SECTION C: LEADERSHIP SUPPORT

SUPERVISOR RESPONSIVE

Responses
Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 81 171 38 14 13 317 10 327

Percent 25 52 12 4 4 97 3 100

A majority of the respondents felt that NSSA`s leadership support adequately addresses the requirements of the tactical plans. The Table above (Tab.) shows that fifty two percent (52%) of the respondents agreed or strongly agreed with the proposition.

REGION BY SUPERVISOR RESPONSIVENESS

SUPERVISOR RESPONSIVE Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 5 17 8 7 4 10 7 16 74 25 Agree 17 42 14 18 16 12 15 26 160 54 Not Sure 1 16 6 1 3 4 2 2 35 12 Disagree 1 5 0 0 2 0 4 2 14 5 Strongly Disagree 2 2 1 0 0 4 0 3 12 4 Total 26 82 29 26 25 30 28 49 295 100

Based on what is called an overall index on corporate performance, which is a combination of ratings by supervisors on various factors affecting employee service delivery and quality of service, the table above (Table) shows that fifty four(54%) and twenty five percent(25%) agreed or strongly agreed that there is supervisors are responsive to employees.

MANAGEMENT CONCERN

Responses
Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 46 150 68 28 28 320 7 327

Percent 14 46 21 9 9 98 2 100

As shown in table above (Table), the number of respondents who either agreed or strongly agreed with the assertion that management is concerned about its employees was sixty percent (60%) compared to thirty nine percent (39%) who felt otherwise.
PERIOD AT NSSA BY EMPLOYEE PERCEPTION ON MANAGEMENT CONCERN

Length of service
Strongly Agree <= 5 6 - 10 11 - 15 16 - 20 21+ Total Percent

PERCEPTION ON MANAGEMENT CONCERN Agree 64 11 9 24 23 131 49 Not Sure 23 13 3 14 6 59 22 Disagree 8 4 3 3 1 19 7 Strongly Disagree 2 4 4 6 3 19 7 Total 113 39 24 52 38 266 100

16 7 5 5 5 38 14

As shown in table above (Table) almost sixty three percent (63%) of the respondents agreed or strongly agreed that the period of stay at NSSA influence perception of employee on management concern.

SUPERVISOR MOTIVATIONAL

Responses
Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 76 138 52 25 16 307 20 327

Percent 23 43 16 8 5 94 6 100

The table above (Table) shows that sixty seven percent (67%) of respondents agree or strongly agree that supervisors are motivational. A very small percentage (5%) of respondents strongly disagreed.

MANAGEMENT COMMUNICATION

Responses
Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 32 100 89 51 43 315 12 327

Percent 10 31 27 16 13 96 4 100

Forty one percent (41%) of the respondents agreed or strongly agreed that there is no fluid communication between employees and management and fifty nine percent(59%) stated otherwise.

REGION BY MANAGEMENT CONCERN

MANAGEMENT CONCERN Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 2 11 5 5 5 3 6 6 43 14 Agree 8 45 16 13 16 8 13 23 142 48 Not Sure 7 21 3 6 3 9 6 9 64 21 Disagree 5 4 2 2 0 1 2 7 23 8 Strongly Disagree 5 3 3 0 1 10 0 4 26 9 Total 27 84 29 26 25 31 27 49 298 100

As shown in above table (Table), sixty two (62%) percent of respondents at the regions and head office agree that employee perception has an impact on management concern

REGION BY SUPERVISOR MOTIVATIONAL

SUPERVISOR MOTIVATIONAL Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 6 17 8 9 3 7 5 15 70 25 Agree 14 33 7 11 15 15 13 19 127 45 Not Sure 3 19 7 3 4 3 2 8 49 17 Disagree 1 8 3 2 2 2 4 3 25 9 Strongly Disagree 1 3 1 0 0 4 2 3 14 5 Total 25 80 26 25 24 31 26 48 285

Out of 285 respondents 70 and 127 strongly agreed and agreed that supervisors are motivational at regional and head office levels. Fourteen (14) of the respondents strongly disagreed that supervisors were motivational.
REGION * MANAGEMENT COMMUNICATION

MANAGEMENT COMMUNICATION Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 2 8 4 2 1 2 5 6 30 10 Agree 8 30 11 14 7 4 10 13 97 33 Not Sure 7 25 6 5 9 7 7 15 81 28 Disagree 2 14 5 5 4 2 5 9 46 16 Strongly Disagree 7 5 3 0 3 13 1 7 39 13 Total 26 82 29 26 24 28 28 50 293 100

As shown in the table above (Table.), the number of respondents who either agreed or strongly agreed with the assertion that communication at the regions and head office between management and employees existed in NSSA was forty two percent (43%) compared to forty one percent (57%) who felt otherwise. This almost even split in perceptions concerning

communication suggests either a lack of understanding or no logical communication networks. LEADERSHIP POSITION ELSEWHERE Responses Frequency Percent
Yes No Total Not Stated Total 126 152 278 49 327 39 47 85 15 100

Thirty nine (39%) of the respondents indicated that they had leadership positions elsewhere and 61 % otherwise.

SECTION D: CULTURE It was important to assess the perceptions of respondents to the organisational culture to achieve full effectiveness, the vision and mission statements of an organisation must be assimilated into the organisations culture. In the study, a marginally higher number of respondents felt that the organisational culture in Harare Region was conducive to the achievement of organisational objectives.

As illustrated in the table below (Table), the number of respondents who either agreed or strongly agreed with the assertion that NSSA had goals and values was eighty five percent (85%) compared to twelve percent (12%) who felt otherwise. The perceptions concerning organisational cultural goals and values suggests an understanding of what is meant by organisational culture or a genuine ambivalence as regards the effect of organisational culture on the achievement of organisational objectives.

GOALS VALUES Responses

Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 120 157 32 3 2 314 13 327

Percent 37 48 10 1 1 96 4 100.0

GRADE LEVELS by GOALS and VALUES Count Grade levels Strongly Agree <4 4-8 9 - 13 14 - 18 Executive Total 15 18 54 1 1 89 Agree 24 30 77 2 1 134 goalsvalues Not Sure 5 11 6 0 0 22 Disagree 0 0 2 0 0 2 Strongly Disagree 0 1 0 0 0 1 Total 44 60 139 3 2 248

A majority of the respondents in grades 9-13 felt that NSSA organisational structure adequately addresses the requirements of goals and values. The table above (Table) shows that seventy seven (77) and fifty four (54) of the respondents agreed or strongly agreed the organization has goals values. In the findings two (2) in executive and three (3) management grades 14-18 agreed or strongly agreed that there are organizational goals and values in NSSA.

WELL SOCIALISED Responses

Strongly Agree Agree Not Sure Disagree Total Not stated Total

Frequency 9 26 15 4 54 273 327

Percent 3 8 5 1 17 84 100

Table XXX above shows that 11% of the respondents agree or strongly agree that employees are well socialised and 84% were not stated. This could be a result of lack of understanding of the questionnaire.

VALUES EMPHASIZED Responses

Strongly Agree Agree Not Sure Disagree Total Not Stated Total

Frequency 8 25 15 4 52 275 327

Percent 2 8 5 1 16 84 100

Table above shows that 10 percent of the respondents agree or strongly agree that values in NSSA are well emphasized and 85% felt otherwise.

EMPLOYEE COMMITMENT Responses

Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 70 107 64 12 11 264 63 327

Percent 21 33 20 4 3 81 19 100

Twenty percent (%) of the respondents strongly agree with the commitment to their work assertion that there employee commitment to work followed by twenty one percent (21%) who agree. Twenty seven percent felt otherwise

CULTURE POSITIVE Responses

Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total

Frequency 27 103 85 24 22 261 66 327

Percent 8 32 26 7 7 80 20 100

Forty percent of the respondents agree or strongly agree that there are positive cultural relations in NSSA and forty percent felt other .This split is an indicator that there is need for greater and improved positive change management in NSSA.

TEAMWORK Responses
Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total Frequency 35 138 81 42 21 317 10 327 Percent 11 42 25 13 6 97 3 100

Out of the 327 respondents 53% agree and strongly agree that there is teamwork in NSSA and 44% felt otherwise. teamwork amoung nssa employees is culturally driven.

ORGANISATIONAL PRIDE Responses

Strongly Agree Agree Not Sure Disagree Strongly Disagree Total Not Stated Total Frequency 111 132 55 13 8 319 8 327 Percent 34 40 17 4 2 98 2 100

Table XXX above shows that there exist among NSSA employees organisational pride they really feel satisfied being NSSA employees.
region * goalsvalues Crosstabulation Count goalsvalues Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 8 41 7 10 3 13 6 23 111 38 Agree 14 35 18 14 20 14 12 21 148 51 Not Sure 4 6 2 1 1 3 7 5 29 10 Disagree 0 0 1 0 1 0 1 0 3 1 Strongly Disagree 0 0 1 0 0 0 0 0 1 0 Total 26 82 29 25 25 30 26 49 292

As shown in table above (Tablexxx) 89 % of the respondents agree and strongly agree that NSSA has set regional goals and values while 11 % felt otherwise.

REGION BY CONTINUE WORKING FOR NSSA PERCEPTION

CONTINUE WORKING FOR NSSA Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 9 47 11 10 7 6 12 20 122 41 Agree 13 32 17 12 18 12 12 20 136 46 Not Sure 5 2 2 3 1 6 1 7 27 9 Disagree 0 2 0 0 0 4 1 1 8 3 Strongly Disagree 0 0 0 0 0 2 1 2 5 2 Total 27 83 30 25 26 30 27 50 298 100

The study shows that 87 % of the respondents would like to continue working for the organisation while 14% felt otherwise. REGION BY EMPLOYEE COMMITMENT

EMPLOYEE COMMITMENT Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 6 24 1 9 0 8 8 11 67 28 Agree 15 31 0 12 1 13 11 17 100 41 Not Sure 5 24 1 4 0 5 6 10 55 23 Disagree 0 2 0 0 0 2 1 5 10 4 Strongly Disagree 1 2 0 0 0 2 1 5 11 5 Total 27 83 2 25 1 30 27 48 243 100

Another key organisational factor that was assessed was employee commitment. Employee commitment is an important aspect in any work environment because it allows employees to develop positive attitudes towards work. Commitment in itself helps management in viewing employees level and quality of performance.

REGION BY POSITIVE CULTURE

culturepos Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 4 11 0 1 0 1 4 5 26 11 Agree 9 38 0 14 1 6 13 14 95 40 Not Sure 8 24 0 5 0 13 6 20 76 32 Disagree 2 6 0 4 0 6 0 4 22 9 Strongly Disagree 2 3 1 2 0 5 3 5 21 9 Total 25 82 1 26 1 31 26 48 240 100

Analysis of data on cultural levels among employees within the regions and head office shows that there exists positive culture in NSSA at regional and head office level. Fifty one percent agree or strongly agree and forty one percent (41 %) felt otherwise. Culture in NSSA is positive across the regions and head office.

REGION BY TEAMWORK

teamwork Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 4 10 3 3 2 2 2 8 34 12 Agree 11 45 13 16 12 7 14 12 130 44 Not Sure 5 15 5 7 8 10 7 16 73 25 Disagree 4 10 7 0 3 5 2 9 40 14 Strongly Disagree 1 3 1 0 0 6 2 5 18 6 Total 25 83 29 26 25 30 27 50 295 100

Fifty six percent(56%) of the respondents agree or strongly agree that there is teamwork at regional and head office level and 39% felt other.
REGION BY ORGANISATIONAL PRIDE

Orgpride Strongly Agree region Harare Bulawayo Gweru Masvingo Mutare Chinhoyi Rehab Head Office Total Percent 7 36 9 8 7 6 13 15 101 34 Agree 16 30 15 14 14 11 8 18 126 42 Not Sure 3 14 4 4 4 8 4 10 51 17 Disagree 0 3 1 0 1 4 2 1 12 4 Strongly Disagree 1 0 0 0 0 2 0 4 7 2 Total 27 83 29 26 26 31 27 48 297 100

Forty two percent (42%) and thirty four percent of the respondents at the regions and head office agreed or strongly felt agreed that there exist among employees organizational pride as shown in table above. That feeling of organizational pride will increase motivation and lead to an individual putting more effort to improve the quality of their work.