Chapter 4: Results and Analysis
Introduction
This chapter comprises of results which were obtained from the respondents who participated in
this study. The data is further illustrated in the form of graphics, pie charts and tables.
Response rate
32 questionnaires were send to 32 emails which were created for the respondents to use in this
study. Amongst the 32 questionnaires, 29 were returned and fully answered and therefore
eligible to be considered for this study. This implies a response rate of 90.6% response rate. For
the in-depth interviews, two managers who were selected all participated thus a 100% response
rate.
Respondents profile
The researcher classified respondents into various categories which include gender, age, years of
service and level of education.
Gender
This was done in order to determine which gender had more representation at NatPham. Table 4
below shows the gender distribution at the Natpham branch in Masvingo.
Table 4.1: Classification of respondents by gender
Males Females
18 11
Table 4.1 above shows the gender distribution of workers at the Masvingo NatPham branch.
Respondents distribution by gender
Females
38%
Males
62%
Figure 4.1: Classification of respondents by gender
It can be seen from the table above that males contributed 62.1% of the selected respondents
whilst females contributed the remaining 37.9%. It can deliver from this distribution that this
branch is male dominated.
Years of service
The author also grouped workers according to years of service at NatPham. Years of service may
play a role in the adoption of new technology or new systems as people of long service may be
reluctant to change.
Table 4.2: Classification of respondents by years of service
Years of service Frequency
Less than 1 year 1
1 year 4
2 years 7
5 years 15
More than 5 years 2
Total 29
Years of service
16
14
12
10
0
Less than 1 yr 1 year 2 years 5 years More than 5 years
Figure 4.2: Classification of respondents by years of service
Age
Respondents were also grouped by age as it can have a contribution in the use of technology.
Table 4.3 below shows that most employees at NatPham are aged between 36 and 45 years.
Generally, workers below 45 years are more than those above 45. This gives an advantage to the
company in adopting technological systems because this age is literate and flexible to
technological changes.
Table 4.3: Classification of respondents by age
Age Frequency
16-25 years 1
26-35 years 6
36-45 years 12
46-55 years 5
55+ years 5
Total 29
Level of education
Education plays a pivotal role in adopting new technology. It is easier to train educated workers
than uneducated ones. Table 4.4 shows the various levels of education reached by employees at
NatPham.
Table 4.4: Classification of respondents by level of education
Level of education Frequency
No academic certificate 2
GCE Ordinary level 11
GCE Advanced level 9
Diploma 4
Degree 3
Total 29
Table 4 above shows that most of the employees reached at least Ordinary level which implies
they are literate this making the process of adopting new technology easier
Data presentation, analysis and discussion in line with objective 1
Devices needed to accelerate rate of doing work
Employees highlighted the devices which they thought can help in increasing rate of doing work
and hence production. Table 4.5 shows the proposed devices.
Table 4.5: Devices required to improve rate of doing work
Device Frequency
Cell phone 1
Smart phone 5
Tablet 2
Computer 7
Computer & smart phone 12
Computer & tablet 2
Total 29
The table above shows that most employees preferred having a computer and a smart phone.
Most of them asserted that having a smart phone would allow making and receiving business
calls at any place during any time thus allowing flexibility. On the other hand, a computer would
allow access to use various packages like MS Excel, MS PowerPoint, MS Word and MS Access
hence a combination of a computer and a smart phone gives the optimum results.
ICT tools needed to improve job efficiency
14
12
10
0
Cell phone Smart phone Tablet Computer Computer & computer &
smart phone tablet
Figure 4.3: ICT tools needed to improve job efficiency
Smart phone use also got a significant representation because workers argued that a smart phone
can do multiple tasks therefore giving employees enough room to perform their tasks. Others
however argued that mixing work and social media applications on a smart phone would lead to
distraction this not achieving the desired results. A cell phone was the least accepted ICT device
to be used because workers indicated that it was not flexible to any other tasks except making
and receiving calls thus slowing the rate of doing work.
Services needed to accelerate rate of doing work
The author listed services which can be used to increase efficiency and effectiveness at an
organization. Table 4.6 shows the responses given by the workers
Table 4.6: Services needed to improve job efficiency
Service Frequency
Internet 3
Company specific application 16
Company website 7
Email 1
All of the above 2
Total 29
Most employees at NatPham (55.2%) agreed that having an application designed specifically for
Masvingo branch would increase organizational efficiency. Employees asserted that a company
specific application would address the specific issues that are encountered on a day to day basis
and having it compatible in both computers and mobile phones would allow easy access to
everyone.
Data presentation, analysis and discussion in line with objective 2
The four basic ICT skills are communication, technology, problem solving and research. Each
respondent was asked to highlight the basic skill one was best. Table 4.7 shows that most
people (58.6%) identified technology as the one they were best at amongst the 4 basic skills. A
significant number (17.2%) also selected communication as the best skill they had whilst only
7% of the people at NatPham were best in research.
Table 4.7: Basic ICT skills possessed by workers
Basic ICT skill Frequency
Communication 5
Technology 17
Problem solving 4
Research 2
Total 29
Advanced ICT skills possessed by workers
The author further unveiled the advanced ICT skills possessed by employees. Amongst a
plethora of ICT skills, internet & email, Word processing, spreadsheets & databases and graphics
& multimedia were considered important at an organization like NatPham. Table 4 below shows
the level of knowledge of workers in internet & email.
Table 4.8: Employees skills in Internet & email
No Very little Fair Good Very Good
knowledge knowledge
Internet and 0 2 3 17 7
email
Most employees(93%) indicated that they had at least a fair understanding in the use of internet
and emails. This therefore enhances communication and access to various content related to
work which is available on the company website and work emails this enhancing efficiency and
effectiveness. A slightly lower number of employees (86%) indicated that they were at least
fairly knowledgeable in word processing. This also adds an advantage in the writing of work
related reports, letters and other articles which requires word. No employee was not
knowledgeable in word processing however, 14% highlighted that they had little knowledge in
word processing.
Table 4.9: Employees skills in Word processing
No Very little Fair Good Very Good
knowledge knowledge
Word 0 4 12 10 3
Processing
Spreadsheets and databases are a key in the storage of huge amounts data and allow easy access
of data from huge volumes of data stored. A significant number of employees (24%)
acknowledged that they had very little or not knowledgeable in databases and spreadsheets. A
greater number (76%) however indicated they were familiar with databases and spreadsheets.
This gives the company and advantage as this enables easy handling of huge volumes of data in
an efficient, effective and error free manner.
Figure 4.10: Employees skills in Spreadsheets & Databases
No Very little Fair Good Very Good
knowledge knowledge
Spreadsheets 2 5 10 10 2
& Databases
Table 4.11: Employees skills in graphics and multimedia
No Very little Fair Good Very Good
knowledge knowledge
Graphics and 1 1 6 15 6
multimedia
Most workers at NatPham (93%) indicated that they were well knowledgeable in graphics and
multimedia as shown in Table 4.11 above.
Data presentation, analysis and discussion in line with objective 3
Table 4.12 shows the changes brought through the implementation of ICT at NatPham.
Appendix A was used to obtain results shown in Table 4.12 below.
Table 4.12: Changes due to use of ICT
Change Percentage
Accountability 29%
Data management 41%
Communication 11%
Service delivery and customer care 19%%
The implementation of ICT at NatPham have mostly improved data management. The branch
handles huge volumes of data and with the old method of recording on paper it results in
difficulties in managing data. Errors, risk of loosing data and slow are some of the disadvantages
which were previously faced in using the old data management system. ICT also increased
accountability within NatPham. Table 4.12 also shows that communication improved
significantly due to the implementation of ICT where the use of emails, social media handles,
blogs and company website facilitates efficient communication within the organization and also
with clients.
Data presentation, analysis and discussion in line with objective 4
The author concluded by finding the challenges faced by NatPham in the implementation of ICT.
The most challenge faced as indicated in Table 4 below is lack of transactions in ICT. Most
employees highlighted that the knowledge they possessed was acquired through self education
due to lack of proper training in ICT. Employee resistance to change despite having the ICT
devices at their disposal is also common where some employees always use the old methods as
they are reluctant to adapt to the new system. Some respondents also indicated that failure to
operate ICT devices was common due to lack of proper training therefore they failed to use
advanced ICT devices. A small number also stated lack of ICT material as indicated in Table
4.13 below.
Table 4.13: Challenges faced in training workers ICT
Challenge Percentage
Lack of ICT equipment 13%
Employees resistance to change 30%
Failure to operate ICT devices 21%
Lack of ICT trainers 36%
Table 4 below shows the proposed solutions where most employees agreed that hiring a
professional ICT trainer would improve the use and implementation of ICT at NatPham. Adding
more ICT equipment was also proposed as a solution that could allow easy access for everyone
thus allowing efficient running of the organization.
Table 4.14: Proposed solutions and recommendations
Proposed Solution Frequency
Hire external professional ICT trainers 57%
Add ICT equipment 34%
Reward employees trained in ICT 9%
Conclusion
The chapter focused on the responses of employees who were selected to participate in the
study. Most of the selected participants answered and returned the questionnaires thus a high
response rate. Workers at NatPham had a fair understanding of ICT and operation of ICT
devices however more training is required to allow maximum efficiency in the use of ICT.The
next chapter focuses on the conclusions and recommendations for this study.
