THE EFFECTS OF ORGANIZATION STRUCTURE ON

EMPLOYEE PERFORMANCE IN ETHIOPIAN

CATHOLIC CHURCH SOCIAL AND DEVELOPMENT
COMMISSION BRANCH OF HARAR

ABISHU WAYESA MULETA

M.A. Thesis in Master of Business Administration

Nov, 2022 Dire Dawa Ethiopia

The effects of organization structure on employee’s performance
In case of Ethiopian Catholic Church social development branch
of harar

Abishu Wayesa Muleta

A Thesis Submitted to the Department of management

College of Business and Economics, School of
Graduate Studies, Dire Dawa University, Dire Dawa,
Ethiopia

In Partial Fulfillment of the Requirements for the

Degree of Master of Business Administration

(Specialization: Master of Business Administration, 2022)

 DIRE DAWA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
MASTERS OF BUSINESS ADMINISTRATION (MBA)

THESIS SUBMITTED TO DIRE DAWA UNIVERSITY IN PARTIAL

FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF
MASTERS OF BUSINESS ADMINISTRATION (MBA).

By: Abishu wayesa

Approved by Board of Examiners

Mulugeta Girma (PHD.) _________________ ____________________

Advisor Signature Date

__________________ __________________ ___________________

Internal Examiner Signature Date

__________________ __________________ ___________________

External Examiner Signature Date

 Table Contents
DECLARATION.........................................................................................................................................ix
LETTER OF CERTIFICATION.......................................................................................................................x
ACKNOWLEDGMENT...................................................................................................................................xi
Acronyms and Abbreviations......................................................................................................................iii
LIST OF TABLES AND FIGURE.......................................................................................................................iv
List of Tables .............................................................................................................................................iv
ABSTRACT................................................................................................................................................v
CHAPTER ONE INTRODUCTION..................................................................................................................1
1.1 BACKGROUND OF STUDY....................................................................................................................1
1.2. Statement of the Problem..................................................................................................................3
1.3. Research Questions..........................................................................................................................6
1.4. Objective of the Study......................................................................................................................6
1.4.1 General Objective...........................................................................................................................6
1.4.2 Specific Objectives.........................................................................................................................6
1.5. Research Hypothesis....................................................................................................................7
1.6 Significance of the Study...............................................................................................................7
1.7 Scope of the study..........................................................................................................................8
1.7 Limitations of the Study................................................................................................................9
1.8. Operational definition of key terms or concepts......................................................................9
CHAPTER TWO Review of related literature..............................................................................................10
2.1 Introduction.........................................................................................................................................10
2.1 THEORETICAL FRAMEWORK................................................................................................................10
2.1.1. Organizational Structure..................................................................................................................10
2.1.2 Types of Organizational structure.................................................................................................12
2.2 Factors of Organizational Structure.................................................................................................14
2.2.1 Nature of Formalization............................................................................................................14
2.2.2 Centralization:..........................................................................................................................14
 2.2.3 Pattern of communication:........................................................................................................15
2.2.4 Supervision...............................................................................................................................16
2.2.5 Nature of Layers in the Hierarchy.............................................................................................16
2.2.6 Work specialization...................................................................................................................16
2.3. Overview of Employee Performance..............................................................................................17
2.5 Empirical Framework......................................................................................................................18
2.5.1 Effect of pattern of communication on employee performance................................................18
2.5.2 Effect of formalization on employee performance..................................................................19
2.5.3 Effect of supervision on employee performance.......................................................................20
2.5.4 Effect of centralization of authority on employee performance................................................21
2.5.5 Effect of Work Environment on Employee Performance..........................................................21
2.5.6 Effect of Work specialization on Employee Performance.........................................................22
2.6 Conceptual Framework of the study................................................................................................24
CONCEPTUAL FRAMEWORK..............................................................................................................25
CHAPTER THREE METHODOLOGY................................................................................................26
3.1 Introduction.....................................................................................................................................26
3.2 Description of study areas................................................................................................................26
3.3 Research Approach................................................................................................................26
3.4 Research design...........................................................................................................................26
3.5 Sources of data................................................................................................................................27
3.5.1 Secondary data..........................................................................................................................27
3.5.2 Primary data..............................................................................................................................27
3.6 Population and Sampling design..................................................................................................27
3.6.1 Population................................................................................................................................27
3.7 Sampling Design...........................................................................................................................27
3.7.2 Sampling Technique..................................................................................................................28
3.7.3 Determination of sample size and selection..............................................................................28
Table 2 sample size............................................................................................................................30
3.8 Sampling Techniques and............................................................................................................30
3.7 Data Collection methods and instruments....................................................................................30
3.9 Measurements of Variables.........................................................................................................30
3.9.1Measurement of Independent Variables...................................................................................31
 3.9.2. Dependent Variable Measures..........................................................................................31
3.10. Methods of Data Analysis.............................................................................................................31
3.11. Model Specification..................................................................................................................32
3.11 Validity and Reliability..............................................................................................................33
3.12 Ethical Considerations...............................................................................................................33
CHAPTER FOUR DATA PRESENTATION AND ANALYSIS.............................................................34
4.1 Introduction...................................................................................................................................34
4.2 Data Processing and Reliability Analysis..........................................................................................34
4.3 Respondents’ Profile and Descriptive Statistics...........................................................................35
4.3.1 Demographic Characteristics of the Respondents....................................................................36
4.4 Mean Score and Standard Deviation of organizational structure and Employee Performance...39
4.4.1 Mean and Standard Deviation Result of layer of hierarchy Response......................................40
4.4.2 Mean and Standard Deviation Result of Nature of formalization Response.............................40
4.4.3 Mean and Standard Deviation Result of centralization of authority Response........................40
4.4.4 Mean and Standard Deviation Result of Work specialization Response...................................41
4.4.5 Mean and Standard Deviation Result of pattern of communication Response........................41
4.4.6 Mean and Standard Deviation Result of Supervision Response................................................41
4.4.8 Mean and Standard Deviation Result of Employee Performance Response.............................42
4.5 Correlation Analysis of organizational structure Dimensions and Employees’ Performance...........42
4.5.1 The Relationship between Layers of hierarchy and Employees Performance..........................44
4.5.2 The Relationship between nature of formalization and Employees performance....................44
4.5.3 The Relationship between Centralization and Employees Performance..................................44
4.5.4 The Relationship between supervision and Employees Performance......................................44
4.5.5 The Relationship between patter of communication and Employees Performance.................44
4.5.6 The Relationship between patter of working condition and Employees Performance.............45
4.5.7 The Relationship between work specialization and Employee’s Performance.........................45
4.6. Regression Analysis.........................................................................................................................46
4.6.1 Multiple Regression Assumption Tests.........................................................................................46
4.6.1.1 Linearity Test.........................................................................................................................46
4.6.1.2 Normality Test.......................................................................................................................47
4.6.1.3Multicollinearity Test..............................................................................................................48
4.6.1.4. Testing for Autocorrelation...................................................................................................49
 4.6.2. Multiple linear regression analysis..............................................................................................50
4.6.3 ANOVA Model of Effect of organizational structure on Employees’ Performance.......................51
4.6.3.1 Multiple Linear Regression on Effect of organizational structure on Employees’ Performance 52
4.7 Hypothesis Testing...........................................................................................................................55
4.8 Analysis of variance computed from Demographic variables..........................................................57
4.9 Discussion of Results....................................................................................................................59
Conclusion.............................................................................................................................................62
CHAPTER FIVE SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS.............................63
Introduction...........................................................................................................................................63
5.1. Summary of Findings......................................................................................................................63
5.2 Conclusion.......................................................................................................................................64
5.3 Recommendations...........................................................................................................................65
5.4 Limitation of the Study....................................................................................................................67
5.5 Direction for Future Research..........................................................................................................67
REFERENCE................................................................................................................................................68
APPENDIX 1...............................................................................................................................................76
DECLARATION

I, Abishu Wayesa declare that “The effects of organizational structure on Employee

performance’’ a case of Ethiopian catholic church social and development commission office of
harar, is my own work, that has not been submitted for any degree or any other examination in
any other university, and that all the sources I have used or quoted have been indicated and
acknowledged as complete reference. It is submitted for the award of degree of Masters of
business administration to dire dawa University College of business and economics Graduate
Program.

Name -:Abishu Wayesa

Signature: ________________________________________

Date: __________________________________________

E- mail: - CSAHCS07@GMAIL.COM
 LETTER OF CERTIFICATION

This is to certify that Abishu Wayesa has carried out his study under my supervision on the topic
of: The effects of organizational structure on Employee performance’’ a case of Ethiopian
catholic church social and development commission office of harar. This work is original in its
nature and it is suitable for Submission in partial fulfillment of the requirement for the award of
Degree Master of Business Administration in Management.

Research Advisor: DR.MULUGETA GIRMA

Signature ________________________________

Date____________________________________

Department Head__________________________

Signature________________________________

Date_____________________________________
ACKNOWLEDGMENT
First of all I would like to thank the Almighty God, Who gave me the commitment and stamina
to pass various obstacles and come up to the accomplishment of this thesis.
I would like to express my deepest appreciation to my advisor, Dr. mulegeta girma, for his
supervision, guidance and excellent advice and also for spending precious time for improving the
quality of this research.
I would like to express my appreciation to ECC-SDCOH staffs that contributed directly or
indirectly to this thesis and provided the necessary materials and support for realization of this
thesis. Especial thanks are forwarded to ECC-SDCOH (HCS) professional’s employees who
sacrificed their time in filling the questionnaires.
The study would have not been possible without the lovely backing and help I received from my
friend by giving me time, relax and moral of appreciation to accomplish successfully. To her I
say thank you.
Finally, I want to thank my brother Bedasa tolera, family and colleagues who helped me in
sharing ideas and took part in this research paper one way or another. Thank you who are eager
to see my success. They have been the greatest source of support throughout my education
 Acronyms and Abbreviations

ECC-SDCOH Ethiopian catholic church Social Development Commission office of

harar

HCS Hararghe Catholic Church secretarial

OS Organization structure

IWPQ Employee performance questionnaires

NGO Non-government

LH Layer of Hierarchy

SPSS Software Package for Social Sciences

PC pattern of communication

SU Supervision

FO nature of formalization

ε error term

Wc working condition

WS work specialization

CA centralization of authority
 LIST OF TABLES AND FIGURE

List of Tables Page

Table 1: Sampling frame............................................................................................................................29
Table 2 sample size....................................................................................................................................30
Table 3: Rule of Thumb of Cronbach’s Alpha.............................................................................................34
Table 4 computation of SPSSS 26 survey 2022..........................................................................................35
Table 5 Response rate...............................................................................................................................35
Table 6 demographic characteristics of respondent....................................................................................36
Table 7 Comparison cut-point of Mean Score of Five Point Likert Scale Instrument.................................39
Table 8 Mean Score and Standard Deviation.............................................................................................39
Table 9 Comparison cut-point correlation interpretations........................................................................43
Table 10 Correlation Analysis of OS Dimensions and Employees’ Performance........................................43
Table 11 Multicollinearity Test of Multiple Linear Regression Analysis.....................................................48
Table 12 Comparison cut-point durbin watson.........................................................................................50
Table 13 model summary..........................................................................................................................51
Table 14 ANOVA Model of Effect of OS on Employees’ Performance.......................................................52
Table 15 standardized coefficients............................................................................................................53
Table 16 hypothesis test............................................................................................................................56
Table 17 relationship between demographic factor and employee performance....................................57

Figure 1: Normal P-P Plot of Regression Standardized Residual................................................................47

Figure 2 Normal Distribution Plot..............................................................................................................48
ABSTRACT
This study with the title of “The Effects of Organizational structure on Employee Performance of
Ethiopian catholic church social and development commission branch of harar” has an
objective of testing whether organizational structure variables have a relation with employee job
performance. This is a descriptive and explanatory based research study and research approach
both qualitative and quantitative. Primary and secondary data will be used in this study. Primary
data was gathered via questionnaire about employee performance and organizational structure
variables like centralization of authority, communication, Layer of hierarchy, nature of
formalization, work specialization, work environment & supervision. Ethiopian Catholic Church
social development commission office of harar Branches population was 823 employees but 601
are targeted for the study. Stratified random sampling will be use to sample 240 respondents
who represented the total population of the study area with a 95% confidence level and 5%
margin of error. The study used primary data source which were collected from employee of
ECC-SDCOH using five Point Likert-Scale questionnaires. Both descriptive and multi regression
analysis were employed in order to satisfy specific objectives of this study using SPSS 26
software after coding and cleaning to eliminate any inadequacies. Most importantly, a multiple
regression model was applied to determine the cause and effect relationship between the
dependent and independent variables. The overall result of the study indicates that pattern of
communication has a negative effect on employee performance. On the other hand the six
dimensions of organizational structure have positive effect on employee performance. The
findings revealed that organizational structure components (layer of hierarchy, nature of
formalization, supervision, centralization of authority, working condition and work
specialization) tend to contribute positively and significantly in determining employee’s
performance. To keep the benefit of having good employee performance, the importance of
employing condusive organizational structure in the workplace is crucial. Thus the researcher
recommended that the organization should take these organizational structure factors into
strong consideration in order to ensure the effectiveness of employee performance and achieve
the objective of the organization.
Key Terms: - Centralization of authority, Employees performance, Layer of hierarchy, Nature of
formalization, Organization Structure, patter of communications, Supervision. Work
environments,
 CHAPTER ONE INTRODUCTION
This study determines the effect of organizational structure on employee’s performance of the
Ethiopian Catholic Church social and development commission office of harar. This chapter also
discusses the background of the research, research objectives and hypotheses of the research, the
scope of the study, significance of the study and organization of the study wass state concisely.

1.1 BACKGROUND OF STUDY

Organizational structure is the construction or shape and determines the internal structure of the
relationships prevailing in the organization, it illustrates the divisions or units of the main and
branch undertaken various actions and activities required to achieve the objectives of the
organization (Dr.Hamdan Salim Alawamleh, 2013) It includes the size of the organization and
style of power and decision-making style, so that the nature of the organizational structure and
personnel in the organization look to affect their ability to participate and creativity (Sampson
Chijidu j, Mirilla Alaye prof,Emerole Gidon, 2016)

Various organization use organizational structure as an impact or control mechanism to alter

employee work results, to ensure that the assigned tasks are completed successfully, and to aid in
the overall achievement of company goals and objectives (Katsikea, 2011). Employee
performance is one of these internal characteristics that is given attention since it is crucial to the
success or failure of an organization (Nwizia, T. J., & Okachi-Okereke, G. C, 2020). Since an
organization's success depends on its employees' creativity, inventiveness, and dedication to their
work, it is imperative that employees perform well ( (Ramlall, 2004).To improve an
organization's performance, good employees and a suitable structure are required.

One of the major elements influencing how well employees perform at their jobs in an
organization is the organizational structure. This can have an impact on how well a work is done
by controlling the organization's personnel. Organizational structure manages staff division
arrangements as well as the formal authority structures that coordinate and control work flow,
communication, and coordination. The effectiveness of an organization's structure can help its
employees perform better on the job. On the basis of the theory, it is believed that organizational
structure affects how well employees perform their jobs (Setiawan, B., Putrawan, I, Murni, S &
Ghozali, I, 2016).

Organizational structure and its factors are frequently also effective on employees' performance
on the job. This structure should be appropriate for the role of the organization as a whole; in
other words, structure is the obvious mirror image of rules, regulations, procedures, standards,
decision-making positions, the use of technology and communications, the division of sections
and jobs and the merging of them, and the hierarchy of authorities.it is commonly argued that
organizational graph may be a summary of the actual organizational structure since it is a
relatively straightforward and concrete idea of structure and may be a visual sign of all
organizational activities, communicational methods, and procedures (Hatami S. Sobhani Y. and
Biramie J., 2013).

In the global business environment, best practices are expected of organizations in order to
compete favorably and consider key players in the international market. Organizations that want
to play along in the globalize market may have to structure their organizational design towards
decentralization and standardization system of control that will focus on operational excellence,
global competition, innovation and synergy among skillful employees (Adeoye K, 2018)

Globally, organizational structure in international non-government involves supervisory

relationships, departmental structure and workflow within an organization. About 90% of the
organization structures have been involved in improving the performance of employees (Nkata,
2014). Organization structures lead to performance management systems and policies which can
be greatly influential by the organizational structure, and organizational perforn1ance goals can
help to shape employees perfo1mance (Dutton and Heaphy , 2013). However, indicators show
that some organizational structures of about 40% do not lead to the performance of employees.
Some employees do not understand well what they are supposed to perform (Kerns, 2014). Some
employees have been trained so as to perform their duties but their performance remains low.
This tempts the researcher to find the effectiveness of organization structure on employee
performance.

In Africa, organizational structure in governments have been viewed as the way responsibility
and power are allocated inside the organization and work procedures are carried out by
organizational members (Teixeria R., 2012, ). As a developing continent, organization structures
have not effectively led to employee performance. Most of the employees fail to perform duties
as they are always absent at work, they do not adhere with the hierarchy of administration.
Therefore, such case pushes most of the organization employees performing lowerly. African
governments should put well established effective structures so as to improve the performance of
employees.

In Ethiopian, organizational structures in the local non-governments have been focusing on the
layout of departments and job roles in a local government in the context of reporting
relationships. Local non government’s structures can be drawn as a top-down flowchart, with
each connected node representing a different position in the local non-government that repo1is to
the position above it and possibly supervises the positions directly below it (Nkata, 2014).

1.2. Statement of the Problem

Various aspect of effective e organization structure mentioned above where examined in the
work of management scientist theorist Henry fayol (1980) produced series of publication
concerned with the structure of organization, power and authority within them.

Many organizations in Ethiopian non-government and around the world are faced with the
problem of determining if employees are satisfied with their jobs. There is need to determine if
the way organization is designed has an impact on an employee’s satisfaction level. Organization
design consists of measures that are put in place in order to get employees to pursue the goals set
by the organization’s principals (Okoro Blessing Chineme, 2017).

There are various factors that affect employee performance in Ethiopia.to investigated the
elements that determine employee performance in the Ethio Telecom zonal office (Mekonnen,
Mulatu Masresha, 2016). The findings indicated that motivation, training, and demographic
factors are factors in determining employee success. There are various factors that affect
employee performance in Ethiopia. To investigated the elements that determine employee
performance in the Ethio Telecom zonal office (Mekonnen, Mulatu Masresha, 2016). strata
which potentially the findings of the study due to the heterogeneity of employees in a zones. The
study takes this as a methodological gap
According to Hadis Alipoor, Keyvan Ahmadi, Salah Pouya, Khabat Ahmadi, Soran Mowlaie
(2017) on the effect of organizational structure on employees’ job performance in private
hospitals of Ahvaz, founded that organizational structure (structural aspects) features a
significant negative effect on job performance of employees in a private hospital of Ahvaz. That
means, as regulations and complexity in the level (vertical, horizontal, geographical), formality
and organizational concentration is more, employees’ job performance reduces

To evaluate how organizational structure affected workers' productivity at commercial Bank of

Ethiopia branches in Bahir Dar, The established questionnaires were modified from the prior
research works in order to accomplish the study's goal. Due to the aim of the study, which was to
determine how organizational structure affected employee performance, a descriptive research
approach was used. The study's overall finding suggests that the performance of employees
suffers when authority is centralized. On the other side, the four organizational structure aspects
have a favorable impact on worker performance. The results showed that organizational structure
elements tend to favorably and significantly influence how well employees perform. Employing
a conducive organizational structure at work is essential to maintaining the advantages of having
high staff performance. Therefore, the researcher advised the organization to implement these
organizational (mequanuint, 2020).

Studied the impact of organizational structure, leadership and trust on employees’ performance a
sample of 80 employees was drawn from Ternama University, Indonesia. The results indicated
an insignificant relationship between the organizational structure and employees’ performance;
the coefficient value was higher than 5% (−0.16). This meant that the organizational structure
had no direct impact on employee performance, a conclusion in conflict with the results of many
other studies (Setiawan, B., Putrawan, I, Murni, S & Ghozali, I, 2016).

In a research carried out by (Abdulrahaman, 2019), the study is to examine the relationship
between organizational structure and academic staff performance in Yusuf Maitama Sule
University. The study finding indicated that, nature of hierarchical layer and organizational
boundary significantly influences academic staff performance. The result further shows that
nature of formalization is not significantly correlated with employee performance.
(Hadis Alipoor,Keyvan Ahmadi,, Salah Pouya,Khabat Ahmadi,Soran Mowlaie, 2017) This study aims to
determine the effect of organizational structure (structural aspects) on employees’ job
performance of a private hospital in Ahvaz. This research is applied in terms of goal, and based
on the manner of collecting data; it is descriptive of correlation-survey type. The results indicate
that organizational structure (structural aspects) has a significant negative effect on job
performance of employees in a private hospital of Ahvaz. That means, as regulations and
complexity in the level (vertical, horizontal, geographical), formality and organizational
concentration is more, employees’ job performance reduces.

(Afodigbueokwu, Hillary E.Okoye, Nonso J. Nosike, Chukwunonso J) the study determines the
organizational structure and employee performance of selected banks in Anambra state, Nigeria.
Survey research design was employed for the study. The study revealed that nature of
formalization and layers in the organizational hierarchy has significant effects on the employee’s
performance of commercial banks in Anambra state,

In the above mentioned works though they were attempt to contribute to the area of organization
structure on employees performance but their limitation in-terms of geographical gap ( i.e. none
of them extend to the eastern parts of country’s‟ employee of organizational environment)
conceptual also limited to only few determinants; some limited to salary and opportunities for
promotion, other of the study limited to practices formalization, , Layer of hierarchy,
specialization, centralization, and technology to determining of employees performance

There is limited empirical evidence impact of organization structure on employee performance in

the ECC-SDCOH (HCS). Therefore, the study intends to fill the existing gap by carrying out the
study in non-government in Ethiopian. For any meaningful organization structure to take place
the employees must be knowledgeable, the knowledge is impacted through organization which is
the mandate of non-government. This study sought to establish effect of organization structure
on employee performance at the ECC-SDCOH (HCS).

To sum up, to the best of the researcher knowledge, no previous researches have been directly
addressed related with the effect of organization structure employee performance in the non-
government organization at country level in general. Therefore, the researcher-initiated or
triggered to investigate the effect of organization n employee performance for attempting to
partially fill this empirical research gap in Ethiopian context at non- government sector
particularly ECC-SDCOH (HCS) Branches through incorporating the seven dimensions of OS
such as such as, nature of formalization, working environment, Layer of hierarchy, work
specialization, centralization of authority, pattern of communication, Supervision into the
research design.

In view of the above research gaps this study is conducted to assess the effect of organizational
structure on employee performance in ECC-SDCOH The above research problems lead to the
following research questions

1.3. Research Questions

 What is the effect of layer of hierarchy on employee performance in Ethiopian Catholic
Church social and development commission branch of harar
 What is the effect of nature formalization and centralization of authority on employee
performance in Ethiopian Catholic Church social and development commission branch of
harar
 What is the effect of task significant on employee performance in Ethiopian Catholic
Church social and development commission branch of harar
 What is the effect of supervision on employee performance in Ethiopian Catholic Church
social and development commission branch of harar
 What is the effect of working condition and work specialization on employee
performance in Ethiopian Catholic Church social and development commission branch of
harar

1.4. Objective of the Study

1.4.1 General Objective

The main objective of this study is to examine the effect of organizational structure on
employee’s performance.

1.4.2 Specific Objectives

Specific objectives sought in the study are to:

  To investigate the extent to which organization structure (layer hierchry,
formalization, centralization of authority, supervision, pattern of communication,
working condition and work specialization ) influence employees’ performance in
ECC-SDCOH(HCS)
 To see if there is association between organization structure and employees
performance in ECC-SDCOH (HCS).
 To identify the relative importance of organization structure (layer hierchry,
formalization, centralization of authority, supervision, pattern of communication,
working condition and work specialization) in influencing employees’
performance in ECC-SDCOH(HCS)

1.5. Research Hypothesis

Based on the above listed research questions and objectives the following hypothesis will be
developed.
HO1: Layer of hierarchy has a significant positive effect on the employee’s performance
HO2: The degree of formalization at work has a significant influence on employee’s
performance
HO3: supervision capacity of employee’s has a significant relation with employee’ performance.
HO4: patter of communication has a significant influence on employee’s performance
HO5: Centralization of authority in the organization has a significant influence on employee’s
performance
HO6: working condition at the work place has a significant influence on employee’s performance
HO7: work specialization in the work place has a significant influence on employee’s job
performance.

1.6 Significance of the Study

The finding from this study on the effect of organization structure on employee performance, this
study helps the research to realize the importance of effective organization on employee
performance. This research study examines the relationship between organization structures on
employee performance.

This research Study is beneficial not only to the workers of the ECC-SDCOOH (HCS) but also
the non-government sector as a whole and also this study were being useful at individual level,
organizational level and national level. At the individual level, the workers of the organization
was being informed as to the incentive programmes’ available to them and how best to utilize
them for personal development and improved performance. At the organizational level, it will
help the non-government to change or review their employee motivational polices and strategies
in vague which will inevitably cause in staff productivity which will also lead to growth and
eventually development.

It helps to provide insights to support future research regarding strategic guidance for
organizations structure design programs. This study would help project a unified message and
image of the non-government (ECC-SDCOOH) that are being made use of in this study and help
to keep a strong brand image.

1.7 Scope of the study

 Content scope

Covered the extent of the effect of between organizational structures on employee performance.
Owing to the fact that researchers in Ethiopia generally are usually faced with a number of
personal and environmental challenges; the researcher is no exception as the researcher may
experience time limitation and in-cooperating attitude of some respondents. However, the survey
is subject to bias and prejudice of the respondent, hence hundred percepts accuracy cannot be
assured.

Time scope

The period between 2015 and 2022 will be considered for this study; this being the period during
which the ECC-SDCOH (HCS) faced major challenges in terms of performance

 Geographical scope

The study population will be drawn from the ECC-SDCOOH (HCS) Furthermore; the study is
mainly focus on branches which are located on the district of DD HQ office. The sample
respondents was employees from these selected branches in DD HQ district to gather relevant
information for the study on the effect of organization structure on employee performance in the
ECC-SDCOOH (HCS).

1.7 Limitations of the Study

This study will be considered beneficial broadened more than this in scope but for several
challenges that confront a thesis of this kind. Since this study only includes branches of the DD
HQ districts, the findings of this study couldn’t represent the characteristics of all staffs of the
ECC-SDCOOH found throughout the country.

1.8. Operational definition of key terms or concepts

According to different researcher definition of variables far the central definition of variables
depends on their research topics as we saw in the literature review section. Based on this must be
explained the definition of terms in this study purpose.

Centralization: - is the degree to which decision-making authority is concentrated at higher

levels in an organization. 

Communication is vital for organization members to accept the setup goals and correctly
interpret them into actions

Employee job performance: - The ability to accomplish the task at a specific time, willingness
to do other jobs and cooperation with others to do the job.

Formalization: -is the extent to which an organization’s policies, procedures, job descriptions,
and rules are written and explicitly articulated.

Organization structure is the structural framework for carrying out the functions of planning,
decision-making, controlling, communication, motivation, etc. how individual and team work
within an organization is coordinated.

Supervision is the element of administrative process, which is concerned with effort to guide the
day to day activities of the work group by stimulating direction and coordinating the workers and
their effort cultivating good working.
CHAPTER TWO Review of related literature

2.1 Introduction
This chapter is aimed to present a review of related literature that had been done by various
researchers on the effect of organizational structure on employee performance. Therefore, this
chapter mainly focuses on the concepts of organizational structure, theories of organizational
structure, empirical studies and conceptual framework of the study.

2.1 THEORETICAL FRAMEWORK

2.1.1. Organizational Structure
Is a system of task, reporting, and authority relationships within which the work of the
organization is done. Thus, structure defines the form and function of the organization's
activities. Structure also defines how the parts of an organization fit together, as in an
organization chart (Daft R. , 1986)

An organizational structure is a system that outlines how certain activities are directed in order to
achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows between
levels within the organization. Organizational systems are the processes that attempt to
coordinate those divisions of work. The structure of an organization is like a skeleton: It defines
the spatial relationships and influences the power relationships among its various parts. The
skeleton alone does not do much work; it merely provides the framework within which the body
tries to organize its resources to accomplish the task (Ahmad, Taufiq & Haneef, Rifat & Riyal,
Mk & Rawat, Deepa. , 2022)

Conceptualization of organizational structure is the manifestation of systematic thinking.

Organization consists of elements, relations between elements and structure of relations as a
generality composing a unit. Structure is high combination of the relations between
organizational elements forming existence philosophy of organizational activity. Systematic
view of organization to structure shows that structure is composed of hard elements on one side
and soft elements on the other side. At the end of hard dimension, there are tangible elements as
groups and hierarchy organizational units. The relations between these units and groups show
soft element in organization structure. At the end of soft continuum dimension, judgment of
organization people to structure can be observed (Schein, (1988)).
Organizational structure is the most fundamental concept and a core element of an organization.
Most organizations are made up of organizational members who work through cooperation and
coordination. Then, to achieve organizational goals, actions become systematized, and an
organizational structure is formed in the process (Min, 2014).

Organizational structure is the way responsibilities and power are allocated, and work procedures
are carried out among organizational members. They designate the nature and means of formal
reporting relationships as well as the groupings of individuals within the organization (Razia,
August. 2015).

structure refers to the relationships among the parts of an organized whole in regards to
organization theory, social structure specifically refers to relationships among people, positions,
and organizational units, such as departments and divisions, to which they belong, The basic
elements of organizational structure, first outlined by sociologist Max Weber, arc hierarchy of
authority, division of labor, and rules and procedures (Hatch, 1997).

Organization structure intervenes between goals and organizational accomplishments and thus
influences organizational effectiveness. It is a framework of an organization that helps in
determining individual responsibilities and task processes of delegation and the distribution of
authority. It is a tool of management for achieving plans. As plans tend to change, the
organizational structure should be responsive to change. Structures are designed to ensure that
resources are used most effectively towards accomplishing an organization’s mission. Structure
provides managers with a means of balancing two conflicting forces: the need for division of
tasks into meaningful groupings and the need to integrate such groupings to ensure
organizational efficiency and effectiveness (Dess, 2003)

organization structure defines task allocation, reporting relationships, and formal coordination
mechanisms in an organization, An organization' s structure includes the three components of
complexity, formalization, and centralization, Structural complexity refers to the extent to which
there is differentiation, or a division of labor, in an organization, A complex structure has a
greater need for communication across many departments horizontally or between many levels
vertically, The more complex an organization is, the greater the need for effective
communication, coordination, and control, (Robbins, 1990)
The level of formalization dictates the degree to which rules and procedures guide organizational
behavior. There exists a link between complexity and formalization; it has been found that, due
to the skill of specialists in highly complex organizations, high complexity generally sets the
tone for low formalization, (Robbins, 1990).

A formalized structure includes many rules and procedures that dictate how organizational
activities are to be carried out; therefore, formalization generally tends to reduce the amount of
communication in an organization due to the discouragement of innovation (Hatch, 1997).

Centralization determines where the decision making authority in the organization lies, Highly
centralized decision-making leads the senior executive to make judgments, In organizations that
are less centralized, decision-making authority trickles down to lower levels, Highly complex
organizations are generally more decentralized while organizations lower in job specialization
require a central locus of control. Decentralized organizations require more communication and
employee involvement (Robbins, 1990).

2.1.2 Types of Organizational structure

There are several types of organizational structure such as simple, functional, multi-divisional,
matrix, hybrid, and network: details of these are discussed in turn below.

Simple structure: This type characterizes small companies, where employees’ tasks vary little
or not at all. This type of structure is usually found in new organizations or inside a specific unit
or department.

The simple structure is said to be characterized most by what it is not rather than what it is. The
simple structure is not elaborated. It has a low degree of departmentalization, wide spans of
control, authority centralized in a single person, and little formalization. The simple structure is a
“flat” organization; it usually has only two or three vertical levels, a loose body of employees,
and one individual in whom the decision-making authority is centralized

Functional structure: It is used by manufacturing companies because they group their

employees according to tasks in production, sales, accounting, marketing, and public relations.
The top management needs to understand the performance of all departments and overall
organization.
Project Structure: the core concept of project organization is to gather a team of specialist to
work on and complete a particular project. The activities of a project team are coordinated by the
project manager who has the authority to obtain advice and assistance of experts both inside and
outside the organization.

Multi-divisional structure: Companies with several functional structures reporting to

headquarter usually use multi-divisional structure. Employees are divided into groups within
each functional structure, e.g. production, customer type and geographical area.

Matrix structure: It is a combination of functional and multi-divisional structures where

employees are assigned to teams based on agreements between functional and project managers.
They are reporting to both managers to ensure that standards and guidelines are followed;
however, the dual lines of authority increase the risk of conflict.

Line & Staff Structure: combines the line structure where information and approvals come
from top to bottom, with staff departments for support and specialization. Line and staff
organizational structures are more centralized.

Hybrid structure: It is a combination of two or more types of structures and is applied when the
organization cannot follow a single structure. Some companies permanently apply a hybrid
structure to gain maximum advantages or they may temporarily incorporate several structures.

Network structure: A new type used by companies that seek to replace vertical by horizontal
relationships. Organizations apply a network structure to build partnerships with other
organizations with a view to providing products and services (Thomas, 2015).

Team structure: the primary characteristics of the team structure are that it breaks down
departmental barriers and decentralizes decision making to the level of the work team. Team
structures also require employees to be generalists as well as specialists

Virtual organization: it is a small and central organization providing its main resources from
other organizations. A virtual organization is centralized in terms of structure and rarely has it
specialized units
Boundary less (No boundary) (organization: An organization that seeks to eliminate the chain
of command, have limitless spans of control, and replace departments with empowered teams.
(Rabbinz, 2012.)

ORGANIZATION STRUCTURE ANALYSIS MODEL

Organization structure analysis is the process of reviewing the development, work environment,
personnel and operation of a business or another type of association. Performing a periodic
detailed organizational analysis of a company can be a useful way for management to identify
problems or inefficiencies that have arisen, but have not yet been addressed, and then develop
strategies for dealing with them.

1 Strategic triangle model

This model relies on three key calculations to determine the efficiency and effectiveness of
organization.

1. Value mission the guides the organization

2. Operation capacity the knowledge and capability to carry out the mission
3. Legitimacy and support or environment that authorize the value of the organizations

2 SWOT model

A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate
the strengths, weaknesses, opportunities and threats involved in a project or in a business
venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves
specifying the objective of the business venture or project and identifying the internal and
external factors that are favorable and unfavorable to achieve that objective. The degree to which
the internal environment of the entity matches with the external environment is expressed by the
concept of strategic fit.

 Strengths: characteristics of the business or project that give it an advantage over others.
 Weaknesses: characteristics that place the business or project at a disadvantage relative to
others
 Opportunities: elements that the project could exploit to its advantage
 Threats: elements in the environment that could cause trouble for the business or project

First, the decision makers should consider whether the objective is attainable, given the SWOTs.
If the objective is not attainable a different objective must be selected and the process repeated.
Users of SWOT analysis need to ask and answer questions that generate meaningful information
for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful
and find their competitive advantage.
1 The McKinsey 7S model

The McKinsey 7S Framework emphasizes balancing seven key aspects of an organization,

operating unit, or project.[3] Three of the seven elements—strategy, structure, and systems—are
considered "hard" elements, easily identified, described, and analyzed. The remaining four
elements—shared value, staff, skill, and style—are fluid, difficult to describe, and dependent
upon the actors within the organisation at any given time. The 7S organisational analysis
framework is based on the premise that all seven elements are interdependent, and must be
mutually reinforcing in order to be successful. Changes in a single element can result in
misalignment and dysfunction throughout the organization, disrupting organizational harmony.[4]

Source Hayes, John (2014).

2 Rational model[edit]

The rational model stems from the Frederick W. Taylor's (1911) Structural Perspective. Taylor
was the father of time-and-motion studies and founded an approach he called "scientific
management."[5] It was Taylor's stance that organizations should be as mechanistic and efficient
as possible. These Scientific Management principles served a valuable purpose for the Ford
Motor Company, where the first American, mass-produced automobiles were being created.
[6]
 The rational model views organizations as a mechanism that is made up of various parts that
can be modified in order to create an output in the shortest amount of time and without deviation.

3 Natural system model[edit]

The natural system model is in many ways the opposite of the rational model in that it focuses on
the activities that may negatively impact the organization and therefore aims at maintaining
equilibrium in order to meet its goals.[6] The Natural System model views organizations as an
organic organism which is holistically interconnected. The parts of the organization are not seen
as independent units but rather as a whole that can orchestrate together to prepare for inevitable
change.

4 Sociotechnical model[edit]
The sociotechnical model, also known as Sociotechnical Systems (STS), is an approach to
complex organizational work design that recognizes the interaction between people and
technology in workplaces. The aim of sociotechnical models is to optimize both social and
technological sub-systems of work. The term also refers to the interaction between society's
complex infrastructures and human behavior. This model identifies the environment as a key
factor that interacts with the organization.

5 Cognitive model[edit]

Behavior, cognitive, and other personal factors as well as environmental events, operate as
interacting determinants that influence each other bidirectionally. [7] Personal goals of the
managers and staff are seen as assisting in the effort toward organizational objective attainment.
Decision-making processes are focused on and specialization is deemed as important to the flow
of information.[6

6 Meta models[edit]

Attempts have also been made to put elements of the above models into a kind of meta-model.
Based on a theorized blindness of a single perspective, Lee Bolman and Terrence Deal have
designed a model that splits analysis into four distinct paradigms. These 'frames' are to be used as
a pluralistic model, and therefore allow analysts and leaders to change their thinking by re-
framing understanding and points of reference. Bolman and Deal postulate that re-framing is a
powerful way to think about situations in multiple ways, which is why taking a meta-model
approach enables the development of alternative diagnoses and strategies.[8]

1. Structural frame Here organisations are to be understood by role definitions and clear

hierarchy. Problems come from overlapping responsibilities and unclear instructions. The
assumptions are similar to the rational model shown above and Taylorism.

2. Human resource frame According to this frame organisSations exist to serve society,

they are places for growth and development. Problems come from when people are not
motivated or trained sufficiently. This is Similar to the Sociotechnical model, or the work
of Daniel Pink.

3. Political frame This frame posits that organisations are cutthroat jungles, where only the
strongest survive. Problems come from poor power coalitions or overly centralized
power.

4. Symbolic frame This frame supposes that organisations are deeply symbolic and
successful business is about the representation genuine meaning. Problems occur when
actors fail to play their parts.
2.2 Factors of Organizational Structure
Layers of hierarchy, nature of formalization, centralization of authority, supervision, pattern of
communication are the main dimensions of organizational structure that are discussed in this
study.

2.2.1 Nature of Formalization

The nature of formalization depends on the size of the organization, some organizations add
more rules to become formal where other organizations are becoming less formalized for the fear
that formalization provides employees with rules and procedures that not only deprive but also
discourage creativity, autonomous work and learning activity (Abdulrahaman, 2019)
Formalization is determined from outside for job used terms of external behavior for its. In this
case rules and procedures are executed directly by the lower management that representing jobs
that unskilled workers can do the job incumbent (Dehkordi, (2009).)

Formalization refers to how uniformly jobs are performed. The degree to which employees are
subjected to rules and procedures that not only stifle but also discourage creativity, independent
work, and learning activity is referred to as formalization .When efficiency declines it promotes
learning, independent thought, and creative work, organizes work units around key processes to
improve customer value (shabbir, 2016).
Formalizing a significant dimension of the organizational structure, and is associated with the
complexity of the organization. It refers to the degree of prescription, the level of standards and
measures of employee behavior in accordance with the prescribed rules and procedures. In
organizations where there is a high degree of formalization, prescribed the correct rules and
procedures (Dino Božinović, 2013).

2.2.2 Centralization:
Centralization refers to the establishment of a formal decision making authority by a particular
group of people at the top of the organization hierarchy. Centralization in authority hierarchy
refers to that level of authority in which the individual has decision making power. When
decision is made in high organizational levels, the organization is called a centralized) (Fred,
2012).
Supported that concentration is the extent to which decision making are made at the top of the
organization. There are some decisions that form an area of centralized decision making. This
includes; allocation of facilities, resources allocation, promotion recruitment and selection
process, compensation system, information flows and planning process. The authority is
responsibilities are solely given to the people at top hierarchy to make the above decisions in a
centralized structure (Nelson, 2010).
A centralized organization is structured by a strict hierarchy of authority where most decisions
are made at the top by one or a few individuals. Information from lower levels flows up to the
decision-maker where the information is analyzed and synthesized to gain a broader perspective
in order to aid in decision-making. Information flows down to provide directions to the lower
levels of the hierarchy where lower levels are expected to implement the decisions with little or
no modifications. Processes, procedures, rules, and regulations are laid down by the higher
management and conveyed to the middle management who in turn breaks these processes into
smaller tasks that are team-oriented or individual based Karishma Daswani(2022). 

2.2.3 Pattern of communication:

Communication is the process of transferring information from one person to another through
face-to-face conversation, written materials, and electronic channels ( (Lunenburg, 2010). It is an
essential element in the organization and it characterizes all the processes and relationships
between employees and stakeholders. In addition, good communication helps employees to
receive clear instructions and valid information before they engage in any activity. Effective
communication helps employees to build strong relationship with their colleagues and helps the
company to achieve its goals on time (Ahmed 2013).
Communication is linking process of management. Communication is the manager’s conduct
that the managerial functions of planning, organizing, staffing, directing and controlling. It plays
the central role in the organizations. The purpose of designing such communication is to connect
various sub- systems of the organization and coordinating their functions for achieving
organizational goals. Such communication is official and part of formal organizations which
operates through formal relationship of superior and subordinate (Keyton, 2013).
 2.2.4 Supervision
Supervision is a management function which ranks at the bottom, but that do not mean that the
function is less important means of other functions for supervision has actually been around
since the establishment of the organization structure itself. In order for the task to go according
to plan, supervision entails determining what has been done, evaluating the performance, and if
required applying remedial actions. The delegation of authority, obligations, and responsibilities
by a leader to his subordinates occurs regularly in an organization or firm. In the context of
management, supervision entails keeping an eye on every task completed by subordinates to
prevent errors in both process and technology (Rulandaris, 2017).

2.2.5 Nature of Layers in the Hierarchy

The system hierarchy of reporting relationships in the organization from the top level to the
bottom, The more layers organization have the more complex the structure of the organization,
the more complex the structure, the more difficult the coordination and integration of
organizational system become. (Okafor, Agboeze, and Obi, , 2017)

2.2.6 Work specialization

Specialization is related to another management concept division of labour discussed at great
length by Adam smith, the 18th –century Scottish economist and author of “the wealth of nation “
smiths famously illustrated the benefits of specialization and division of labour when describing
a pin factory in which each worker perform a single specialization task. One worker measures
wire, another cuts it, others makes the heads and so on. Through this process, workers produced
thousands more pins than if each worker made whole pins independently. Specialization
increases output because workers do not lose time shifting among different tasks. Smith also
believed that worker with specialist was more likely to innovate, to create tools or machinery to
make their tasks even more efficient.
2.3. Overview of Employee Performance
The definition of employee performance is the result of work in quality and quantity achieved by
an employee in performing his duties in accordance with the responsibilities given to him.
Performance is as a record of success resulting from the function of a particular job / activity
over a given period (Nosike, 2021).

Performance defines as the extent of achievement of the mission of the organization that
develops an employee job (Singh, 1996). Describes performance as it is the result of work
performed by employees in accordance with the objectives to be achieved in the work performed
(Armstrong, 2006) pointed out that that employee performance as the ability of any employee to
successfully and efficiently perform the duties and tasks assigned to him or her within the
organization. Further described as the accomplishment of a given task measured against present
known standards of accuracy, completeness, cost, and speed (Kotter, 1992). The degree of an
achievement to which an employee fulfills the organizational mission at workplace is called
performance. To this degree, individual performance is a core concept within work and
organizational psychology (Cascio, 2006).

Employee performance is also recognized as job performance of an employee at workplace. It is

thought as an essential component in the organizational success. Organizational success and
productivity depends on the employee performance (Otley, 199). Employee performance will be
higher level on the organizational achievements. (Herzberg, 1959) Explained in words of
managerial perspective of the performance like as “let an employee do what I want him to.” On
the other hand, another study defines that, the ability of any person to accomplish its targets and
goals as well as fulfilling the anticipations of his directors or completing the organizational goals
followed by the top management is said about employee performance (Lewis, 1999; Gloet, 2006;
Mathis and Jackson, 2011).
Employee performance is among the critical factors that contribute significantly in
organizational success. Learning organizations play important role in enhancing employee
performance through providing trainings and developments for their employees (Dahkoul,
2018). Moreover, management standards to evaluate employee performance also play critical
role in improving employee performance as they provide the picture of actual performance and
its alignment with the benchmarks. If discrepancies found, then these standards help bringing
the outputs again towards their required levels (Mackay, 2004)Employee’s performance also
depends on their internal satisfaction towards their job. If employees are satisfied from their
jobs as well as the organization than they are more keenly interested to perform well towards
organizational goal achievement (Dahkoul, 2018)

2.5 Empirical Framework

Organizational Structure and Employee Performance: A Study of Brewing Firms in Nigeria was
researched by (Shabbir M. S., 2014). The goal of the study was to evaluate how organizational
structure affected workers' productivity in Nigerian brewing companies. The goal of the study is
to ascertain whether the brewing companies in Nigeria have an adequate organizational structure
and how much that structure has influenced the productivity of their staff. The total number of
employees at the five brewing companies listed on the Nigeria Stock Exchange makes up the
population of the study, which totals 6468. The sample size was then taken from this population
using the Taro Yamane method. In order to gather data for this study, a structured questionnaire
of the descriptive kind was used. T-statistics, correlation, and descriptive statistics were used to
analyze Scholarly investigations on how organizational structure affects performance within an
organization has been conducted.

The research conducted by (Nwonu, 2017) to investigate the impact of organizational structure
on the organizational performance of selected manufacturing enterprises in Enugu state, Nigeria,
was taken into consideration as a reference for the study. A conclusion from the study's results is
that, aside from its growth goals, the organizational structure in the analyzed organizations has
an impact on organizational performance.

2.5.1 Effect of pattern of communication on employee performance

Empirical studies of the effect of communication on organizational performance abound within
the Asian, European and the African contexts. In Europe for instance, investigated the effect of
organizational communication on employees’ perception of justice in Turkey. Using a survey
design approach, they show that there is a significant relationship between communication and
interactive justice (I. Mehmet, (2011).) In India, demonstrated that clear and honest
communication helps to encourage and strengthen relationship and concludes that employee
communication has a crucial role to play in the management effort to reorient employees’
perplexity by changes, or inform and motivate those who adapt more readily (Rajhans, (2012).)

According to (Nebot 2015) there is a significant relationship between effective communication

and employee performance. Effective communication enhances performances since employees
performed better when there are informed or communicated to than those who are not informed.

Abiyu Mekonen (2017) examined effect of communication on employees’ performance in the

case of Ethiopian Broadcasting Authority. Primary data was used .the study used 19 census
method for the 102 respondents. He found that there is positive relationship between directions
of communication and employees’ performance.

Conducted a study on “The Effect of Communication on Workers’ Performance in Selected

Organizations in Lagos State, Nigeria” he saw communication as an important component of
organization’s project. This because it was assumed the global world has become widespread
that, most organizations petition to meet their needs with a lesser resource moral through
communication. His research tests the substantial relationship amid communication and workers’
performance in some designated organizations in Lagos State, Nigeria. The outcome of the
research revealed the relationship between effective communication and workers’ performance,
productivity and commitment (Femi, 2014)

2.5.2 Effect of formalization on employee performance

A study examined the influence of the two organizational structure dimensions, formalization
and centralization on job stress among salespersons in the stock broking industry of Malaysia.
The result of the study showed that formalization has a positive influence on job stress because
job that is bounded by inflexible rules and procedures will allow lesser autonomy and freedom
for the incumbents on how to perform their tasks. This will most likely lead to job stress, which
will be experienced by employees in such circumstance (Nasurdin, 2006) .
Organizational formalization as the level to which an organization precisely spells out rules and
procedures related to jobs in different situations. This aspect is also known as job codification.
Rule observation refers to the extent to which an organization rigidly adheres to the rules and
procedures. In other words, this construct measures how far employees are supervised in
ensuring that they are not committing any offense against the company’s rules and regulations
(Hage & Aiken, 1967).

The degree of formalization inside an organization has a considerable positive impact on how
well workers perform in their jobs. This outcome is consistent with ( Miner's 1982) contention
that high degrees of employment regulations and procedures not only stifle but also discourage
innovation, independent work, and learning activities.

2.5.3 Effect of supervision on employee performance

The personnel who work there have a significant impact on how a company is supervised in
terms of performance. An organization's operations are driven by its employees, thus as
employee performance rises, so does organizational performance (Syamsuddin 2020).
Supervisors are in charge of the working environment for their subordinates (Hamid, 2020). The
quality of employees' work experiences is also improved by the presence of supervision. Some
managerial suggestions for enhancing workforce performance included matching work outputs
with standard controls, enhancing the execution of routine supervision, and carrying out crucial
preventative measures (Rulandari, 2017).

Additionally, improving the staff's level of job awareness, work aggressiveness, and work plans,
it was evidently proven that there was an affirmative influence of supervision and
professionalism on workers’ performance in the office under investigation.

The impact of supervision on employee performance was explored by Lee & Kusumah (2020)
with work motivation acting as an intermediary variable. It was an empirical analysis that
employed a quantitative strategy to confirm the impact of the investigated factors. The results of
the data analysis demonstrated that, through work motivation as an intervening variable,
supervision has a favorable impact on employee performance. According to the findings of this
study, firms should adopt approaches and develop plans that pique interest, develop efficient and
creative methods of staff supervision to boost output, and improve overall performance in line
with predetermined corporate objectives.

Investigate indicated that poor supervision has an impact on teamwork and employee morale
when asked about the impact of supervision on employee performance. The effectiveness of
supervision impacts both task completion and effects on employees' productivity. There is an
association between the standard of supervision and worker performance at Makerere
University's College of Commerce (Besigwa, 2016).

2.5.4 Effect of centralization of authority on employee performance

The research conducted the practical value of centralization in the organization and their
controllers in reaching decisions as to what kind and degree of centralization or decentralization
might be advantageous under particular circumstances. This research paper found that
centralization has no independent value on employees’ performance, even when controlling for
prior performance and constraints (Rashed, 2014)
The research explores the effects of decentralization on education and health in Ethiopia using
an original database covering all of the country’s regions and woredas (local governments).
Ethiopia is a remarkable case in which war, famine and chaos in the 1970s-80s were followed by
federalization, decentralization, rapid growth and dramatic improvements in human development
(Jean-Paul Faguet, 2019)
According research conduct on centralization can be divided into macro-level centralization and
micro-level centralization, where the former deals with employees' involvement in decisions
about organizational policies and procedures and the latter concerns employees' involvement in
decisions about their own tasks. During this study, intermediate managers and primary level
supervisors from the manufacturing companies provided feedback. Findings demonstrate that in
firms that permit employee input regarding task performance, teams with higher self-
management appeared to be simpler and more efficient (micro-level decision making). On the
other hand, macro-level decision-making has no impact on the strength of the link between team
effectiveness and self-management at any level (Tata, J., & Prasad, S.., 2004) .

2.5.5 Effect of Work Environment on Employee Performance

The Pearson correlation and regression analysis show a positive and significant effect of work
environment on employee performance in DCMO. Based on this result null hypothesis (work
environment has no effect on employee performance) was reject. The Objects to identify the
effect of work environment factors on employees’ performance in which the researchers revealed
that the work environment has a positive and significant relationship with employees’
performance,. The Objects to identify the effect of work environment factors on employees’
performance in which the researchers revealed that the work environment has a positive and
significant relationship with employees’ performance, with correlation is 0.169, then moderate
relation. The finding is consistent with the research conducted by (Birhane (2016), Gatamesay
(2016), Brenner (2004), Fissum (2018),which stated that the work environment had a positive
and significant impact on employee performance based on safety and healthy employee, physical
factor like space, seating arrangement, air-condition, and lighting, the social relationship among
employees.

2.5.6 Effect of Work specialization on Employee Performance

Job specialization is the degree to which the overall task of the organization is broken down into
smaller component parts. Departmentalization, on the other hand, is the grouping of jobs
according to some logical arrangement. The effect of these two variables on job satisfaction
among the staff of a library was the focus of this study. A descriptive research design was
adopted while a survey method was employed. Among the findings of this study was that
majority of the staff of the sampled library were fully satisfied with their present area of
specialization. Although, Cataloguing Section was perceived as the most boring section to work
in any library, this may not be true after all, since the introduction of online copy cataloguing and
classification that gives room for interaction with computer system and sometimes further
navigations to ascertain the authenticity of the information being used on the Internet. This study
finally concludes that job satisfaction is individualistic and it affects one’s feelings or state of
mind. When the library personnel feel satisfied, they will be less likely to leave the job. (Samuel
Olu Adeyoyin, 2015)
2.6 Conceptual Framework of the study

The research model serves as a base line for this research; it indicates the overall relationship
between the organizational structure (independent variable) and employee performance
(dependent variables). It also assist the researcher to develop tests of hypotheses concerning the
impact of the independent variable and its dimensions (nature of formalization, centralization of
authority, pattern of communication and supervision) on Employee performance, the dependent
variable in this study has been conceptualized by efficiency, quality, productivity and timeliness
 CONCEPTUAL FRAMEWORK

Independent Variable Dependent Variable

Employee’s
Organization structure performance
7

8
Supervision

9
Centralization

 Efficiency
10
Nature of formalization  Quality
 Productivity
 Timeliness
11
Patter of communication

12 Layer of hierarchy

13 Working environment

Work specialization,
 CHAPTER THREE METHODOLOGY

3.1 Introduction
This chapter presents the methodology for the study which includes the research design, study
population, sample size and selection, sampling techniques and procedure, data collection
instruments, data quality control (validity and reliability), procedure of data collection, data
analysis and measurement of research variables.

3.2 Description of study areas

Non-governmental organizations (NGOS) have emerged as an important catalyst of change in
the development and democratic processes at both the national and international levels. They
have begun to play a critical role in the worldwide drive for equality, social justice, human
rights, fair trade, and the elimination of poverty.

Ethiopian catholic church social and development commission is a national humanitarian non-
profit organization dedicated to saving lives and relieving suffering Ethiopian ECC-SDCO has
implemented extensive programming in food-insecure areas throughout Oromia, Somali, Afar,
Tigray , Amhara, Gambella and Southern Nations, Nationalities, and People’s Regions of
Ethiopia, and also HCS /ECC-SDCOH/ implemented in Eastern Ethiopia covering Eastern &
Western Hararghe zone of Oromia, Dire Dawa Administration, Shinille, Jijiga and Gode zones of
Somali National Regional state, Zone 3 of Afar Region and Harari Region.

3.3 Research Approach

In order to achieve the objectives of the study, the research followed quantitative research
method. Because it is so deeply entrenched in mathematics and statistics, quantitative research is
able to correctly convert data into easily quantifiable charts and graphs. It also gives exact,
numerical data. Additionally, because the conclusions of quantitative research are mostly
independent of the researcher, they can be more precise and objective. Overall, the quantitative
approach allowed the researcher to employ a number of methods that produce data that may be
projected to a larger population (Creswell, 2009).

3.4 Research design

This study was a descriptive survey and explanatory research design where people’s views and
opinions will be sought and described accordingly to establish how organizational structure
effect on performance of employee’s. The study were employ both qualitative and quantitative
approaches. Qualitative approach is justifiable as it helps in the generation of non-numerical
data. While quantitative approach on the other hand is useful for generating quantitative data.
Both approaches are considered useful as they enrich the study methods (Kisilu, 2006).

Descriptive research is useful because it helps one to portray the probable conditions of a
particular situation. Also in the descriptive method of research, the gathered data are considered
very useful in helping one to adjust or meet the existing daily common problems in life (Sevilla,
1992).

3.5 Sources of data

3.5.1 Secondary data

Secondary data were obtained from selected ECC-SDCOOH (HCS) offices and reports and
collected from journals, articles, books, magazines, and web resources to obtain the necessary
information about the research.

3.5.2 Primary data

Primary data were collected from select sample of 240(employees) collects based on structured
questionnaires for some respondents and interview method mostly.

3.6 Population and Sampling design

3.6.1 Population
The population of a study is the entire aggregate of individuals or items relevant to a
phenomenon under investigation (Franklin, 2011). According to (Mugenda, O.M. and Mugenda,
A.G. , 2003)refer to target population as the entire group of individuals, events or objects having
common observable characteristics to which the researcher wants to generalize the results of the
study. While the target population is the total collection of elements about which the researcher
wishes to make some inferences (Okiro&Ndungu, 2013). The researcher’s population is
composed of employees from different department of the ECC-SDCOOH (HCS) branch. The
target population of the study consists of eight hundred twenty three (823) employees but the
study considers only 601.

3.7 Sampling Design

3.7.1 Sampling Frame

Leary (2004) defined sampling as the process by which a researcher selects a sample of
participants for a study from the population of interest. A sample therefore is the portion of the
population of interest that is selected for a study (DoylePortillo, 2009). Additionally a sampling
frame is a complete and correct list of population members only (Cunanan& Cruz 2008).

3.7.2 Sampling Technique

According to Sekeran (2001) Sample as a portion of the population that has attributes as the
entire population. As for this study it was assumed that the all woreda and zone operate in a
similar manner with respect to policies and practices despite the fact that they are located in
geographical areas that span the state, the researcher were used to study stratified sampling
technique to select the pertinent sample and the basis of stratification was geographical area.
Stratified proportionate random sampling technique produce the overall population parameters
with greater precision and ensures a more representative sample is derived from a relatively
heterogonous population Denscombe, (2007). From each stratum the study was used simple
random sampled to select 240 respondents.

3.7.3 Determination of sample size and selection

To draw the sample of study we be used stratified sampling techniques was adopted. Sampling is
the process or technique of selecting a suitable sample, a subset from a larger population, for the
purpose of determining parameters or characteristics of the whole population (Saunders, 2009)
Under the adopted sampling, stratified random sampling, the population was divided into sub-
populations, called ‘stratum’, which was more homogeneous individually than the total
population. Likewise, this study consisted of group of employees in hararge catholic secretarial
grouped per their location in different regions which were at dire dawa,west hararge,karamile,
deder, fadise,metta,melka bello, babille,cinakesen, jarso, midga tolaa. Also it helps to get
proportionate data from the different woreda so that the gathered data were comprehensive as it
represents well the staff per woreda.

Sampling is the procedure a researcher uses to gather people, places or things to study. It was the
process of selecting a number of individuals or objects from the population such that the selected
group contains elements representative of the characteristics found in the entire group (Orodho,
A. J. and Kombo, D. K., 2002). A sample size of 238 respondents will be determined using
statistical tables of (Krejcie & Morgan, 1970) as cited by Amin (2005). These will include
various categories as specified in table 1 below:

For this study was used the Taro Yamane’s formula for a finite population standard with 95%
confidence level of interval (0.05 margin of error).Thus, the size of sample from different
department was proportional to the size of the strata or department.

n= N / (1+N (e) ^2)

Where:

n = total number of sample size needed

e = margin of error (Tolerable error)

N = Total number of population

n= 601/ [1+601(0.05) ^2]

≈ 240

The following table was generate from the Human Resources data base that shown the locations,
number of employees working at the 10 woreda ,2 zone and one HQ dire dawa. The sample size
from the target population per each strata were illustrated in the below table to show the
sampling proportion from each locations.

Table 1: Sampling frame

Location Number of No of study Number of staff in % Sample Size

employees consider from target population per each strat
Dire dawa HQ 329 297 47 119
Deder 56 29 2 12
Goro guttu 15 6 1 2
West hararge zone 112 66 35 26
Karamile 7 3 4 1
Mettaa 38 25 2 10
Melka bello 42 28 2 11
Fadise 31 19 2 8
Midga tolaa 38 27 1 11
Babille 55 32 1 13
Cinaksen 32 23 1 9
Jarso 31 21 1 8
Gursum 37 25 1 10
Totals 823 601 100 240

Table 2 sample size

3.8 Sampling Techniques and Procedure

Purposive sampling involves identifying and selecting individuals or groups of individuals that
are knowledgeable about or experienced with a phenomenon of interest (Cresswell and Plano
Clark 2011). This sampling was used to select harerge catholic secretarial management.The
researcher chose this technique because the respondents are expected to be knowledgeable and
have a long experience in hararge Catholic Church secretarial management matters.

3.7 Data Collection methods and instruments

This study was both quantitative and qualitative data collection methods. Quantitative data and
qualitative data were collected using questionnaires that were filled by the staff and the key
informant interviews with the management.

3.9 Measurements of Variables

A questionnaire is a data collection instrument used to gather data over a large sample or number
of respondents (Kombo D. K. and Tromp. D. L .A, 2006). This structured questionnaire will be
developed following recommended guidelines by various scholars that include Kothari (2005);
Sekaran & Bougie (2010) and (Saunders, 2009). The questionnaire was the main tools for
collecting data from the respondents. In this study, the questionnaire was dividing in three parts.
Part I was encompasses of questions eliciting demographic characteristics of the respondents and
Part II consisted questions designed to gather data about the organization structure Variables and
the last part was comprise of questions that measure the level of employee performance.
Generally, the questions of organization structure and employee performance will prepared in a
five-point Likert scale such as 1 = Strongly Disagree, 2= Disagree, 3 =undecided, 4 =Agree, 5 =
Strongly Agree that allows respondents to indicate the level of agreement with the statement
provided.

3.9.1Measurement of Independent Variables

Dimension Authors and years Number of Items
item
Nature of Formalization: Shabbir (2017). 35 7
Centralization of authority Adopted from Mismar.B 32 3
(2018)
Pattern of communication adopted from ngerich 26 5
chepkach(2017)
Supervision adopted from ngerich 26 5
chepkach(2017)

3.9.2. Dependent Variable Measures

The questions in the final portion gauge employee performance. Individual Work Performance
Questionnaire measures produced by (Koopmans L, 2013) were modified to create employee
performance questionnaires (IWPQ). The IWPQ scales were investigated for a crucial measuring
criterion, and by adding more items, the scales demonstrated good model suitability and
dependability (e.g., category, ordering, and differential item functioning). Finally, we'll talk
about scoring calculation and interpretability. As a result, it may be more reliable measures for
workers of various skill levels. Respondents had to rate each of the nine items on a Likert scale
from strongly disagree (1) to strongly agree (5).

3.10. Methods of Data Analysis

The collected raw data was processed, edited, coded and classified in to more meaningful&
relevant Information. As data classified it was arranged and grouped in to similar categories to
facilitate the analysis. Then, the next step is data analysis due to the quantitative nature of data
collected. Descriptive analysis method was used. Once the data is analyzed by using table and
percentage, interpretations were made carefully in order to avoid prevalence of misinterpretation
and miss understanding

In order to make sense out of the collected data, analysis was conduct at the completion of the
data collection and presented in a meaningful manner. The data, obtained through structured
questionnaires and relevant documents were interpret and summarize in line with respective
theme against the background of the research questions and objectives. First the collected
questionnaire was editing for completeness and consistency then coded to allow grouping under
different categories. The Statistical Package for the Social Sciences, SPSS 26 software is used
for both descriptive and inferential analyses. Descriptive statistics was employed using mean,
standard deviation, frequency and percentage to describe the demographic characteristics of the
respondents. While, inferential analysis involved correlation and regression analysis to determine
strength of relationship and effect of the independent variables on the dependent variables
respectively.

3.11. Model Specification

The functional specification for multiple linear regression model deals where response Y is
related to a set of qualitative independent variables. Most social science statistics are based on
linear model, which is attempting to fit a straight line to the data gathered. A function that
connects one dependent variable (EP) to one or more independent variables is predicted using the
multiple linear regression models. As a result, the function of the multiple linear regression
model utilized in this study is:

Y = B0 + B1(NF) + B2(CA) +B3(SU) +B4(PC) +B5(LH)+B6(WE)+B7(WS)+ε

Where by Y = Employee performance which is dependent variable

B0: The intercept term- constant which would be equal to the mean if all slope coefficients are 0
B1-7: Slope of line (Magnitude of the coefficients of the variables) are the coefficients associated
with each independent variable which measures the change in the mean value of Y, per unit
change in their respective independent variables.

The independent variables of this study denoted by:

PC = pattern of communication SU = Supervision

FO = nature of formalization ε = error term

Wc =working conditions WS = work specialization

CA = centralization of authority LH= Layer of hierarchy

Accordingly, this statistical technique was used to explain the following relationships.
Employees’ performance as a dependent variable on the selected linear combination of the
independent variables using multiple linear regression.

3.11 Validity and Reliability

The validity and the reliability of the data and the tests were checked by two procedures. The
first one was the inter relationship between the responses from different sources of the different
types of the instruments. The second one was the Cronbach alpha. The Cronbach Alpha for the
data set was 0.82 which was very perfect for social science studies.

3.12 Ethical Considerations

The goal of ethics in research is to ensure that no one is harmed or suffers adverse consequences
from the research activities (Cooper D.R and Schinder p.s, 2001). The researcher will undertake
to protect the rights of the respondents by:

i. Ensuring that none of the respondents was named during the research or subsequent
thesis;
ii. Making sure that the respondents were selected to participate without compulsion;
iii. Informing the respondents about the reason and purpose of the research; and
iv. Informing the respondents that consent was sought from the management of the
selected company before the commencement of this research initiative

Consent and possible deception of participants ,Maintenance of the confidentially of data

provided by individuals or identifiable participants and their anonymity ,and Privacy of
possible and actual participants.
 CHAPTER FOUR DATA PRESENTATION AND ANALYSIS

4.1 Introduction
This chapter presents the data analysis and discussion of the research findings obtained from data
collected from the survey questionnaire that was held on employees of Ethiopian Catholic
Church social and development commission branch of harar. The questionnaire are summarized
and presented using tables to facilitate easy understanding, descriptive statistics analysis of
research variables, and correlation test, normality of data test, multicollinearity and linearity of
data test. Finally the result was analyzed using descriptive presented first followed by the
inferential statistics models were applied by the help of statistical software packages (SPSS). The
descriptive statistics analysis that was employed using table, mean, standard deviations in
examining organizational structure dimensions as well as employees performance. The
inferential statistics model was used to identify the relationship between the seven organizational
structure dimensions with employee’s performance.

4.2 Data Processing and Reliability Analysis

After data are collected, the researcher cleans the data to avoid any paradox, doubtful answers
and missing information. Following the data edition and correction, data are coded so that it will
be understood and analyzed by employing a statistical software program called SPSS 26. Data
analysis is made into two forms, descriptive statistics and hypothesis testing. Reliability test of
the independent and dependent variables as well as the constructs within each variable are found
to be reliable in line with Cronbach’s alpha coefficient test as indicated in table 4.1

Table 3: Rule of Thumb of Cronbach’s Alpha

Cronbach’s Alpha Description

>= .9 Excellent
>= .8 but < .9 Good
>= .7 but < .8 Acceptable
>= .6 but < .7 Questionable
>= .5 but < .6 Poor
<= .5 Unacceptable
Source: Zikmund, et al, 2010
Scale Cronbach alpha Coefficient No. of items Cronbach alpha Coefficient
Layer hierarchy 5 .888
Nature formalization 7 .992
Degree of centralization 5 .773
Pattern of communication 6 .809
Supervision 6 .822
Working condition 7 .772
Work specialization 5 .717

Employee’s performance 9 989

Table 4 computation of SPSSS 26 survey 2022

4.3 Respondents’ Profile and Descriptive Statistics

This section summarizes the demographic characteristics of the respondent, which includes
gender of the respondent, education level and work experience. The purpose of the demographic
analysis in this research is to describe the characteristics of the respondent such as the proportion
of males and females, education level and employment experience.

To conduct this study the present researcher in total, 240 questionnaires were distributed to the
research participants of professional employees of 1 HQ office, 10 wored branches.

𝑹𝒆𝒔𝒑𝒐𝒏𝒔𝒆 𝒓𝒂𝒕𝒆 =𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒓𝒆𝒔𝒑𝒐𝒏𝒅𝒆𝒏𝒕 𝒕𝒉𝒂𝒕 𝒄𝒐𝒍𝒍𝒂𝒃𝒐𝒓𝒂𝒕𝒆 228

𝒕𝒐𝒕𝒂𝒍 𝒏𝒖𝒎𝒃𝒆𝒓 𝒐𝒇 𝒔𝒆𝒍𝒆𝒄𝒕𝒆𝒅 𝒓𝒆𝒔𝒑𝒐𝒏𝒅𝒆𝒏𝒕 240 =0.95

Table 5 Response rate

Questionnaire Total Percent

Distributed 240 100%

Collected 228 95%

Source: researcher‘s computation with SPSS,2022.

As a result in table 4.3 indicates A total of 240 questionnaires were distributed to ECC-SCOH
which was distributed in person. Out of which 240 questionnaires were completed and returned
and 228 of them were usable. Thus, this gives usable response rates of 95.5% percent. The usable
response is considered as sufficient in such a way that a response rate of 70 percent or above is
usually taken as adequate (Roberts 2004). The higher response rate achieved is due to the fact
that questionnaires are standardized closed-ended in form and they are framed in terms of a five
point Likert Scale normally to allow participants to state their feeling by agree or disagree with a
given statement.

4.3.1 Demographic Characteristics of the Respondents

Before proceeding directly to a discussion of the result, it would be better to introduce the
respondent's profile. This is because having an understanding of the respondents may help to
estimate the accuracy of the information provided by them. Therefore, for this study
demographic characteristics of the respondents such as sex, age, level of educational, Job
department and experience in the position or job were presented as follows.

Table 6 demographic characteristics of respondent

Demographic characteristics Frequency Percent

Female 55 24

Male 173 76

Sex Total 228 100

20-29 99 43.4

30-39 98 43.02

40-49 23 10.08

50+ 8 3.5

Age Total 228 100.0

Diploma 8 3.5

Education Degree 186 81.6

Master 31 13.6
 PHD 3 1.3

Total 228 100.0

. <1 year 24 10.5

Experience in 1-3 years 97 42.5

organization
4-6 years 67 29.4

7-9 years 19 8.3

>10 years 21 9.2

Total 228 100.0

RFSA 107 46.9

JEOP 115 50.4

position or job CRRP 6 2.6

Total 228 100.0

Department head 34 14.91

Expert 194 85.09

Position Total 228 100

Source: researcher‘s computation with SPSS,2022.

As it is shown in Table 4.4 above, the data provides the sex profile of respondents by frequency
and percent. The results show that out of 228 respondents, 173 (75.9%) of the respondents are
males and 55(24%) are female respondents. Plus on the age dimension of the respondents, the
majority 99 (34.4%) of the respondents re between the age group of 20-29 years,, 98 (43.02%) of
the respondents are between the age group of 30-39 years, 23(10.08%) of respondents are
between the age group 40- 49 and the remaining 8(3.5 %) respondents are under the age group of
50 and more than years old.

When reviewing the service year frequency of the employees from 228 respondents, 24(10.5%)
respondent have service years of less than 1year that are recruited recently, 97(42.5%)
respondent have service year range from 1 year to 3year, 67(29.4%) respondent are from 4 year
to 6 years, 19(8.3%) respondents are from7 to 9 years and 21 (9.2%) respondent have 10years
and more than of service years.

The education level of respondents in the above table 4.2 shows that from 228 respondents 8
(3.5%) are diploma 186(81.6) of the respondents are first-degree holder employees 31 (13.6) of
the respondent are master’s degree holders and the remaining 3(1.3) the respondent are PHD
holders. Finally, 34(14.91%) of the respondent are department head and 194(85.09%) of the
respondent are expert position.
4.4 Mean Score and Standard Deviation of organizational structure and Employee
Performance
According to Zaidaton and Bagheri, (2009), the mean score below 3.39 was considered as low;
the mean score from 3.40 up to 3.79 was considered as moderate and mean score above 3.79 was
considered as high as illustrated below.

Table 7 Comparison cut-point of Mean Score of Five Point Likert Scale Instrument

Mean score Interpretation

1.0 - 1.80 Very low
1.81 - 2.60 Low
2.61 - 3.20 Medium
3.21 - 4.20 High
4.21- 5.00 Very high
Source: Zaidatol & Bagheri, Moidunm(2009)

Table 8 Mean Score and Standard Deviation

N Mean Std. Deviation

LH 228 3.7439 .82644

FO 228 3.3546 1.25457

SU 228 3.9159 .49804

PC 228 4.0731 .55223

CA 228 3.9447 .67603

WC 228 3.3904 .71048

WS 228 2.9193 .53903

EP 228 3.8046 .83902

Valid N (listwise) 228

Source computation of SPSS26 2022

4.4.1 Mean and Standard Deviation Result of layer of hierarchy Response
As the results in table 4.6 indicate that the mean response for layer of hierarchy was 3.7439. This
implies that most of the respondents agreed with most of the statements explaining layer of
hierarchy and also it indicates the existence of a few level of hierarchy in the organization. And
also, the standard deviation of this variable was .82644 which was below 1, it implies that most
of the respondents had the same view or agreed relating to the measures of layer of hierarchy.
So, it is noted that the organization needs to maintain this good layer of hierarchy to continue in
their future work life. Generally, using the results reported in table 4.6, the present researcher can
conclude that there is a few level of hierarchy in ECC-SDCOH (HCS).

4.4.2 Mean and Standard Deviation Result of Nature of formalization Response

As the results in table 4.6 indicate that the mean response for formalization was 3.3546.this
implies that respondents agreed with most of the statements explaining formalization and also it
indicates there is no too much existence of rules and regulations in the organization And also, the
standard deviation of this variable was 1.25457which it implies that most of the respondents had
the same view or agreed relating to the measures of formalization. So, it is noted that the
organization needs to keep it up and maintain this good formalization to continue in their future
work life. In general, using the results reported in table 4.6, the present researcher can conclude
that there is no too much rules and regulations in ECC-SDCOH (HCS).

4.4.3 Mean and Standard Deviation Result of centralization of authority Response

As the results in table 4.6 indicate that the mean response for centralization was 3.9447
this implies that most of the respondents agreed with most of the statements explaining
centralization of authority and also it indicates the existence of centralization of authority
behavior in the organization. And also, the standard deviation of this variable was .67603 which
was below 1, it implies that most of the respondents had the same view or agreed relating to the
measures of centralization of authority behavior. So, it is noted that the bank needs to increase
the decision making participation of employees to continue in their future work life. Generally,
using the results reported in table 4.6, the present researcher can conclude that there is a
centralization of authority ECC-SDCOH (HCS).

4.4.4 Mean and Standard Deviation Result of Work specialization Response

As the results in table 4.6 indicate that the mean response for work specialization was 2.9193 this
implies that most of the respondents agreed with most of the statements explaining work
specialization And also, the standard deviation of this variable was 0.5393 which was below 1, it
implies that most of the respondents had the same view or agreed relating to the measures of
work specialization.

4.4.5 Mean and Standard Deviation Result of pattern of communication Response

As the results in table 4.6 indicate that the mean response for pattern of communication was
4.0731 this implies that most of the respondents agreed with most of the statements explaining
pattern of communication variable and also it indicates the existence of a high level of
communication behavior in the organization. And also, the standard deviation of this variable
was .55223 which was below 1, it implies that most of the respondents had the same view or
agreed relating to the measures of pattern of communication. So, it is noted that the organization
needs to increase and maintain this good communication behavior of employees to continue in
their future work life. Generally, using the results reported in table 4.6, the present researcher can
conclude that there is a high level of pattern of communication a good extent efficient
information exchange systems within the organization facilitated the speed and accuracy of
execution of tasks among the professional employees of ECC-SDCOH (HCS).

4.4.6 Mean and Standard Deviation Result of Supervision Response

As the results in table 4.6 indicate that the mean response for Supervision was 3.9159 this
implies that most of the respondents agreed with most of the statements explaining Supervision
And also, the standard deviation of this variable was .49804 which was below 1, it implies that
most of the respondents had the same view or agreed relating to the measures of Supervision.

13.1.1 4.4.7 Mean and Standard Deviation Result of working environment Response
As the results in table 4.6 indicate that the mean response for working environment was 3.3904
this implies that most of the respondents agreed with most of the statements explaining working
environment And also, the standard deviation of this variable was 0.71048 which it implies that
most of the respondents had the same view or agreed relating to the measures of working
environment

4.4.8 Mean and Standard Deviation Result of Employee Performance Response

Employee performance is all about what is to be achieved at an organizational level by
employees (Kennerley, M., & Neely, A., 2003).Thus, the present researcher was measured using
nine items of a five-point Likert scale (with 5=Strongly Agree, to 1=Strongly Disagree) that aim
at measuring employee’s’ task performance related with work quality, job skills, timelines and
productivity. Regarding employee performance, as depicted in the above table 4.6 mean value of
employee performance response was 3.804 which is above 3.79 considers as high. This evidence
that most of the respondents agreed with most of the statements explaining employee
performance and also it indicates the existence of a high level of professional employees’
performance in the organization. And also, the standard deviation of this variable was .83902
which was below 1, it implies that most of the respondents had the same view or agreed relating
to the measures of employee performance. Therefore, the present researcher can conclude that
this high level of performance is manifested through high good employees’ job knowledge, job
skills, timeless, productivity to achieve the set of objectives and their quantity and quality of
service rendered to the humanitarians service in fulfilling their duties and responsibilities at the
work place due to the existence organizational structure among the employees of ECC-SDCOH
(HCS).

4.5 Correlation Analysis of organizational structure Dimensions and

Employees’ Performance
Correlations are the measure of the linear relationship between two variables. It measures the
degree to which two sets of data are related. Correlation (r) is a parametric technique which gives
a measure of the strength of association between any two variables. The standard correlation
coefficient is (Pearson's r) which applies primarily to variables distributed more or less along
with interval or ratio scales of measurement (Andy, F., 2006).

In this section, correlation analysis was conducted in the light of each research objectives and
hypotheses developed. To determine the relationship between OS dimensions (layer of hierarchy,
formalization, centralization of authority, pattern of communication, work condition, work
specialization and supervision) and employees’ performance were investigated using correlation
analysis. This provided correlation coefficients, which indicated the strength and direction of the
relationship. The p-value also indicated the probability of these relationships’ significant. Daniel
M. (2004), states that the cut off points for the interpretation of the strength of correlation
coefficients are.

Table 9 Comparison cut-point correlation interpretations

Range Interpretations
± 0.80 to ± 1 very strong correlation
± 0.50 to ± 0.79 Strong correlation
± 0.30 to ± 0.49 Moderate correlation
± 0.10 to 0.29 Modest correlation
≤ 0.1 weak correlation
Source Daniel M. (2004)

Table 10 Correlation Analysis of OS Dimensions and Employees’ Performance

LH FO SU PC CA WC WS EP

LH Pearson Correlation 1

FO Pearson Correlation .240** 1

SU Pearson Correlation .794** .469** 1

PC Pearson Correlation .893** .340** .726** 1

CA Pearson Correlation .594** .607** .614** .697** 1

WC Pearson Correlation .571** .493** .500** .740** .865** 1

W Pearson Correlation .351** .520** .401** .537** .830** .851** 1

EP Pearson Correlation .537** .639** .567** .660** .951** .903** .853** 1

Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

N 228 228 228 228 228 228 228 228

**. Correlation is significant at the 0.01 level (2-tailed).

Source computation of SPPS 26 2022

4.5.1 The Relationship between Layers of hierarchy and Employees Performance

As we can observe in the above table 4.5, there is possible to say that there is substantial
relationship between employees performance and Layers of hierarchy (r=0.537, p<0.01). This
indicates that employees‟ performance score of ECC-SDCOH correlated with organizations
Layers of hierarchy score at 0.537. That is, both employees’ performance score correlated with
organization structure dimensions Layers of hierarchy positive relation though it is substantial.
This can be interpreted as employees’ performance score correlated with Layers of hierarchy
variables. Shabbir (2016) which posits that there is positive and significant relationship between
structures that has with few layers in hierarchy and integration of organizational members which
further lead to better performance by the employees.

4.5.2 The Relationship between nature of formalization and Employees performance

The result in the above table showed that there is substantial association between the employees‟
performance and organization nature of formalization (r=0.639 p<0.01). That is, employees’
performance score is correlated with organization structure nature of formalization score at
0.639. This implies that employees‟ performance has positive relationship with organization
nature of formalization organization structures.

4.5.3 The Relationship between Centralization and Employees Performance

According to Jones, (2013) Centralization refers to the concentration of decision-making
authority at the upper levels of an organization. As the above correlation matrix table (4.5)
illustrates that centralization of authority and employees performance has a significant and
moderate relationship (r=.951, p<.0.01). Mismar B.(2018) negates the significant positive
correlation of centralization and employee performance.

4.5.4 The Relationship between supervision and Employees Performance

According to the above table it showed that there is substantial association between employees
performance and organization supervision organization structure (r=.567 p<0.01). That is,
employee’s performance score correlated with organization supervision organization structure
score at .567. This implies that they have positive relationship between them.

4.5.5 The Relationship between patter of communication and Employees Performance

According to Lunenburg (2010), communication is the process of transferring information from
one person to another through face-to-face conversation, written materials, and electronic
channels. As a table shows there is a significant positive relationship between pattern of
communication and employees performance (r=0.660, p<.01). This result is in line with the
position of Mismar B(2018),who posts that the pattern of communication has a significant
correlation with understanding work duties and work skills and, good and appropriate
communication channels improve the performance.
4.5.6 The Relationship between patter of working condition and Employees Performance
As we can observe in the above table, there is possible to say that there is substantial relationship
between employees performance and working condition (r=.903, p<0.01). This indicates that
employees‟ performance score of ECC-SDCOH (HCS) correlated with organizations working
condition score at .903. For employees to give their best for the job and to assure that
humanitarian are satisfied with the services they are provided with, one of the important
measures is to make the community happy and satisfied with their work condition. Physical
working environment has an impact on employees and their work performances (Mekdelawit
Temesgen 2020).

4.5.7 The Relationship between work specialization and Employee’s Performance

According to the above table it showed that there is substantial association between employees
performance and organization work specialization (r=0.853, p<0.01). That is, employee’s
performance score correlated with organization work specialization score at 0.853. This implies
that they have positive relationship between them (Tabithah Kabui Kimani,Paul Omato
Gesimba,David Gichuhi, 2020).

In sum, all the variables treated in the study were positively related to each other though most of
them have strong and moderate relationship. Although, most variables show that a change in one
variable may contribute to a change in other variable in same direction. Evidence suggests that
when two variables or sets of data fluctuate in the same direction, i.e., as one increases so does
the other, or as one decreases so does the other, a positive relationship is said to exist. For
example, as table 4.5 above reveals a change in organization structure (layer of hierarchy,
formalization, centralization of authority, pattern of communication, work condition, work
specialization and supervision) may bring change in employee performance scores. Therefore, all
variable have positive relationship

4.6. Regression Analysis

Regression analysis is a statistical measurement of the relationship between the two or more
variables by showing the change of response variable (dependent variable) as a result of per unit
change of the predictor (independent variable). In other word regression model is the process of
estimating the value of dependent variable while the independent variable changed by per unit
(Sekaran and Bougie, 2010). In this study, regression analysis was used to see what the
dependent variable (employee performance) will be as a result of change occurs on the
independent variables.

4.6.1 Multiple Regression Assumption Tests

The assumptions of regression analysis are necessary to confirm that the obtained data truly
represented the sample and that researcher has obtained the best results (Hair et al., 1998). Three
assumptions for regression analysis used in this study were discussed for the individual
variables: multi collinearity, linearity and Normality. In the following paragraphs, each
assumption is explained.

4.6.1.1 Linearity Test

Linearity is the relationship between the dependent and independent variable should be linear
with respect to their parameter, this can be checked by the scatter plot of dependent variable
versus standardize predicted. To determine whether the relationship between the independent
variable organization structure (layer of hierarchy, formalization, centralization of authority,
pattern of communication, work condition, work specialization and supervision) and the
dependent variable i.e .organization structure linear; plots of the regression residual throughSPSS
softwarehad beenused.

Figure 1: Normal P-P Plot of Regression Standardized Residual

Source: researcher’s computation with SPSS

4.6.1.2 Normality Test
Ghozali, (2006) states the normality can be seen on the data distribution when the curve does not
pass through either the left or the right. In order to test the normality of the data, kurtosis and
skewness measurement are critical. Kurtosis measure the level of Preakness in a histogram. High
peak has positive kurtosis, while flatter distribution has negative kurtosis. For a normal
distribution, the value of the kurtosis is zero. Positive kurtosis indicates that, relative to a normal
distribution, the observation is more clustered about the center of the distribution and has thinner
tails until the extreme value of the distribution at which point the tails of the leptokurtic
distribution are thicker relative to a normal distribution. Negative kurtosis indicates that relative
to the normal distribution the observations are cluster less and have thicker tails, until the
extreme value of the distribution at which point the tails of the platykurtic distribution are a
thicker relative of normal distribution. On the other hand, skewness measures the degree to
which cases are clustered towards one end of an asymmetry distribution. Skewness is the
measures of the asymmetric. The normal distribution is symmetric has a skewness zero.
Distribution with a significant positive skewness has a right tail. Distribution with a significant
negative skewness has a left tail (Ghozali, 2006).

Figure 2 Normal Distribution Plot

Source: researcher‘s computation with SPSS

4.6.1.3Multicollinearity Test
Multiple regression analysis, increase in correlation between predictor variables reduces the
regression coefficients’ reliability to predict the outcome (Kothari, 2004). The study conducted a
tolerance and Variance Inflation Factor (VIF) analysis to determine the presence of
multicollinearity before running the regression. VIF values are considered a problem when they
go beyond 10, and tolerance values below .10 should be a cause for concern (MugeArslan, F. and
Altuna, O.K., 2010).

Table 11 Multicollinearity Test of Multiple Linear Regression Analysis

Independent variables Collinearity Statistics

Tolerance VIF

LH .118 8.443

FO .514 1.944

SU .268 3.735 Source

PC .122 8.208

CA .151 6.615

WC .135 7.393

WS .191 5.222

computation of SPSS26 2022

Checking co- linearity problem with the assumption of tolerance and VIF statistics is important
before regressing. Andy (2006) suggested that a tolerance value less than 0.1 almost certainly
indicates a serious co-linearity problem. Liu (2010) also suggested that a VIF value greater than
10 there is also serious co-linearity problem. When multicollinearity is suspected, it is most
common to perform the regression analysis on each independent variable using the remaining
independent variables to obtain a variance inflation factor (VIF) (Marcoulides KM, Raykov T.,
2019). If the VlF value of a specific variable is higher than 10, the model may be improved by
deleting that variable. In addition to VIF, it is possible to examine whether each variable causes
multicollinearity problems through methods including condition number and variance
decomposition proportion (VDP) (Kim, 2019). Therefore, the tolerance values of the
independent variables of this research are .118, .514, .268, .122, .151, .135 and .191for
organization structure (layer of hierarchy, formalization, centralization of authority, pattern of
communication, work condition, work specialization and supervision of the organization
respectively. Likewise, the variance inflation factors (VIF) are 8.443, 1.944, 3.735, 8.208, 6.615,
7.393 and 5.222 for organizations (layer of hierarchy, formalization, centralization of authority,
pattern of communication, work condition, work specialization and supervision of the
organization respectively. Based on the result, there was no co-linearity in factors affecting
employees’ performance.

4.6.1.4. Testing for Autocorrelation

Autocorrelation or independence of errors refers to the assumption that errors are independent of
one another, implying that subjects are responding independently (Stevens, (2009). Durbin
Watson statistic can be used to test the assumption that our residuals are independent (or
uncorrelated). This statistic can vary from 0 to 4. For this assumption to be met, the DW value
needs to be close to 2. Values below 1 and above 3 are problematic and cause for concern. As
per table 4.15. Below the value of Durbin Watson is 1.369 therefore, the model is free from
autocorrelation.

Table 12 Comparison cut-point durbin watson

Model R R Square Adjusted R Std. Error of the Estimate Durbin-Watson

Square

1 .971a .943 .941 .20363 1.369

a. Predictors: (Constant), WS, LH, FO, SU, WC, CA, PC

b. Dependent Variable: EP
 4.6.2. Multiple linear regression analysis
One of the objectives of this research work was to examine the predictive effect of organizational
structure (layer of hierarchy, formalization, centralization of authority, pattern of
communication, work condition, work specialization and supervision to employees’ performance
of ECC-SDCOH. Multiple regression analysis is used to measure the statistical effect of each
individual independent variable on the dependent variable. This measurement is made by
referring the value of R square to explain the magnitude of the effect of the independent variable
on the dependent variable. Thus, the model presents how much of the variance in employees
performance is explained by the selected organizational structure factors: (layer of hierarchy,
formalization, centralization of authority, pattern of communication, work condition, work
specialization and supervision of the organization. Several independent variables can affect the
dependent variable. In the regression analysis, the simultaneous contribution of several
independent variables (=multiple factors) can be measured as a single regression. The coefficient
of determination can also be obtained through multiple linear regressions. The R-square value
generally increases when more independent variables are included in the model. Therefore, based
on R-square, it may be misjudged as a good model when many variables are unconditionally
included. This leads to the idea that a penalty is needed if the number of variables increases. The
penalized result is called an adjusted R-square (Jaccard J, Guilamo-Ramos V, Johansson M,
Bouris, 2006;).

Here the squared multiple correlation coefficients (R2) which tells the level of variance in the
dependent variable (employee performance) that is explained by the model.

Table 13 model summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .971a .943 .941 .20363

a. Predictors: (Constant), CA(centralization ), LH(layer of hierarchy), FO(formalization),PC(communication),

WC(working condition),WS(work specialization) and supervision

b. Dependent Variable: EP(employee performance)

Source: SPSS Regression results output, 2022

The results of multiple regressions, as presented in table 4.6, above, revealed that the
organizational structure dimensions (layer of hierarchy, formalization, centralization of authority,
pattern of communication, work condition, work specialization and supervision) combined
significantly influence the employee performance. The coefficient of determination is 0.971that
indicates the goodness of the model. The adjusted R2 of 0.943indicates 94.3% of the variance in
employee performance can be predicted by the organizational structure offered by the
organization. Therefore, organizational structure has a positive and significant effect on
employee performance.

4.6.3 ANOVA Model of Effect of organizational structure on Employees’

Performance
ANOVA is used in the analysis of comparative experiments, those in which only the difference
in outcomes is of interest. The statistical significance of the experiment is determined by a ratio
of two variances. This ratio is independent of several possible alterations to the experimental
observations: Adding a constant to all observations does not alter significance. Multiplying all
observations by a constant does not alter significance. So ANOVA statistical significance result
is independent of constant bias and scaling errors as well as the units used in expressing
observations. In the era of mechanical calculation it was common to subtract a constant from all
observations (when equivalent to dropping leading digits) to simplify data entry (Montgomery,
2001).

Table 14 ANOVA Model of Effect of OS on Employees’ Performance

Model Sum of Squares Df Mean Square F Sig.

Regression 150.677 7 21.525 519.100 .000b

Residual 9.123 220 .041

Total 159.799 227

a. Dependent Variable: EP

b. Predictors: (Constant), FO, LH, CA,PA, SU, WC, WS

Source: researcher‘s computation with SPSS,26 2022

The study finding in ANOVA table 4.8 indicated that the above-discussed coefficient of
determination was significant as evidence of F ratio 519.100with p-value 0.000 < 0.05 (level of
confidence). Therefore, the model was fit/ appropriate to predict professional employees’
performance using layer of hierarchy, formalization, centralization of authority, pattern of
communication, work condition, work specialization and supervision in the case of ECC-
SDCOH (HCS)

4.6.3.1 Multiple Linear Regression on Effect of organizational structure on

Employees’ Performance
Multiple linear regression (MLR) is used to determine a mathematical relationship among
several random variables (Boston, 2021). In other terms, MLR examines how multiple
independent variables are related to one dependent variable. Once each of the independent
factors has been determined to predict the dependent variable, the information on the multiple
variables can be used to create an accurate prediction on the level of effect they have on the
outcome variable. As indicated by Kotari, C., (2004) and Jullie,P., (2005), standard multiple
linear regressions is used to explore the relationship between one continuous dependent variable
and a number of independent variables or predictors and also it enables to get answers regarding
how well a set of variables is able to predict a particular outcome and which variable in a set of
variables is the best predictor of an outcome.

Table 15 standardized coefficients

Model Unstandardized Coefficients Standardized T Sig.

Coefficients

B Std. Error Beta

1 (Constant) -.461 .163 -2.820 .005

LH .038 .048 .038 .808 .420

 FO .068 .015 .101 4.515 .000

SU .039 .052 .023 .746 .457

PC -.204 .070 -.134 -2.906 .004

CA .726 .051 .585 14.119 .000

WC .438 .052 .371 8.474 .000

WS .076 .057 .049 1.323 .187

a. Dependent Variable: EP

Source: SPSS Regression results output, 2022

EP=βo+β1 (LH)+ β2(FO)+ β3(SU)+ β4(PC) + β5(CA)+ β6(WC)+ β7(WS)+ Ԑi

Employee Performance = -0.461+ 0.038 (layer of hierarchy) + 0.101(formalization)

+0.023(Supervision) + 0.585 (centralization) -0.134 (pattern communication) +0.371 (working
condition) +0.049 (work specialization).

EP=0.38X1+0.101X2+0.023X3-0.134X4+0.585X5+0.371X6+0.049X7

As shown in table 4.9, all the variables included in this study layer of hierarchy, formalization,
pattern of communication, centralization of authority, work condition, work specialization and
supervision can significantly explain at 95% confidence level to the variation on the dependent
variable employee performance. Further inspection of the regression coefficients of individual
predictor variables revealed that performance planning, we can see from the table above the beta
value layer of hierarchy is 0.038, this result shows that we would expect an increase of 0.038 on
employee performance score for every one unit increase in layer of hierarchy assuming that all
other variable in the model are held constant.

Formalization has (Beta = .101, p < 0.05); the result can be interpreted one unit increase in
formalization can result in .101 increase in professional employees’ performance assuming that
all other variable in the model are held constant. Supervision (Beta= .023, p<0.05); the result
shows that one unit increase in Supervision in .023 increase in professional employees’
performance assuming that all other variable in the model are held constant. Centralization has
(Beta =.585, p < 0.05); the result can be interpreted one unit increase in centralization can result
in .585 increase in professional employees’ performance assuming that all other variable in the
model are held constant. Communication has (Beta = -.134, p < 0.05); this means that when one
unit decrease in communication can result in-.134 decrease in professional employees’
performance assuming that all other variable in the model are held constant. Working condition
(Beta= .371, p<0.05); the result shows that one unit increase in working condition can result
in.371 increase in professional employees’ performance assuming that all other variable in the
model are held constant. Work specialization (Beta= .049, p<0.05); the result shows that one unit
increase in work specialization can result in.049 increase in professional employees’
performance assuming that all other variable in the model are held constants. The seven
independent variables are significant predictors of employee performance in ECC-SDCOH
(HCS). This finding discovered that the six independent variables namely layer of hierarchy,
formalization, centralization of authority, work condition, work specialization and supervision
had a significant positive effect on professional employees’ performance at 5% significance level
and the remaining one independent variable pattern of communication had significant negative
effect on professional employees’ employee performance at 5% significance level in ECC-
SDCOH(HCS) and the positive beta coefficients are associated with the direct relation between
dependent variable employee performance and independent variables, and negative beta
coefficient is associated with the indirect relation between dependent variable employee
performance and independent variables. However, based on the Beta values discussed in the
above table among the seven dimensions of organizational structure centralization had more
effect on employees’ performance compared to others.

4.7 Hypothesis Testing

Based on the multiple linear regression results the researcher has proved the statistical
significance and decided on accepting or rejecting the already developed hypothesis. Totally,
there were 7 hypotheses developed as explanatory variables in the regression analysis. On the
bases of the standardized coefficient of beta and p-value, the hypotheses of the study were tested
and the results have presented below.
As we see from the regression result the p-value indicates that whether the organization structure
item (layer of hierarchy, formalization, Pattern of communication, centralization of authority,
work condition, work specialization and supervision) included in the model is significant or
insignificant effect on employee’s performance. We can see from the above table the first
organization structure item layer of hierarchy, the p-value of layer of hierarchy is 0.420, and this
indicates that the p-value of layer of hierarchy 0.420 which is greater than 0.05, this result
implied that layer of hierarchy has not a significant effect on employees performance.

The second organization structure item is formalization, as we see from the table above the p-
value of formalization is 0.00, this indicates that formalization has significant effect on employee
performance because the p-value of employee input 0.00 <0.05.this result also implied that the
formalization in the organization structure system has a significant effect on employee
performance in ECC-SDCOH(HCS). According to the stated the cause for the significant effect
of formalization on employee performance (Mequanit, 2020)

The third organization structure item is supervision as we see from the table above the p-value of
supervision is 0.457, this indicates that employee input has insignificant effect on employee
performance because the p-value of supervision 0.457>0.05.this result also implied that the
supervision in the organization structure system has not a significant effect on employee
performance in ECC-SDCOH (HSC).

The fourth organization structure item is pattern of communication, as we see from the
regression table the p-value of pattern of communication is 0.004, this result indicates that
pattern of communication has a significant effect on employees performance because the
significance value of pattern of communication 0.004

The fifth organization structure item is centralization, as we see from the above table the p-value
of centralization is 0.0000, this indicates that evaluation and review has a significant effect on
employees Performance because the p-value of centralization 0.0000

The sixth organization structure item is working condition as we see from the regression table
the p-value of working condition is 0.000, this result indicates that working condition has a
significant effect on employee performance because the p-value of working condition
0.000<0.05.s
The last organization structure item is work specialization, as we see from the table above the p-
value of work specialization is 0.187, this result shows that work specialization has not a
significant effect on employee performance because the p-value of work specialization 0.187

Table 16 hypothesis test

Hypothesis Sig. Decision

HO1: Layer of hierarchy has a significant positive effect on the employee’s .420 Rejected
performance.
HO2: patter of communication has a insignificant influence on employee’s .000 Accepted
performance
HO3: supervision capacity of employee’s has a significant relation with employee’ .457 Rejected
performance
HO4: Centralization of authority in the organization has a significant influence on .004 Accepted
employee’s performance
HO5: working environment at the work place has a significant influence on .000 Accepted
employee’s performance
HO6: The degree of formalization at work has a significant influence on employee’s .000 Accepted
performance
HO7: work specialization in the work place has a significant influence on .187 Rejected
employee’s job performance.

4.8 Analysis of variance computed from Demographic variables

One way ANOVA has been used for analysis of variance for a demographic factor and
employee motivation, to find out whether the difference of each demographic factor has a
significant or not. For this test the significance level of p <0.005 was taken table of below give a
detail about the sample mean of the relationship between demographic factor and employees
performance and F- ration analysis data collection questionnaire.

Table 17 relationship between demographic factor and employee performance

ANOVA
 Sum of Squares df Mean Square F Sig.

Gender Between 3.952 30 .132 .687 .889

Groups

Within Groups 37.781 197 .192

Total 41.732 227

Age Between 28.311 30 .944 1.692 .019

Groups

Within Groups 109.900 197 .558

Total 138.211 227

Marital Between 9.172 30 .306 1.136 .297

Groups

Within Groups 53.038 197 .269

Total 62.211 227

Education Between 6.917 30 .231 1.124 .310

Groups

Within Groups 40.395 197 .205

Total 47.311 227

experienc Between 37.317 30 1.244 1.076 .369

e’s Groups

Within Groups 227.736 197 1.156

Total 265.053 227

Departme Between 14.127 30 .471 1.714 .016

nt Groups

Within Groups 54.132 197 .275

Total 68.259 227

Position Between 5.369 30 .179 1.837 .008

Groups

Within Groups 19.193 197 .097

Total 24.561 227

Source computation of SPSS 26 2022

As we see from the above table the first demographic factor was gender of the respondent, the
ANOVA result shows that gender of the respondent has not significant performance difference in
the selected ECC-SDCOH, because the significance value sex were (0.889) which is greater than
0.05.The result indicated that gender of the respondent has no group mean difference (there was
not significance performance difference between male and female employees) in ECC-SDCOH.
The second demographic factor in the above ANOVA result was age of the respondent, as we
see from the above ANOVA table the finding revealed that age of the respondent has significant
mean difference (there is employees performance difference between different age group)
between groups because the p-value of age were 0.019 which is less than the chosen value of
0.05. However age of the respondent showed significant employees performance difference
between Different age groups.

4.9 Discussion of Results

This discussion is very important to provide more clarification on the above results. This
research is related to the effect of organizational structure on employees’ performance in the case
of ECC-SDCOH (HCS). The objective of this study is to investigate the effect of organizational
structure on employees’ performance in the case of ECC-SDCOH (HCS), by analyzing the
relationship of every construct in the conceptual framework. Demographic factors such as sex,
age, educational level, and work experiences of research participants have been assessed so as to
know the general characteristics of the respondents. Based on the results of this research, the
research was allowed 76% male and 24% of the female as respondents. In terms of age, the
majority of respondents were in between 20-30 years old which was accounted 43.4%. With
regard to the educational level of respondents, the majority of the respondents were the first-
degree holder which was accounted 81.6%. And finally, In terms of work experiences in current
position the majority of respondents had between 1-3 years’ experience which was accounted
42.5%.

As justified in the part of the descriptive statistics of this study, the seven variables indicated that
the mean score response of the participants responded for all independent variables item on five-
point Likert-scales are above 3.79. This showed that the (layer of hierarchy, formalization,
centralization of authority, pattern of communication, work condition, work specialization and
supervision) have a strong effect on professional employees’ performance having a mean value
of 3.74, 3.35, 3.94, 4.07, 3.39, 2.91 and 3.91 respectively. On the other hand, the mean value of
the employees’ performance was 3.80. This implies that the professional employees’
performance in ECC-SDCOH (HCS) was successful because of the existence of the above
mentioned seven dimensions of organizational structure.

Based on the Pearson correlation test of correlation results, the seven organizational structure
dimensions positively correlated with employees’ performance. When we see the correlation of
each dimension of organizational structure with employee performance, there exists a 53.7%
positive relationship between layer of hierarchy and professional employees’ performance; there
exists a 63.9% positive relationship between nature of formalization and professional employees’
performance; there exists a 56.7%% positive relationship between supervision and professional
employees’ performance; there exists a 66.0% correlation between pattern of communication
and professional employees’ performance but they have negative relationship between them;
there exists 91.5% positive relationship between centralization of authority and professional
employees’ performance; there exists a 90.3% positive relationship between working condition
and professional employees’ performance; and also there exists 85.3% positive relationship
between work specialization and professional employees’ performance in the case of ECC-
SDCOH. Moreover, the above findings of this study supported by the finding of (Mequanit,
2020); Mismar B(2018); shabbier(2017); that shows layer of hierarchy, nature of formalization,
supervision, centralization of authority, working condition and work specialization were
positively and significantly correlated and, pattern of communication was negatively and
significantly correlated with employees’ performance at the job context.

Prior to any statistical tests normality test was done by visualizing shape of the histogram
produced, linearity of the relationship among variables was checked using scatter plot and
multicollinearity test was undertaken on the specified model using correlation coefficient as well
as variance inflation factor (VIF) and tolerance value because all the above three should be
fulfilled as basic assumptions required for further usage of multiple linear regression analysis.
For instance, the test result indicated that all the above three as basic assumptions was fulfilled.

Finally, regression model analysis was performed and as the result reveals that the seven
independent variables (layer of hierarchy, formalization, centralization of authority, pattern of
communication, work condition, work specialization and supervision) have contributed or
explained 94.3 % (adjusted R square = 0.943) on the employees’ performance. The remaining
5.7 % variance is explained by other variables not included in this study. This result indicated
that the explanatory variables have strongly explained the response variable. Subsequently, the
multiple linear regressions was performed and as the result indicated that the five dimensions of
organizational structure namely layer of hierarchy, formalization, centralization of authority,
work condition, work specialization and supervision had a positive significant effect and pattern
of communication, had a significant negative effect on professional employees’ performance.
The result of multiple linear regressions separately discussed below in light of empirical finding
of the various researcher on similar or related studies.

Nature of layer of hierarchy had positive standardized beta coefficients and the p-value of
employee input is 0.420, this indicates that layer of hierarchy has insignificant effect on
employee performance because the p-value of layer of hierarchy 0.420 >0.05.this result also
implied that the layer of hierarchy in the organization structure has not a significant effect on
employee performance in ECC-SDCOH (HCS). There is inconsistent finding regarding to the
effect of layer of hierarchy on employee performance (Mequanit, 2020); Mismar B(2018);
shabbier(2017) in their research work layer of hierarchy has a significant effect on employee
performance but the research work of the finding indicated that layer of hierarchy shad
insignificant effect on employee performance.
Nature of formalization had positive standardized beta coefficients and p-value less than 0.05,
the p-value of Nature of formalization is 0.000, and this indicates that the p-value of Nature of
formalization 0.000 which is less than 0.05, this result implied that Nature of formalization has a
significant effect on employee performance, in addition to this the p-value of 0.000 indicates
Nature of formalization highly affect the dependent variable (employee performance). (Rizwan
Qaiser Danish, Sidra Ramzan, Farid Ahmad, 2015). In their research work Nature of
formalization has a significant effect on employee performance.

Supervision had positive standardized beta coefficients and p-value greater than 0.05 (Beta =
0.23, p >0.05). This, therefore, there is an insignificant positive relationship between supervision
and professional employees’ performance in ECC-SDCOH. In other related studies, (Abd.
Hannang,salju,muh. Yusuf Qamaruddin, 2020) In their research work supervisions has a
significant effect on employee performance. (RICHARD, 2015) Is a moderate positive
relationship of between supervision and employee performance

Pattern of communication had negative standardized beta coefficients and p-value less than 0.05
(Beta =-0.134, p < 0.05). Thus, there is a significant negative relationship between patter of
communication of authority and professional employees’ performance in ECC-SDCOH (HCS).
In other related studies, (SHAZIA, 2010), (MEELI, 2011), (FLORENCE, 2015) there is a
significant relationship between communication and employee performance. (YITAYIH, 2021)
More importantly upward and horizontal communications have significant impact on employees’
performance

Centralization of authority had positive standardized beta coefficients and p-value less than 0.05
(Beta = 0.585, p < 0.05). This, therefore, there is a significant positive relationship between
centralization of authority and professional employees’ performance in ECC-SDCOH. In other
related studies, (Mequanit, 2020); Mismar B(2018); shabbier(2017) in their research work
centralization of authority has negative standardized beta coefficients and a significant effect on
employee performance

Working condition had positive standardized beta coefficients and p-value less than 0.05 (Beta=
0.371, p<0.05). This, therefore, there is a significant positive relationship between working
conditions and professional employees’ performance in ECC-SDCOH. (Mekdelawit, 2020)The
study, a strong interaction is found between job performance and physical working environment.
(YARED, 2021) Physical work place environment, reward aspects of the work and worklife
balance have been were positively and significantly related with performance of employees

Work specialization had positive standardized beta coefficients and p-value greater than 0.05
(Beta= 0.049, p>0.05). This, therefore, there is insignificant positive relationship between work
specialization and professional employees’ performance in ECC-SDCOH.

Conclusion
Generally, in this chapter, the response rate is justified and all the collected data analyzed using
descriptive statistics including means and standard deviation and presented in summary form
using tables. Data analysis was done by the using coefficient to determine the strength and the
direction of the relationship between employees’ performance and seven organizational structure
dimensions. Multiple regressions assumption tests namely normality, multicollinearity, and
linearity test were done so as to see the viability of the model to use in this research and then
multiple regressions were done to establish the relations between the seven organizational
structure dimensions and employees’ performance. Finally, hypothesis testing was done using p-
value. If the p-value was less or equal to 0.05 the alternative hypothesis was accepted. The next
chapter presents the summary, recommendations, and conclusion of the study.

CHAPTER FIVE SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATIONS
Introduction
In this section the main findings of the research is summarized and conclusions on major
findings is presented. Recommendations are given based on the research findings and the
limitation of the study is mentioned. Finally, the study forwarded some suggestions for further
investigations.

5.1. Summary of Findings

This study aimed to examine the effect of organizational structure on employees‟ performance in
ECC-SDCOH (HCS). Data for the study was obtained through distribution of questionnaires to a
pre-determined sample of employees in ECC-SDCOH (HCS). Based on the objective of the
study, research hypotheses and the questionnaire (survey instruments) for measuring the research
variables were selected and organized. As a result the organizational structure was measured
using measurement scale which was adopted from shabbier (2017), (tamiru, 2019) (Mequanit,
2020), and mismar (2018), employee performance was measured using measurement scale
developed by Koopmans (2013). A total of 240 questionnaires were distributed to respondents
and 228 were returned with a response rate of 95.5%. An overall value of Cronbach alpha (α
=0.906) was obtained and the overall internal consistency test of research instruments was found
in “excellent” reliability range. The collected data was analyzed using statistical package for
social science software (SPSS) version 26. Regression analyses were employed for testing the
hypotheses.

The overall results of hypotheses testing indicated that layer of hierarchy, nature of
formalization, supervision, Centralization of authority; working condition and work
specialization have significant and positive relationship with employee performance. Pattern of
communication also has negative and significant relationship with employee performance.
Therefore, the results reported in this study support all hypotheses H1, H2, H3, H4, H5.H6, and
H7

According to the results of this study, employees who have a good organizational structure in
their organization are more successful in their work and have higher working performance.
Hence the study generalizes that organizational structure is significantly correlated with
employee’s work performance.

In general, the regression effect of organizational structure components on employee

performance confirmed that almost all independent variables except centralization of authority
(layer of hierarchy, nature of formalization, supervision, Centralization of authority; working
condition and work specialization) have a strong significant positive effect on the dependent
variable (employee performance) whereas pattern communication has a significant negative
effect on the dependent variable.
5.2 Conclusion
The main objective of the study was to examine the effect of organization structure on employee
performance ECC-SDCOH (HCS). the study targeted a total of 240 respondent, however only
228 respondent responded and returned their questionnaire contributing 95% response rate, the
data was collected using structured questionnaire, the data was analyzed in to a frequency
distribution, percentage, correlation and linear regression using SPSS 26 software to answer for
the three specific objective; from the summary findings and based on the objective of the study
the research draw the following conclusion concluded.

The first research objective was to investigate the extent to which organization structure
influence employees’ performance in ECC-SDCOH (HCS), the research finding of this
study indicated that the respondents perception of ECC-SDCOH(HCS) were moderately
agree by the employees performance management system of the organization.
Organization structure improves operational efficiency by providing clarity to all level of
organization. The perception respondents of ECC-SDCOH were highly agreed by the
structure matches with the responsibility and the recognition received for the
accomplishment.
The second research objective of the study was to see if there is association between
organization structure and employees performance in ECC-SDCOH (HCS). The finding
of the study revealed that the performance levels of employees of ECC-
SDCOH(HCS),the have determined that there is in fact a relationship between structure
and performance that is the clear structure exist people perform better task are divided
and productivity is increased.

According to the findings, implementing appropriate and fair rules and regulations in an
organization result in improved employee performance which then leads to the attainment of
overall organizational performance. From the correlation analysis, it can be concluded that nature
of formalization is positively and significantly related to employee’s performance. Employees
are able to put more energy in achieving and ensuring high standards at the workplace when
there are proper rules and regulations in the organization and this positively affects employee’s
performance.
As already indicated on the literature review of the paper and the findings of the study, a strong
interaction is found between job performance and physical working environment. With regards
to the respondents‟ perceptions of their work environment and its effect on their performance, it
is revealed that the indoor physical work environment of the sectors under study has effect on
their job performance. From the correlation analysis it can be concluded that, working condition
is positively and significantly related to employee’s performance.

Finally, the findings supported that centralization of authority results in employee performance.
From the correlation analysis it can be concluded that, centralization of authority is positive and
significantly related to employee’s performance. The study indicated that centralized decision
making in the organization incurs to increases the performance of employees and it will result a
positive impact on employee’s performance and overall organization achievement of its goals
and objectives. Centralized decision making also hinder employee’s from thinking outside the
box in performing tasks. Hence, employees do not put extra effort or take any initiative to
improve the way their jobs are performed. In other words, highly formalized and centralized
organization discourages employees from exerting more efforts in achieving organizational
goals.

To sum up, based on the major findings, it is possible to conclude that the effects of
organizational structure on employee’s performance of the ECC-SDCOH(HCS)the results
indicated that each independent variable except centralization of authority(layer of hierarchy,
formalization, supervision, centralization of authority, working condition and work
specialization) has a positive and strong significance effect on employee performance.

5.3 Recommendations
Based on the study conducted and for that matter the results obtained, the following
recommendations were made in order to improve organizational productivity and workers’
performance.

Organization structure should be considered in planning and evaluation of employees’

performance. All the attributes of a organization structure will help HR practitioners to know
how they will improve the performance of their employees by considering these organization
structure characteristics which are layer of hierarchy, formalization, supervision, pattern of
communication, centralization of authority, working condition and work specialization

In line with the above results mentioned, the study recommended that ECC-SDCOH needs to
make less layer of hierarchy if they need to improve employee’s performance as long as less
layer of hierarchy has a positive and strong significant effect on employee’s performance.
Organizations need to focus on creating conducive layers of hierarchy in developing workers to
have strong integration, coordination so that they can be realistic in whatever choices they make
and in doing their work. Layer of hierarchy needs to be encouraged and promoted so that the
employees are in a better position to coordinate and interact each other evaluate their actions and
make very informed decisions.

In addition to this, the study recommended that ECC-SDCOH (HCS) should not implement too
much rules and regulations if the organization is to improve employee’s performance which will
then lead to the attainment of overall organizational performance since nature of formalization
has a positive and strong significant effect on employee’s performance. This is because
formalized rules and procedures deter employees from performing their tasks effectively. The
organization needs to develop and recognize employees who constantly struggle to achieve
something and ensure high standards at the workplace through implementing proper rules and
regulations.

Moreover, the study also recommends ECC-SDCOH (HCS) has to take the pattern of
communication aspect of employees in the organization seriously because it leads to improved
employee’s performance. Since communication had a great effect on employee’s performance,
ECC-SDCOH (HCS) is recommended to take charged and make communication part of
organization backbone for achieving vision and mission. Communication makes it possible for
employees to be in a better position to understand organizations strategy and its customer’s or
client’s needs and strive towards satisfying these needs through continuous communications with
employees each other.

Finally, the study recommends that ECC-SDCOH (HCS) needs to decentralized decision making
in an organization. Centralized decision making hinder employee’s from ‘thinking outside the
box’ in performing tasks. Therefore, professional employees do not put extra effort or take any
initiative to improve the way their jobs are performed because of centralization of authority. In
other words, highly centralized organization discourages employees from exerting more efforts
in achieving organizational goals .The employee should participate in decision making so as
increase the performance of employees and to achieve the organization vision. Since
centralization of authority had a positive effect on employee’s performance, ECC-SDCOH
(HCS) is recommended to make employees participate in decision making.

In general, that employee job performance improves organizational competitive advantage to

promote responsiveness in enhancing overall organizational performance has stimulated interest
in identifying the antecedents to promote high performance employees. However, to perform
their job beyond of what is prescribed in job descriptions requires effective and efficient
organizational structure and job characteristics in the organization. These are vital in supporting
such behaviors that may implement employee job performance and contextual performance.

To sum up, the low level of organizational structure exhibited employee’s performance means
that employees were neither exposed for the opportunity of clarifying objectives, method of work
and schedule, nor enjoy the privilege of using their creativity to approach their work flexibly.
Hence, to be more apparent, organizational structure has a significantly positive and strong effect
on employee performance of the ECC-SDCOH (HCS). Appropriate organizational structure
employees performed at a higher level than inappropriate organizational structure employees. In
addition, it has been noted that the employees who have inappropriate organizational structure
can able to perform comparatively at a lower level. Generally speaking, organizations having a
good organizational structure, become more success and create better interpersonal relation,
work more successfully and spend good life of its employees than those organizations having
inappropriate organizational structure.

5.4 Limitation of the Study

The focus of this study was to investigate the effect of organizational structure on employee
performance. All findings are based on the information provided by the respondents and would
be subject to the potential bias and prejudice of the people involved. Because those participants
having a personal interest in painting a glossy picture. The studies were used only questioner’s
data collection methods because a questionnaire provides a suitable and relatively inexpensive
method for collecting data. The unavailability of secondary data (previously conducted
researches in the non- government related to the topic and geographic limitation, confined only
to ECC-SDCOH (HCS). Moreover, the result of this study might only be applicable to this
particular non -government organization where the study was conducted.

5.5 Direction for Future Research

This research tried to examine the effect of organizational structure on employee’s performance.
The study only focused at ECC-SDCOH (HCS) employees which are inadequate to make
inference about the effect of organizational structure on employee’s performance in the ECC-
SDCOH (HCS) as a whole. Hence, further research needs to be carried out on the effect of
organizational structure on employee’s performance in ECC-SDCOH as a whole and other
public sectors and non-governmental organizations. In addition, the research approach that
applied for this research is mostly quantitative type. Future researches should incorporate both
quantitative and qualitative data in order to explore more about the effects of organizational
structure on employee’s performance.

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APPENDIX 1
Dire dawa University

Collage of business and economics

Department of management

Dear Sir/Madam
 I am Abishu wayesa, from dire dawa University doing master Business administration. I am
conducting a research study entitled as “The Effect of organizational structure on Employee’s
Performance in the case of Ethiopian catholic church social and development commission office
of harar (HCS)”. I have designed this questionnaire to collect data from employees working
Ethiopia Catholic Church social and development office of harar.

The questionnaire is used to collect the primary data needed for a research study. Therefore, I
seek your assistance to be as open, fair, and honest in terms of responding to your response to
each question as much as possible you can. The researcher assures you that no individuals will
be identified from their responses and there are no requests for confidential information included
in the questionnaire. The results of the analysis will be strictly used by the researchers for study
purposes only.

The questionnaire comprises three parts:

Part one: General information questionnaire

Part two: organizational structure questionnaire and

Part three: Employee performance questionnaire

Interview

Instructions

No need for writing your name in this questionnaire

Read each statement carefully and give the corresponding answer correctly.

Please Tick in one box for all parts questionnaire.

Part I-Personal profile of Respondents

1. Gender: 1. Female 2. Male

2. Age: 1. 20-29 2. 30-39 3. 40-49 4. 50+

3. Marital Status 1. Single 2.Married 3. Divorce 4. Separated

5. Widowed

4. Your level of education 1. Diploma 2. Degree 3. Masters 4. PhD

5. Others state here-------

5. Your experience in your current organization (years):

1. <1 year 2. 1-3 years 3. 4-6 years 4. 7-9 years 5. >10 years

6. Job Department: -------------------------------

7. Respondent job position: 1. Department Head 2. Expert

Part Two Questions related to organizational structure

Direction: Following are statements about your organization, as well as yourself. Please indicate
with an ‘X’ the response that best indicates the current reality of your organization or yourself.

Use the following ratings:

1 = SD = Strongly Disagree 4 = A = Agree

2 = D = Disagree 5 = SA = Strongly Agree

= N = Neutral

Organization structure SD D N A SA
1 There are staff employees of the company job Description for all
titles.
2 Design the organizational structure helps to detect and correct
administrative errors.
3 Provides the organizational structure of the organization to connect
with the experienced.
4 Helps the organizational structure of the organization employee's work
as a team.
5 The organizational structure of the organization flexible enough to
develop performance.

6 The organizational structure of the Organization information flow in

all directions.
7 The design of the organizational structure of the organization to
achieve Opportunities for coordination among employees.

Layer of hierarchy
1 My organization has few layers in hierarchy
2 As a result of few layers in my organization, decisions do not take
longer time
3 Few layers in my organizations enable a high level of integration,
certain decision are not always taken at higher level but operational
level due to decentralization
4 Certain decision are not always taken at higher level but operational
level due to decentralization as a result of few layers
5 Engaging lower employees in the decision making facilitate employee
empowerment and sense of belongingness.
6 Reducing layers and empowering low level employees facilitate
employee’s devotion to the vision and objective of our organization by
employees.
7 Fewer layers enhance better communication within the organization.

Work Specialization
1 I am fully satisfied with my present area of specialization
2 My job specification corresponds with my training
3 I have over-stayed in this section
4 My low performance is as a result of monotonous task

Nature of Formalization SD D N A SA
1 My organization do not apply too much rules and regulations
to its employees
2 Sections/departments formal meetings/briefings are conducted
on a regular basis.
3 Every position in this organization has a written job
description
4 There is formal orientation program for new members of
staff.
5 Reducing rules and regulations do encourage creative.
6 Policies and procedures manual are readily available to all
staff.
7 Less formalization facilitate communication within my
 company
8 Less formalization encourages creativity and learning in my
company
9 Less formalization in my company facilitates employee
empowerment and sense of belongingness.
10 reducing rules and regulation encourages initiatives from all
levels of employee
11 Less formalization facilitate creativity and innovation
Degree of Centralization hierarch SD D N A SA
1 I feel that centralization leads to delays in decisions-making
process
2 I have less authority over day-to-day operations and
decisions with effect to centralization
3 I face complexity within the centralized work process
4 Any change in the strategic direction of the organization is
decided by the Board or senior managements
5 All actions at the lower level are subject to the approval of
the organization top management.
Pattern of communication SD D N A SA
1 Information related to organization strategy has been
communicated effectively to employees
2 I am satisfied with new changes and the quality of the work
environment
3 Information about significant matters, newly introduced
services and procedures reaches the community on time
4 All decisions must be approved by board of directors before
are undertaken the organization.
5 All operation activities to be undertaken by the organization
are approved by Chief Executive officer.
6 Staffs are asked to give their input on the adoption of new
policies and procedures.
7 No or little action can be taken by a staff on any matter
without supervisor permission

8 Employees have adequate information regarding how

decisions are made in the organization.

9 Sub-ordinate staffs participate in decision making on matters

relating to day to day operations of the organization.
Supervision
1 supervision has a direct effect on employee performance
2 Supervision contribute in any way to employee performance
3 Supervision shape the attitude of employee for better
performance
4 The appraisal data are used as inputs for recognition and
encouragement of high performance
5 The performance review are conducted with high quality and
care

6 My performance is limited by poor leadership of my

supervisor.
Working condition
1 I am provided with adequate facilities and resources to do my
job Effectively.

2 The physical surrounding where I am working is comfortable

and convenient to perform my job.
3 The working condition like space, seating arrangement,
ventilation, refrigerator, lighting etc. helped me to do my
duties in better way.
4 Our offices and workspaces are well designed.
5 The level of cleanliness of the physical environment here is
good.
6 The temperature at my workplace is moderate and has good
air conditions.
7 The organization physical environment is good for employees
in terms of enabling them to optimally utilize their knowledge,
skill and ability.
Part Three: - Employee performance questionnaire

Employee Performance SD D N A SA
1 I believe training is improving my performance.
2 I always set priorities in my work.
3 I have been able to separate main issues from side issues at work.
4 I believe there is fairness in the way my performance is assessed.
5 Employee’s job performance is affected by the current motivational
practice (like salary, benefit, recognition, promotion, etc.) that the
organization is trying to offer.
Quality
5 I worked towards the end result of my work.
6 I have been rated as one of the best employees in terms of the
quality of my work in the organization.
Productivity

9 I kept the results in mind that I had to achieve in my work.

10 I have been rated as one of the best employees in terms of the
productivity of my work in the organization.
11 My performance is measured against the productivity.
Timeless
12 I was able to perform my work well with minimal time and effort.
13 Organizational environment factors have an effect on me work
overtime to complete my tasks when needed.

14 I do my work effectively without complainant

15 I complete my work within the time allocated
16 I managed to plan my work so that it was done on time.
17 It does not take more time to complete my work tasks than
intended.
18 I receive regular job performance feedback.

Thank you for your response