. (2015). The Effect of Technology on Face-to-Face Communication. 7.
Dudovskiy, J. (2015). Ethical Considerations—Research Methodology. Research-
Methodology. https://research-methodology.net/research-
methodology/ethical-considerations/
Enago Academy. (2019, May 16). What are the Ethical Considerations in Research
Design? Enago Academy. https://www.enago.com/academy/what-are-the-
ethical-considerations-in-research-design/
Evans, A. N., & Rooney, B. J. (2010). Methods in Psychological Research. SAGE.
Griffin, R. W. (2011). Fundamentals of Management. Cengage Learning.
Masanja, G. F. (2020). Gendered patterns of labour-force participation and
productivity in tourism and hotel sectors in Arusha and Moshi urban areas,
61
Tanzania. Journal of African Studies and Development, 12(1).
https://doi.org/10.5897/JASD2019.0553
Mirondo, R. (2019, July). Number of tourists visiting Tanzania rises to 1.5million.
The Citizen. https://www.thecitizen.co.tz/news/Number-of-tourists-visiting-
Tanzania-rises-to-1-5million/1840340-5212812-6jkudu/index.html
Morisset, J. (2015). The Elephant in the Room: Unlocking the Potential of the
Tourism Industry for Tanzanians [Text/HTML]. World Bank.
https://www.worldbank.org/en/country/tanzania/publication/tanzania-
economic-update-increasing-tourism-for-economic-growth
Onwuegbuzie, A. J., Johnson, R. B., & Collins, K. M. T. (2011). Assessing
legitimation in mixed research: A new framework. Quality & Quantity, 45(6),
1253–1271. https://doi.org/10.1007/s11135-009-9289-9
Schoonenboom, J., & Johnson, R. B. (2017). How to Construct a Mixed Methods
Research Design. Kolner Zeitschrift Fur Soziologie Und Sozialpsychologie,
69(Suppl 2), 107–131. https://doi.org/10.1007/s11577-017-0454-1
MacNeil, M.C. (2004). Exploring the supervisor role as a facilitator of knowledge
sharing in teams. Journal of European Industrial Training, 28 (1):93-102.
Manning, G. & Curtis, K. (2009). The Art of Employership. 3rd ed. New York, NY:
The McGraw-Hill
Masanja, G. F. (2020). Gendered patterns of labour-force participation and
productivity in tourism and hotel sectors in Arusha and Moshi urban
62
areas, Tanzania. Journal of African Studies and Development, 12(1).
https://doi.org/10.5897/JASD2019.0553
Miller, J. E., Walker, J. R & Drummond, K. E. (2007). Supervision in the Hospitality
Industry, Applied Human Resources. Hoboken, NJ: John Wiley & Sons.
Mirondo, R. (2019, July). Number of tourists visiting Tanzania rises to 1.5million.
The Citizen. https://www.thecitizen.co.tz/news/Number-of-tourists-
visiting-Tanzania-rises-to-1-5million/1840340-5212812-
6jkudu/index.html
Morrison, R. (2004). Informal Relationships in the Workplace: Organisations with
Job Satisfaction, Organizational Commitment and Turnover Intentions.
New Zealand Journal of Psychology, 33(3), 114-128
Mossholder, K. W., Settoon, R. P. and Henagan, S. C. (2005). A Relational
Perspective on Turnover: Examining Structural, Attitudinal Structural,
Attitudinal Structural, Attitudinal, and Behavioral Predictors. Academy
of Management Journal, 48(4), 607-618.
Nijman, D.J.J. (2004). Differential effects of supervisor support on the transfer of
training, University of Twente, Enschede.
Noe, R.A. (1986). Trainee attributes and attitudes: neglected influences on training
effectiveness. Academy of Management Review, 11:736-49.
Noe, R.A. (2008). Employee training and development, New York: McGraw Hill
Odhong, E., Were S., and Jacob O. (2014). “Re-thinking Industrial Relations for
Enhanced Organizational Performance in Kenya”, in Proceedings of
2014 International Annual Conference on Sustainable Research and
63
Innovation, Volume 5, 7th- 9th May 2014, at African Institute for
Capacity Development (AICAD), Nairobi, Jomo Kenyatta University of
Agriculture and Technology.
Okoth, N. H. (2014). Effects). Effects of reward management on employee
performance in Hotels in the North Coast, Kenya. University of Nairobi
Onwuegbuzie, A. J., Johnson, R. B., & Collins, K. M. T. (2011). Assessing
legitimation in mixed research: A new framework. Quality & Quantity,
45(6), 1253–1271. https://doi.org/10.1007/s11135-009-9289-9
ProjectClue. (2016). Effect of employee relation on employee productivity in an
organization. Retrieved from HYPERLINK
"https://www.projectclue.com/human-resource-management/project-
topics-materials-for-undergraduate-students/the-effect-of-employee-
relations-on-employee-productivity-in-an-organization"
https://www.projectclue.com/human-resource-management/project-
topics-materials-for-undergraduate-students/the-effect-of-employee-
relations-on-employee-productivity-in-an-organization
Raphael, A. (n.d.). Career Development Of Women In Hospitality Industry: Insight
From Double Tree By Hilton Hotel Tanzania. 80.
Ruya, H. (2014). "Hotel employees' perceptions of supervisors' servant employership
behaviours, and relationships with employees' affective commitment"
Graduate Theses and Dissertations. Paper 13953.
Schoonenboom, J., & Johnson, R. B. (2017). How to Construct a Mixed Methods
Research Design? Kolner Zeitschrift Fur Soziologie Und
Sozialpsychologie, 69(Suppl 2), 107–131.
https://doi.org/10.1007/s11577-017-0454-1
64
Serpian, S., Swasto, B., & Utami, H. (2016). The Effect Of Organizational Culture
And Job Satisfaction On Organizational Commitment, Organizational
Citizenship Behavior, And Intention To Leave. Russian Journal of
Agricultural and Socio-Economic Sciences, 60, 157–169.
https://doi.org/10.18551/rjoas.2016-12.21
Sequeira, A.H. & Dhriti, Apoorva. (2015). employee relations and its impact on
employee performance: a case study. 10.13140/RG.2.1.3942.5446.
Shahzad, M. B. (2016). Impact Of Perceived Job Autonomy On Turnover Intention
In Sales & Marketing Managers Of Services Industry: Moderating Role Of
Procedural And Distributive Justice. 6.
Sk. Mahmudul Alam, M. (2015). Employee Turnover in MFIs: Reasons &
Remedies. https://mpra.ub.uni-muenchen.de/68646/
Stones J. R (2013). Managing Human resource. Wiley. 4th edition
Sturman, M. C., & Park, S. (2016). The changing relationship between supervisors
and subordinates: How managing this relationship evolves over time.
Cornell Hospitality Report, 16(13), 3-8.
Tahir A., Mehmood S, & Ramzan D, (2013) Managing Performance through Reward
System, Journal of Education and Research for Sustainable
Development, 12-24
Taylor, M. S. & Muchinsky, P. M. (1976). Intrasubject predictions of occupational
preference: The effect of manipulating components of the valence model.
Journal of vocational behaviour, 8(2), 185-195
Torrington, D., L. Hall, S. Taylor & C. Atkinson (2011). Human resource
management. (Harlow: Financial Times) (ISBN 9780273756927]
65
Chapter 7 ‘Recruitment’ and Chapter 8 ‘Selection strategy s and
decisions.
University of London (2013) Human Resource Management. Wanjala, M. (2014).
The influence of employership style on employees' job performance in
the hospitality industry: A Case study of Safari Park Hotel. United States
International University, Africa.
APPENDIXES
INTERVIEW GUIDE FOR EMPLOYEE AND SUPERVISORS/MANAGERS
EFFECTS OF SUPERVISOR – EMPLOYEE RELATIONS ON EMPLOYEE
PERFORMANCE IN HOSPITALITY INDUSTRY,
Dear respondent,
I Glory Rwiza, am doing a research on Effects of supervisor-employee relations on
employee performance in hospitality industry. This is to fulfilment of the
requirement for an award of Degree of Master of science in Human Resource
Management at Mzumbe University under the supervision of Dr. Mary Rutenge.
You have been selected to participate in this research. Kindly answer a number of
questions accurately and honestly as possible. The questions are about to determine
how the employee relationship is perceived in the hotel industry and the effects of
66
this relationship between the supervisor and the employees. Further, hotel
supervisors’ strategies for improving relation with subordinate for effective
performance and how the relationships and strategies affect business performance
Your response and comments will be treated with a high sense of confidentiality and
anonymity. It is only the researcher who will have an access to the information that
you will give in this research and during publication no names will be mentioned or
any comment that would reveal your identity. Your participation in this research is
highly appreciated in advance and will assist the hotel industry.
1. What kind of procedure are you implementing for resolution among
employees while maintain optimal working relationship to influence good
performance in the organisation?
2. Is there any attendance record or attendance policy?
3. If an employee is tardy, misses work or does not adhere to her/his schedule
or do not agree with you what action are you take?
4. Do you have any compensation or any kind of opportunity to career
progression?
5. What kind of strategies are you using to maintain good relationship with your
subordinates while maintain good performance to the organisation?
6. How do you support your employee in their day to day work?
RESEARCH QUESTIONNAIRE FOR EMPLOYEES
Dear respondent,
I Glory Rwiza, am doing a research on Effects of supervisor-employee relations on
employee performance in hospitality industry. This is to fulfilment of the
requirement for an award of Degree of Master of science in Human Resource
Management at Mzumbe University under the supervision of Dr. Mary Rutenge.
You have been selected to participate in this research. Kindly answer a number of
questions accurately and honestly as possible. The questions are about to determine
how the employee relationship is perceived in the hotel industry and the effects of
67
this relationship between the supervisor and the employees. Further, hotel
supervisors’ strategies for improving relation with subordinate for effective
performance and how the relationships and strategies affect business performance
Your response and comments will be treated with a high sense of confidentiality and
anonymity. It is only the researcher who will have an access to the information that
you will give in this research and during publication no names will be mentioned or
any comment that would reveal your identity. Your participation in this research is
highly appreciated in advance and will assist the hotel industry.
68
Section A; Social demographic characteristics
Please from below questions tick a response for each question and specify as
required on specific question as directed.
1. Sex
a. Male
b. Female
2. Age ‘between’
a. 15-25
b. 26-36
c. 46-47
d. 47 and above
3. Marital status
a. Single
b. Living together
c. Married
d. Divorced
e. Widow/er
4. What is your highest level of education?
a. None
b. Primary
c. Secondary
d. Advanced level
e. University
f. Postgraduate qualification
69
Section B; Strategies used by Supervisor on Supervisor-Employee Relations
5. What is your position in your organisation? (Specify)
…………………………………………………………………………………
…………………………………………………………………………………
……
6. What is your working hours per day?
a. 5-8 hours
b. 9-12 hours
c. 13-15 hours
d. 15 hours and above
7. How frequently do you have any kind of casual meetings between employees
and manager/supervisor?
a. Very frequently
b. Frequently
c. Rarely
d. Very rarely
e. Never
f. Occasionally
8. Do you usually use employees’ suggestion scheme in the hotel management?
a. Very often
b. Sometimes
c. Rarely
d. Never
70
9. How likely does your supervisor/ manager involving you in decision making
especially on matter that affects you?
a. Very likely
b. Somewhat likely
c. Very little
d. Not likely
10. What do you think have contributed to your growth in term of performance?
Collective decision making
Employee participation
Motivation
Good working environment
None
(Why)…………………………………………………………………………
11. What kind of support do you receive from your supervisor to perform your
day to day activities?
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
……………………………………..
12. How do you share important facts and news about the organisation among
employees?
(Specify)………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
71
13. Are you receiving any kind of rewards/ motives related to your performance
from your supervisor/manager?
a. Very often
b. Sometimes
c. Rarely
d. Never
14. What kind of rewards are you receiving from your supervisor/manager if
there is any?
a. Financial
b. Material
c. Vacation
d. Training
Other
(specify)……………………………………………………………………
…………….………………………………………………………………
……………………………………………………………………………
Section C: Employee Perception on Supervisor-Employee Relations
15. How do you perceive your relationship between you and your supervisor/
manager?
a. Hostile
b. Friendly
c. Fair
16. How do you think about internal communication between top management
and employees?
a. Excellent
b. Good
c. Poor
d. Very poor
72
17. Is there any kind of harassment or discrimination are you receiving from your
manager/ supervisor or employer?
a. Most of the time
b. Some of the time
c. Seldom
d. Never
18. What kind of supervision are your receiving from your supervisor/manager?
a. Very close
b. Close
c. Minimum
d. None
19. In your opinion how is the employee management relationship
a. Fair
b. Good
c. Moderate
d. Poor
Give reason why you selected the above option in question (19)
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
20. In your opinion is the hotel performance depends on the supervisor-employee
relations?
a. Yes
b. No
Give reason why you selected the above option………………………………
…………………………………………………………………………………
73
Section D: Effect of Supervisor-Employee Relations On Organization
Performance
21. Do you agree that receiving feedbacks and be involved in decision making by
your supervisor/manager is useful to improve your performance in hotel?
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
e. Neutral
22. Is your professional skill increasing in the performance of hotel job due to
good internal communication?
a. Strong Agree
b. Agree
c. Neutral
d. Disagree
e. Strong disagree
23. Do you think the relationship between you and your supervisor/ manager or
employer affects your performance towards the improvement of organisation
services?
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
e. Neutral
24. If you agree in question (23) how does it affect and if you disagree how does
it not affect the performance?
Specify……………………………………………………………………
……………………………………………………………………………
74
……………………………………………………………………………
………………………………………
25. What does the hotel offer to employees to influence their performance?
(Please tick √ where apply)
Allowance
Training
Salary
Promotion
26. What could be the main cause of good performance in your hotel?
Effective communication
Employee motivation
Good working condition
Promotion
None (Why) ……………………………………………………………
75
RESEARCH QUESTIONNAIRES FOR SUPERVISOR/MANAGER
Dear respondent,
I Glory Rwiza, am doing a research on Effects of supervisor-employee relations on
employee performance in hospitality industry. This is to fulfilment of the
requirement for an award of Degree of Master of science in Human Resource
Management at Mzumbe University under the supervision of Dr. Mary Rutenge.
You have been selected to participate in this research. Kindly answer a number of
questions accurately and honestly as possible. The questions are about to determine
how the employee relationship is perceived in the hotel industry and the effects of
this relationship between the supervisor and the employees. Further, hotel
supervisors’ strategies for improving relation with subordinate for effective
performance and how the relationships and strategies affect business performance
Your response and comments will be treated with a high sense of confidentiality and
anonymity. It is only the researcher who will have an access to the information that
you will give in this research and during publication no names will be mentioned or
any comment that would reveal your identity. Your participation in this research is
highly appreciated in advance and will assist the hotel industry.
Section A; Social demographic
Please from below questions tick a response for each question and specify as
required on specific question as directed.
1. Sex
c. Male
d. Female
2. Age ‘between’
76
e. 15-25
f. 26-36
g. 37-49
h. 50 and above
3. Marital status
f. Single
g. Living together
h. Married
i. Divorced
j. Widow/er
4. What is your highest level of education?
g. None
h. Primary
i. Secondary
j. Advanced level
k. Higher learning
l. Other (Specify)………………………………………….…
Section B; Strategies used by Supervisor on Supervisor-Employee Relations
5. How frequently do you have any kind of casual meetings with your
subordinates?
g. Very frequently
h. Frequently
i. Rarely
j. Very rarely
k. Never
77
l. Occasionally
6. Do you think it is important to use employees’ suggestion scheme for proper
management of the hotel?
a. Very important
b. Important
c. Slightly important
d. Not important
7. Do you usually involve your subordinate in decisions making, especially
those decisions which affect them?
a. Very often
b. Sometimes
c. Rarely
d. Never
8. What kind of offer are you providing to your subordinate to influence their
performance?
Allowance
Training
Salary
Promotion
None
9. How likely are you providing feedback about performance of your
subordinates?
a. Very likely
78
b. Likely
c. Unlikely
d. Very unlikely
e. Neutral
10. What kind of procedure have you implementing for resolution in case of
misunderstanding among employees or between you and your subordinates to
maintain optimal working relationship which will not affect the Performance
(specify)?
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
……..
Section C: Employee Perception on Supervisor-Employee Relations
11. How do you perceive your relationship between you and your subordinates?
d. Fair
e. Good
f. Moderate
g. Hostile
h. Neutral
12. How do you think about internal communication between top management
and your subordinate?
e. Excellent
f. Good
g. Poor
h. Very poor
79
D: Effect of Supervisor-Employee Relations On Organization Performance
13. Do you think the relationship between you and your subordinate may affect
hotel performance?
27. Strongly agree
28. Agree
29. Disagree
30. Strongly disagree
31. Neutral
14. What do you do as the supervisor to ensure that your subordinates are
performing well to improve the performance of the hotel?
Collective decision making
Employee participation
Motivation
Ensure good working environment
15. In your opinion is the hotel performance depends on the supervisor-employee
relations?
a. Yes
b. No
Give reason why you selected the above option………………………………
…………………………………………………………………………………
…………………………………………………………………………………
………………………………………………………………………………….