EFFECTS OF COMMUNICATION BREAKDOWN IN AN ORGANISZATION

A CASE STUDY OF FAMILY BANK GITHURAI BRANCH

BY

MIRIAM ADHIAMBO KISIRA

DHR/107/19

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

DIPLOMA IN HUMAN RESOURCE MANAGEMENT IN THE KIRIRI WOMENS’
UNIVERSITY OF SCIENCE AND TECHNOLOGY

JULY 2020
 DECLARATION
This research project is my original work and has not been presented for a Diploma award in any
other university.

Signature……………………………………………..Date……………………………………..
MIRIAM ADHIAMBO KISIRA

DHR/107/19

This research project has been submitted for examination with my approval as the candidate’s
supervisor.

Dr. Allan Kihara Ph.D

KWUST,Kenya

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

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 DEDICATION
I dedicate this to my dear parents for their unending love, support throughout this research
period. Their patience and providing me with the resources I needed made this research a success
could not have done without constant encouragement from my sibling, my supervisor. May God
bless you.

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 ACKNOWLEDGEMENT
This project would not have been possible without the guidance and the help of several
individuals who in one way or another contributed and extended their valuable assistance in the
preparation and completion of this proposal. I forthwith pay gratitude to my supervisor Mr.
Simon Ngugi for guidance in the course work and the research project. My sincere gratitude also
goes to the lecturers at the Kiriri Women’s’ University of Science and Technology for their input
especially in units that were essential in formulation and development of this study. They were
ready to assist where their assistance was sought during the development of this document. They
have shared valuable insights in the relevance of the study. I further acknowledge the support of
my family and my study colleagues who have stood by me throughout my studies and
particularly for their unending support.

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TABLE OF CONTENTS
DECLARATION.............................................................................................................................ii
DEDICATION...............................................................................................................................iii
ACKNOWLEDGEMENT..............................................................................................................iv
LIST OF FIGURES......................................................................................................................viii
LIST OF TABLES..........................................................................................................................ix
ABSTRACT....................................................................................................................................x
CHAPTER ONE..............................................................................................................................1
1.0 INTRODUCTION.....................................................................................................................1
1.1 Background of research.........................................................................................................1
1.1.1 Organizational profile......................................................................................................1
1.2 Statement of The Problem......................................................................................................2
1.3 Research Objective................................................................................................................2
1.3.2 Specific Objectives.............................................................................................................2
1.4 Research Questions................................................................................................................2
1.5 Scope of The Study................................................................................................................3
1.6 The Purpose of The Study......................................................................................................3
1.7 Significance of The Study......................................................................................................3
1.8 Limitation of The Study.........................................................................................................4
1.9 Operational Terms..................................................................................................................4
CHAPTER TWO.............................................................................................................................5
LITERATURE REVIEW................................................................................................................5
2.0 Introduction............................................................................................................................5
2.1 Theoretical Framework..........................................................................................................5
2.1.1 A.C.T Theory of Communication.......................................................................................5
2.1.2 Shannon and Weaver Model of Communication............................................................8
2.1.3 Lasswells Model of Communication.............................................................................10
2.2 The Empirical Review.........................................................................................................10
2.3 Conceptualization.................................................................................................................11

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 2.3.1 Mission Statement.........................................................................................................11
2.3.2 Selective Perception......................................................................................................13
2.3.3 Ethics.............................................................................................................................15
2.3.4 Lack of Resources.........................................................................................................15
2.4 Conceptual Framework........................................................................................................17
CHAPTER THREE.......................................................................................................................18
3.0 RESEARCH METHODOLOGY............................................................................................18
3.1 Research design....................................................................................................................18
3.2 Population............................................................................................................................18
3.2.1 Target Population..........................................................................................................18
3.2.2 Sample Population............................................................................................................18
3.4 Data collection instrument...................................................................................................18
3.4.1 Questionnaire....................................................................................................................18
3.5 Data collection methods.......................................................................................................18
3.6 Data Analysis method..........................................................................................................19
CHAPTER FOUR.........................................................................................................................20
DATA PRESENTATION, ANALYSIS, AND INTERPRETATION..........................................20
4.1 Introduction..........................................................................................................................20
4.2 Response Rate......................................................................................................................20
4.3 Demographic Information....................................................................................................21
4.3.1 Respondents Age...........................................................................................................21
4.3.2 Respondents Age...........................................................................................................22
4.3.3 Educational Background of Respondent.......................................................................23
4.4 Job description.....................................................................................................................24
4.5 Ethics....................................................................................................................................25
4.6 To what extent does sexual harassment affects performance..............................................26
4.7 Extent that selective perception affects performance..........................................................27
4.8 Describe the general experience of how undermining one’s ideas under selective
perception affects performance..................................................................................................27
4.9 Effect of lack of payment.....................................................................................................30
4.10 Mission statement..............................................................................................................31

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 4.11 A company that has lost sight of its mission statement has taken its first step towards
failure.........................................................................................................................................32
CHAPTER FIVE...........................................................................................................................33
5.0 Introduction..........................................................................................................................33
5.1 Summaries of the findings...................................................................................................33
5.2 Conclusion...........................................................................................................................34
5.3 Recommendation.................................................................................................................35
5.4 Suggestion for further studies..............................................................................................36
REFERENCES..............................................................................................................................37
APPENDICES...............................................................................................................................40
APPENDIX I: INTRODUCTORY LETTER...........................................................................40
Appendix II: Questionnaires......................................................................................................41
Appendix III: WORK PLAN.....................................................................................................45
Appendix IV: Budget.................................................................................................................46

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 LIST OF FIGURES
Figure 2. 1 Conceptual Model.........................................................................................................8
Figure 2. 2 Shannon and Weaver Model.......................................................................................11
Figure 2. 3 Lasswell’s Communication model..............................................................................13
Figure 2. 4 Conceptual Framework..............................................................................................21

Figure 4. 1 Response Rate.............................................................................................................24

Figure 4. 2 Respondent gender......................................................................................................25
Figure 4. 3 Age Bracket.................................................................................................................26
Figure 4. 4 Education Background................................................................................................27
Figure 4. 5 Staff Category.............................................................................................................28
Figure 4. 6......................................................................................................................................30
Figure 4. 7 Extent to which sexual harassment affects perfomance..............................................31
Figure 4. 8 Extent that selective perception affects performance..................................................32
Figure 4. 9 Selective perception....................................................................................................33
Figure 4. 10....................................................................................................................................35
Figure 4. 11 Effects of Lack of payment.......................................................................................36
Figure 4. 12 Mission statement......................................................................................................37
Figure 4. 13 A company that has lost sight of its mission statement has taken its first step
towards failure...............................................................................................................................38

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 LIST OF TABLES
Table 4. 1 Response rate................................................................................................................24
Table 4. 2Respondent gender........................................................................................................25
Table 4. 3 Respondent Age bracket...............................................................................................26
Table 4. 4 Educational Background...............................................................................................27
Table 4. 5 Category........................................................................................................................28
Table 4. 6 Ethics............................................................................................................................29
Table 4. 7 To what extent does sexual harassment affects performance.......................................30
Table 4. 8 Extent that selective perception affects performance...................................................31
Table 4. 9 Describe the general experience of how undermining one’s ideas under selective
perception affects performance......................................................................................................32
Table 4. 10being recognized as hardworking employee and being rewarded for it is motivating.
.......................................................................................................................................................34
Table 4. 11 Effect of lack of payment...........................................................................................35
Table 4. 12 Mission statement.......................................................................................................36
Table 4. 13 A company that has lost sight of its mission statement has taken its first step towards
failure.............................................................................................................................................37

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 ABSTRACT
Due to the increased need for performance in commercial banks, there is need to know what
could be causing non-performance in the bank. This study is conducted to know the cause of
poor performance and also determine whether poor communication channels are the causes of
low performance. This study involves gathering data that will be organized and tabulated and
then analyzed. The data will be collected through questionnaire, this study will be carried out in
only branch of family bank and the target population is around sixty employees in the bank. This
research will be conducted because several researchers collected a research about causes of non-
performance but never researched communication as a cause of non-performance in family bank.
Due to this I decided to work on it and find out it is a cause of poor performance or if there is
another cause of poor performance.

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 CHAPTER ONE

1.0 INTRODUCTION
1.1 Background of research
1.1.1 Organizational profile
Family bank was founded in 1985 as a family finance building society limited (FFBSL).Titus
Muya, the former non-executive chairman of family bank served as a founding chairman and
chief executive officer for the last three years of the society’s life.IN 2007 FFBSL transformed
into a fully flagged commercial bank following the insurance of a banking license by the central
bank of Kenya the country’s banking regulator. Titus Muya resigned as the chief executive of the
rebranded family bank limited to comply with the current Kenyan banking regulations since
converting to a commercial bank. The maintains a network of nearly ninety two branches as of
May 2019.
Governance, The chairman of the board of director is William Kiboro one of the non executive
directors Peter Munyiri serves as a managing director and chief executive officer. Achievement,
from only a bank in 1984 it has grown over time and currently enjoys a network of nearly ninety
two branches as of May 2019 countrywide, and it is one of the popular top ten banks serving te
Kenyan population with a client base of upto 1.7million customers. It was also the first bank to
introduce paperless banking through smart card technology that enables customers to transact
without having to fill in deposit or withdraw slips.
The bank has received numerous awards including fastest growing bank based on financials, best
bank in microfinance, 1st runners uo in the think business magazine award in 2013 and 2014 and
recognized as th best farmers bank in Kiambu and Laikipia counties. The bank emerged the
second best financial service provider in Kitui county during the Kitui Agricultural trade fairs. It
was also recognized by the visa international for having the “best visa marketing/visa brand
awareness” campaign with the catch tagline “the way to pay everyday for its EMV visa card”.
Family bank has over 1.6 million customers with a balance sheet exceeding shilling 72billion
and deposit base in excess of shillings 55billion, the bank is leveraging on the successful
adoption of the unilever banking model. The model aims at gradually positioning the bank as a
one stop shop providing retail and customer products S.M.E, agribusiness, corporate banking and
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trade finance and insurance products. The bank is also leveraging the devolved system to romp in
more customers.
The expansion is in line with the county banking roadmap aimed at optimizing the devolved
governance structure. It’s slogan is “positively transforming lives”. Their mission statement is to
serve the low income families in the kingdom of Bahrain through the promotion of microfinance
to lead to the social development.
Source: MARTIN 2019
1.2 Statement of The Problem
A good communication channel is very essential for any organization performance, for an
organization to achieve its goals and objectives, it must embrace good communication channels
otherwise this will lead t its collapse, therefore it needs to have a good channel since it will help
them and position them in a competitive advantage. Communication therefore is an important
tool in management which leads to performance. It’s important to establish this research so as to
be able to know the factors affecting communication in the organization and therefore sought to
identify these functions so as to solve them.
Data driven from: J.L Austin

1.3 Research Objective

1.3.1 General Objective
To examine the effects of communication breakdown in an organization.
1.3.2 Specific Objectives
i. To find out how a clear company mission affects organization breakdown.
ii. To evaluate how ethical issues affects organizational breakdown.
iii. To establish that lack of resources can affect organizational breakdown.
iv. To find out if perception affects organizational breakdown

1.4 Research Questions

i. How do poor or good ethical issues affect organizational breakdown?
ii. To what extent does a clear company mission affect organization breakdown?
iii. To what extent does lack of resources affect organization breakdown?
iv. How does perception affect organizational performance?

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1.5 Scope of The Study
The research was carried out in the family bank Githurai branch because it had the required
characteristics for the success of the research and because it was accessible. A research had been
done about family bank but it had not been done to completion and therefore I decided to major
on it fully.

1.6 The Purpose of The Study

It’s purpose was to establish if organizational breakdown can be affected by lack of resources or
any ethical issues. The research had also been conducted to establish if good communication
performance. This study was also conducted to establish whether perception affects the
communication breakdown.

1.7 Significance of The Study

To start with, this study will help the society especially those who bank with family since
communication will be improved and therefore a smooth running will be embraced. Secondly,
better understanding of the factors and also implementation of the recommendations given at the
end of this study will help the bank to attract more customers which will lead to rise in their
profits, this will in turn be a profit to the government as the government will gain profit and get
more tax returns.
Thirdly, the research will help the employees who work in the bank as their working conditions
will be improved in terms of communication and the factors affecting it which applies in
different angels. The clearer the information is to them the more they are able to perform their
duties and perform in a willing and contended way.
Fourthly, the research as said above will also help the government in terms of revenue imposed
on the bank due to increased profits. This research will also help the customer as they will feel
more appreciated whenever they are in the bank going about their businesses, Lastly the research
will add to the existing body of knowledge which will be useful for decision making purposes.

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1.8 Limitation of The Study
During the study the following were encountered uncooperative respondent therefore hindering
information which was also a problem of lack of finance for transportation and for purchasing
the necessary tools used during the study. Impassable roads were also another hindrance to the
study however even with the above hindrance the research was a success.

1.9 Operational Terms

Ethics: refers to the moral principles that reflect societys’ belief about the action of an individual
or a group of people that are right or wrong, Perception: is where a person only perceives what
he desires to and ignores other view points.
Work environment: entails work procedures, the physical design of workplace, protective an
healthy equipment and flexible work schedule.

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 CHAPTER TWO

LITERATURE REVIEW
2.0 Introduction
In this chapter the researcher will give theoretical review, Empirical review, and the
conceptualization. This chapter contains all that is entailed in this research and related
researchers will also be given.

2.1 Theoretical Framework

2.1.1 A.C.T Theory of Communication.
The speech act theory considers language as a sort of action rather than a medium to convey and
express. The contemporary speech act theory was developed by J.L. Austin a British philosopher
of languages; he introduced this theory in 1975 in his well-known book of “How do things with
words’. Later John Searle brought the aspect of theory into much higher dimensions. This theory
is often used in the field of philosophy of languages. A speech act in linguistics and the
philosophy of language is an utterance that has per formative function in language and
communication.
According to Kent Bach, ”Almost any speech act is really the performance of several acts at
once, distinguish by different aspects of the speaker’s intention: there is the act of saying
something, what one does in saying it, such as requesting or promising and how one is trying to
affect one’s audience”
According to J.L Austin there are three speech act: Illocutionary act which is the performance by
utterances and its ostensible meaning compromising phonetic, phatic or rhetic acts corresponding
to verbal synthetic and sematic aspects of any meaningful utterances. This theory emphasis that
the utterances have a different or specific meaning to its user and listener other than its meaning
according to the language.
The theory further identify that there are two kinds of utterances, they are called constative and
performative utterances. A constative utterance is something which describes or denote the
situation, in relation with the fact of true or false while performative utterance is something

5
which does not describe anything at all. The utterances in the sentence or in the part of the
sentences are normally considered as having a meaning of its own.
The feeling, attitude, emotions and thoughts of the person performing linguistic act are much of a
principal unit here. Further Austin divides his linguistic act into three different categories which
are described below as: Locutionary act-This is the act of saying something. It has a meaning
and it creates an understanding utterly to convey or express, Illocutionary act-it’s performed as
an act of saying something or as an act of opposed to saying something.
The Illocutionary utterance has a force of it. It’s well-versed with certain tones, attitudes, feeling
or emotions. There will be an intention of the speaker or other in illocutionary utterance. It is
often used as a tone of warning in a day to day life, Perlocutionary act-it normally creates a sense
of consequential effects on the audiences. The effect upon the addressee is the main character
ship of perlocutionary utterances.
Austin himself admits that these three components of utterances are not altogether separable.”We
must consider the total situation in which the utterance is issued. The total speech act-if we are
to see the parallel between statements and performative utterance, and how each can go wrong.
Perhaps indeed there is no great distinction between statements and performative
utterance”.Austin
Searle also suggested that the basic unit of linguistic communication is speech act. It can be a
word, a phrase, a sentence or a sound; it should fulfil the task of expressing the intention of the
user. Understanding the user’s intention can lead to complete understanding of the speech act.
The Conceptual Model

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Figure 2. 1 Conceptual Model
Source Anderson 1976
The production memory consist of the knowledge that uses to do simple things such as removing
pen cap or opening a car door Declarative memory of informative and facts like there are 24
hours in a day 7days in a week. Working memory is a part of long term memory which is more
highly activated.

“This theory deals with how the social perceiver uses information to arrive at casual explanations
for events. It examines what information is gathered and how it is combined to form a casual
judgement.” Fiske & Taylor, 1991.
Heider (1958)believed that people are naïve psychologist trying to make sense of the social
world. People tend to see cause and effect relationship even where there is non. Heider did not so
much develop this theory himself but emphasized certain themes that others took up. There are
two ideas that he put forward that became influential; when we explain the behavior of others we
look for enduring internal attribution such as personality traits for example we attribute the
behavior of a person for their naivety or reliability or jelousy.
“The way we communicate with others we ultimately determine the quality of our lives”
Anthony Robins, and when we try to explain our own behavior we tend to make external
attributions such as situational or environment. Weiner focused on this attribution theory on
achievement(1974), he identified ability, effort, task, difficulty and lack as the most important
factors affecting attribution for achievement in his study Heider argued that real objects shape
“media” such as air pressure, light reflections and sense organs. These media have a considerate
degree of variance for one thing, they reflect many real objects but the perceptual apparatus
reconstruct real objects from their characteristics effects on the media. Heider labeled this
’attribution’-a process that generates inferences of the relatively invariant qualities of things from
the characteristics variance patterns they cause in th media.
Perceivers faced with sensory information thus experience perceptual objects as ‘out there”
because they attribute the sensory data to their underlying cause in the world(Heider,2019).
Heider extended his ideas to the question of how people perceive each other, and in particular
how they account for each other’s behavior, person perception.

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Motives played an important role in Heider’s model: “motives, intentions and sentiments… the
core processes which manifest themselves in overt behavior”. Heider distinguished between
personal causality such as offering someone a drink-and impersonal causality such as sneezing
or leaving falling. Later attribution theorists have tended to see Heider’s fundamental distinction
as being between ”person(or internal) causes and situation (or external) causes of behavior from
his book “The psychology of Interpersonal Relations(1958),” Fritz Heider wrote about the nature
of interpersonal relationship, and espoused the concept of what he called “common sense” or
“native psychology”.
In his theory he believed that people observe, analyze and explain behaviours with explanations.
Although people have different kinds of explanation into two categories ;Internal(personal) and
external(situational) attributions. When an internal attribution is made the cause of the given
behavior is assigned to the individual characteristics such as ability, personality, mood, efforts,
attitudes or disposition.
When an external attribution is made the cause of the given behavior is assigned to the situation
in which the behavior was seen such as the task, other people, or luck (that the individual
producing the behavior did so because of the surrounding environment or social situation).
These two types lead to very different perception of the individual engaging in a behavior.

2.1.2 Shannon and Weaver Model of Communication

These two developed a model of communication which was intended to assist in developing a
mathematical theory of communication. Shannon and Weaver’s work proved to be of
importance for communication engineers dealing with such issues as the capacity of various
communication channels in bits per second. It also contributed to computer science. “Widely
accepted as one of the main seeds out of which communication studies has grown” Fiske 1982
According to Shannon and Weavers model, a message begins at an information source, which is
relayed through a transmitter, and then sent via a signal towards the receiver. But before it
reaches the receiver. But before it reaches the receiver, must go through noise (source of
interference). Finally, the receiver must convey

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Figure 2. 2 Shannon and Weaver Model
Source: Shannon and Weaver
Shannon and weaver’s model clearly demonstrates why even the simplest communications can
be misunderstood. Transmitting a signal across additional media only adds to the complexity of
the communication and increases the chances for distortion. It’s suddenly easier to understand
why other people just can’t grasp what we already know.
Criticism of Shannon and Weaver model of communication one of the simplest model and it’s
general applied in various communication theories , the model which attracts both academics of
human communication and information theorist to lead their further research in communication.
It therefore, more effective in person-to-person communication then group or mass audience, the
model based on ”sender” and “receiver”. Here sender plays the primary role and receiver plays
the secondary role(receive the information or passive, communication is not a one way process.
If it behaved like that it will lose its strength. For example: Audience or receiver who is listening
to a radio, reading the books or watching television is one way of communication because
absence of feedback and lastly understanding noise will help to solve the various problems in
communication. In his work after close examination weaver wrote ”an engineering
communication theory is just like a very proper and discrete girl accepting your telegram she
plays no attention to the meaning weather it is sad or joyous or embarrassing, but she must be
prepared to deal with all possible messages and that’s the intelligent way to do this, base design
on the statistical character of the source is surely not without significance for communication in
general” Weaver 1964

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2.1.3 Lasswells Model of Communication
This model was developed by Harold Lasswell in 1948 while he was a professor at Yale law
school. In his article of 1948 he wrote that the convenient way to describe an act of
communication is to answer questions like who says what? In what channel? To whom with
what effect? The model organizes the scientific study of the process of communication: ’who’
refers to the communicator who formulates the message; ‘What’ is the content of message;
‘channel’ indicates the medium of transmission; ‘Whom’ describes either an individual recipient
or the audience of mass communication; ‘Effect’ is the outcome of the message of the message.
The movement of the message travels from the communicator to the audience.
Although this model represents a one-way flow of communication, the “effect” also refers to
feedback in public relations. Lasswell stated that the ‘Who’ referred to “control analysis”, the
“Says what” referred to “Content analysis’ the “In which channel” referred to “Media analysis”
the “To whom referred to “Audience analysis”, and the “With what effect” referred to “Effect
analysis”.

Figure 2. 3 Lasswell’s Communication model

Source: Lasswells
Advantage of Lasswells model
It’s easy and simple; it suits almost all types of communication, the concept of effect.
Disadvantage of Lasswells model
Feedback isn’t mentioned, noise not mentioned and linear model.
2.2 The Empirical Review
Several studies have been conducted on the effects of communication on organization
performance. There are several studies done on communication like the one of Curtis D.B.
(1998), This research answered questions regarding the factors that contribute most to job search,

10
success in business and business career, specific courses that contribute most to career success
and the basic skills of an ideal manager. This study surveyed 1000 personnel managers listed as
members of the American society of the personnel administrator in the united state. Based on
248 usable sources findings revealed that “skills most valued in the contemporary job market are
the communication on skills”.
Mohamed Bakir his 2009 work related the board of directors’ size and the performance in the
banking industry. In his findings he said that “contrary to theories predicting that smaller number
of directors are effective, increasing their number in the banking firms does not undermine
performance, in contrast the evidence is in favor of a positive relationship whether this positive
association is due to the fact that banks reduce number of their directors in the after-math of poor
performance. ‘The research above studied about the cause of poor communication in
organizations as well as the possible causes of poor performance like the number of board
members.
These researchers did not explore on poor communication channels as a cause for organizational
performance. This research therefore seeks to establish that poor communication channels will
affect the organizational performance. This study brings forth the causes of poor communication
and how they affect performance in our organizations.
2.3 Conceptualization
2.3.1 Mission Statement
A company mission is a statement of purpose of a company or any other organization. It is it’s
reason for exciting. A written declaration of an organization core purpose and the focus that
normally remains unchanged overtime. It serves as constant reminder to it’s employee of why
the company exists and what its founders envisioned when they put their fame and fortune at risk
to breath life into their dream.
At a minimum your mission statement should define your primary customers are, identify the
products and services you produce and describe the geographical location that you operate on.
How To Derive A Company Mission?
The first step involves creating a mission statement that will define your core business in a
sentence or two. In the second step you should define your objective and create measurable goals
for the company. Example of goals could include specific market share. The third step involves
conducting a SWOT analysis, this is to assess your company internal and external environment.

11
You should search internal factors like financial resources and talented staff or even market
share, also you should include external factors like the customer base, emerging technology or
completion. The fourth step should involve applying the results gained through SWOT analysis
in order to identify those that will assist or hinder your ability to achieve your goals and
objectives. At step five you should create your strategy, define the specific actions you need to
take to achieve your objectives, clearly note the steps necessary to overcome the threats and
weakness and make proper use of the already identified strengths and opportunities to add to
your advantage.
In the sixth step decide on the role stakeholders will take In the strategy. Communicate these
roles clearly to bring everyone on board. Make the strategy part of your company’s culture. From
what is discussed above it is shown that clarity of mission affects the performance of employees
and the organization as a whole. For an organization to thrive well in this market it is therefore
important for it have a clear mission for everybody concerned to see, read and understand it and
be directed by it.
Importance of Mission Statement
Establish company direction-the mission statement sums up your company’s direction and goals
for what you and your management team hope to achieve. The statement may be short but should
give a clear objective for why you do what you do. To inform the public-as much as you want to
establish your direction as an organization it is very important to establish it for the public so as
to communicate to them, your customer, industry partners why your goals are important to the
company’s overall direction.
It provides template for decision making-a mission should always be clear so as to set boundaries
which will enable owners to delegate both responsibility and authority. It forms the basis for
alignment-it forms the basis for alignment not only with the owner but also the entire
organization. When a new employee is hired it’s important that they know what the company
does, where it’s going and what it expects from them. It welcomes helpful change-most people
are resistant to change because in most cases it causes us to feel insecure and sometimes out of
control.
However, if the mission is clear team members will see the value of the change and how it helps
the organization to accomplish its objectives. It shapes strategy-a business will collapse without a
strategy. Instead of copying competitors, wise entrepreneurs create the most effective strategies

12
possible to accomplish their mission. Facilitate evaluation and control-as said earlier “what you
measure will be your mission” when you have a clear mission, written statement of mission you
will know exactly what to measure as well as how to measure it. Clarity of mission brings clarity
on every other level of the organization.
2.3.2 Selective Perception
This is a perceptual process in which a person only perceives what he desires to and ignores
other perceptions or viewpoints. “People screen out advertisements depending on their beliefs,
attitudes, conducting habits, uses preference and others”. Symour Smith(1960) biological factors
like age, gender and race may affect perception more to this an individual’s needs and
expectations and emotional state may have heavy influences on what one chooses to perceive.
Wilson and Abraham in 1997 found out that peoples heart rate changed in the same way as when
drunk, when they are talking to an attractive member of the opposite sex after taking what they
had been told was alcohol but was not. French Diarist Anais Nin said that “we don’t see things as
they are but we see things as we are. Selective perception may lead to ‘seeing’ things that the
person wants to and degrading the opposite of such, there are types of selective perception:
Perceptual vigilance and perceptual defense.
Perceptual vigilance refers to the process in which the individual notices and recognizes the
stimuli that may be significant to him at some degree. Perceptual defense occurs in an attempt of
a person to create a barrier between him and the stimuli so that he could protect himself from
having awareness of it.
2.3.2.1 Selective Perception Theory
This theory holds that we filter stimuli both consciously and consciously as we perceive the
stimuli. Consciously, we are able to block out certain stimuli such as color, sounds and images.
We can consciously focus our attention on specific stimuli and disregard, distracting,
unimportant or contradicting information. In other words, we actively choose what information
we digest and what we discard. This skill enables us to turn our attention away from certain
stimuli and handle the multiple distractions that we encounter throughout our day.
However, selective perception also happens unconsciously, without any purposeful effort on our
part for example, there have been studies that found that we are more likely to recognize certain
shapes and colors within our field of vision than others.

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WAYS TO CURB SELECTIVE PERCEPTION
Metrics: this guard against selective perception by taking subjectivizes out of the equation
entirely. If a company installs a metrics dominated culture where everyone is judged for hitting
their individual targets and business success is based on the members. It will get an unbiased
picture of who’s succeeding at their defined mission and who is lagging behind. This takes
exceptional care when deciding which metrics to emphasize and most importantly be careful that
employees don’t start chasing their numbers and neglect other critical aspects of the business.

WRITTEN STANDARDS
Taking the time to write out a mission statement, goals and values and the sticking to them is
very important this keeps everyone focused and following an established set of procedures to
grow the business. This helps eliminate selective perception which leads to bullying of the
employees checks and balance. This to seek the feedback of other managers that require
everyone to defend their positions and listen to what everyone else is doing in order to ensure
those biases don’t ruin performance and productivity.

360-DEGREE FEEDBACK
In most organizations there is the tendency for us to overestimate our own performance, giving
too much credit to ourselves for success and blaming others for failure. Getting feedback from
workers and the managers team may give everyone a clearer picture of the situation and prevent
these selective perceptions from influencing the organizational policy.
In the following points selective perception may lead to undermining of certain employee by
another. This is where one feels that their decision very right and can therefore not accept ideas
from others. When this happens the employee whose ideas is rejected feels dissatisfied and lack
belonging in the organization, this may lead to employee turnover which intern leads to hiring of
new employees.
This is very costly starting from the advertisement down to training and development of these
new employees, managers at all levels should therefore strive hard to ensure no such cases are
reported lest they lead to closure of the whole organization. It should be clearly highlighted that
ones ideas are welcomed to avoid biasness in the organization. Managers should also check on
each other and see if such traits exist amongst themselves.

15
2.3.3 Ethics
Ethics refers to the moral principle that reflect a society’s belief about the actions of an
individual or a group that are right or wrong. These beliefs may vary from one person to another
one therefore ethics is the end product is the end product of a process defining and clarifying the
nature and content of human interaction. Ethics also involves acting in order to attain human
goals. Managers claim that the most critical quality of ethical decision making is consistency.
The therefore try to adopt a philosophical approach that can provide the basis for the consistency
they seek. There are three ethical approaches that are highly considered. Managers who adopt the
utilitarian approach judge the effects of a particular action on the number of people directly
involved.
This approach rather than focusing on the motives behind an action, it focuses on the action
itself. Potentially negative results are weighed against potential negative results. If the positive
results outweigh the negative then the manager is likely to proceed with the action. Still there are
some managers who subscribe to the moral rights approach. This judge whether decisions and
action are in keeping with the maintenance of individual and group rights and privileges. The
moral right approach consists of rights of expression, freedom of speech and private company.
Managers who take the social justice approach how consistent actions are with equity, fairness
and impartially in the distribution of rewards and costs among individuals and groups.
Lack of ethics on employees’ lead to poor communication performance. In some cases
employees are so conceived with getting ahead and making money that they ignore procedures
and protocols . This can lead to additional paperwork, careless and following the rules will not
get them ahead in time business, sometimes feel a lack of motivation which often leads to a
decrease in performance. In conclusion, from the above points, for the employees to perform
ethical behaviors must be upheld.
2.3.4 Lack of Resources
Lack of resources could largely lead to poor performance in an organization. This is lack of
resources in terms of financial to pay the employees. Employees get the wrong impression of the
organization if they are not paid in time or even if they are not compensated incase of overtimes
or leaves. Proper communication should be done by the concerned head of department to avoid
employee dissatisfaction which may lead to employee turnover. Enough resources are therefore
essential to ensure that the organization is able to pay its employees. Poor performance could be

16
caused by lack of resources in terms of money to fund activities like training and development
which are key factors that affect performance if training and development is not done
occasionally, performance ma go down due to the ever changing technology. Similarly, today’s
organization are operating in a dynamic and highly competitive environment.
To remain relevant in the market they have to be able to respond quickly to the ever changing
customer needs. Lack of the resources to fund such activities can lead to poor performance due
to lack of skills and knowledge. Lack of funds to be used motivation purposes in terms of
rewards could lead to poor performance. Employees feel better if their good performance is
recognized and rewarded. Similarly, if this is not done they may fee; like they are not giving
their best to the best to the organization and also may feel demotivated to continue working
there. Organizations may face challenges of not keeping up with the market due to lack of
resources to hire, pay and maintain the talented personnel, the cost of hiring staff is very high
and therefore when the organization fails to pay its employees well, some of them may opt to
leave the organization for a better paying organization.
This deprives the organization of its money which it would have used in developing its
employees in a better way. Resources are what make an organization learn smoothly, it ensures
that all employees are paid in time; career and organizational planning is done and also ensures
that there is organizational development as a whole

17
2.4 Conceptual Framework
DEPENDENT VARIABLES INDIPENDENT VARIABLES

MISSION

ETHICS
PERFOMANCE
SELECTIVE PERCEPTION

LACK OF RESOURCES

Figure 2. 4 Conceptual Framework

Independent variable source (study 2020)
2.5 Critique of the Literature

2.5 Gaps in the research

18
 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Research design
The research used the probability design to get her data. Each employee in Family Bank
company has the probability of 1 to be selected for the interview. The research design sought to
identify the respondent by selecting the stakeholders Family Bank. This research design will help
capture altitude of the questions being sought
3.2 Population
3.2.1 Target Population
There are around 150 employees in Family Bank Githurai branch. This was the target population
that the researcher used.
3.2.2 Sample Population
The sample population that the researcher used is 60workers. The researcher used the simple
random sampling to get the right number that the required characteristics for the research process
3.3 Sampling procedure
The researcher applied simple random procedure to get the right number of the sample size. The
researcher used the Yemenis formulae n=N/(1+N(e)^2)
3.4 Data collection instrument
In this research study the researcher used both questionnaire, interviews schedules.
3.4.1 Questionnaire
"A questionnaire consists of a number of questions printed or typed in definite order on a form or
set of form" Kothari (2008). The researcher used close ended questions which were distributed to
the sample population in Family Bank. The researcher used questionnaire because of its low cost
and close ended questions are easier to analyze to get the data needed and therefore saved.

3.5 Data collection methods

The researcher used interviews to collect data. Weeds in 1944 defined an interview as a
conversation between two or more people where questions are asked by the interviewer to elicit

19
facts and statements from the interviewee. The method is flexible and one get first-hand
information. The method is flexible and one gets first-hand information is collected to ensure the
researcher achieve her objective and goals about the research.
3.6 Data Analysis method
The data was checked after the collection of questionnaire and later was analyzed using the
statistical package for social science (SPSS).

20
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS, AND INTERPRETATION

4.1 Introduction
This chapter presents the analyzed results gathered from the respondent. It is analyzed and
presented in form of tables and charts using descriptive method.
4.2 Response Rate
Table 4. 1 Response rate

Response Frequency Percentage (%) Rate

Responded 55 91.67
Non-response 5 8.33
Total 60 100.00

Response
Non-Response

Figure 4. 1 Response Rate

Source (Author 2019)

The general information of this study comprised of the respondent gender, age brackets,
educational background and staff category.

21
4.3 Demographic Information
4.3.1 Respondents Age
Table 4. 2 Respondent gender

Gender Frequency % Rate

Female 26 47.27
Male 29 52.73
Total 55 100
From the above data, it is seen that most of the respondent were males and held a 52.73% while
the female held percentage rate of 42.27.

Gender

Female
Male

Figure 4. 2 Respondent gender

Source: (Author 2019)

22
4.3.2 Respondents Age
Table 4. 3 Respondent Age bracket.

Age bracket Frequency % Rate

20-30 17 30.91
31-40 16 29.09
41-50 13 23.64
Above 50 09 16.36
Total 55 100.00
From the above data, it is clearly seen that employees between the age of 20-30 hold the highest
percentage of 30.91 %, followed by those in the age of 31-40 with 29.09%. Those in age of 41-
50 who hold a percentage of 23.64%, the last group with above 50 years employees hold a
percentage of 16.36%. This is the group with least number of employees.

Age bracket

20-30
31-40
41-50
above 50

Figure 4. 3 Age Bracket

23
4.3.3 Educational Background of Respondent
Table 4. 4 Educational Background

Educational Background Frequency % Rate

Certificate and below 6 12.73
Diploma 10 20.00
Degree 20 32.73
Masters 10 18.18
Above Masters 9 16.36
Total 55 100
The employees in family ban who hold a certificate and below were 6 with a percentage of
12.73%, while those with diploma were represented by 10 employees who held a percentage of
20 %, those with a degree were 20 represented by 32.73%. Those with the highest number of
employees while those with masters were 10 with a percentage of 18.18 and above masters were
9 employees and held a percentage of 16.36%

Education Background

certificate and below

diploma
Degree
Masters
Above masters

Figure 4. 4 Education Background

Source (Author2019)

24
4.4 Job description
Table 4. 5 Category

Staff Frequency % Rate

Subordinate 7 12.73
Line managers 20 36.36
Middle level managers 18 32.73
Top managers 10 18.18
Total 55 100
In the staff category, subordinate were 7 representing 12.73%, 20 for line managers with
36.36%, middle level were 18 representing 32.73% while the top managers were 10 representing
18.18%.

Staff category

subordinate
line manager
middle level manager
top managers

Figure 4. 5 Staff Category

Source (Author 2019)

Section B

25
4.5 Ethics
Table 4. 6 Ethics

Table describe the general experience of how good ethical standards influence performance
Ethics Frequency % Rate
Highly influence 10 18.18
Moderate influence 12 21.82
Influence 18 32.73
Neutral 6 10.91
Doesn’t Influence 9 16.36
Total 55 100
In this question, the employees who respondent that good ethical standard highly influences
performance were 10 and held a percentage of18.18%, moderately influences were 12, with
percentage of 21.82%, the number that said ethics influences performance were 18 with a
percentage of32.73%, 6 employees gave a neutral answer and held a percentage of 10.91% while
9 employees with a 16.36% of all the respondents held that ethics doesn’t influence performance.

Ethics

Highly infuences
Moderately influence
Influences
Neutral
Doesn’t influence

Figure 4. 6

26
4.6 To what extent does sexual harassment affects performance
Table 4. 7 To what extent does sexual harassment affects performance

Sexual harassment Frequency % Rate

Highly Affects 23 41.82
Affects 17 30.91
Doesn’t Affects 15 27.27
Total 55 100
Source (author 2019)
According to the data above, sexual harassment highly affects performance as 23 employees who
held a percentage of 41.82% said so. 17 employees with a percentage of 30.915 said that sexual
harassment affects performance while 15 employees with a percentage of 27.27% insisted sexual
harassment doesn’t affect.

Sexual harassment

Highly affects
Affects
Doesn’t Affect

Figure 4. 7 Extent to which sexual harassment affects perfomance

27
4.7 Extent that selective perception affects performance
Table 4. 8 Extent that selective perception affects performance

Options Frequency % Rate

Highly affects 17 30.91
Affects 15 27.27
Doesn’t Affect 23 41.82
Total 55 100
Source (Author 2015)
From the table above, 55 employees respondent to the question. 17 of them who had a
percentage of 30.91% said that selective perception affects performance. 15employees with a
percentage of 27.27% agreed that selective perception highly affects performance while 23
employees with a total of 41.82% insisted that it doesn’t affects performance. This was highest
number of employees.

Selective perception

highly affects
Affects
Doesn’t affect

Figure 4. 8 Extent that selective perception affects performance

28
4.8 Describe the general experience of how undermining one’s ideas under selective
perception affects performance
Table 4. 9 Describe the general experience of how undermining one’s ideas under selective
perception affects performance

Options Frequency % Rate

Highly Affects 20 36.36
Moderately affects 13 23.64
affects 12 21.82
Doesn’t Affect 10 18.18
Total 55 100
The table above shows that 20 employees who had a percentage of 36.36% said that undermining
one’s ideas highly affects their performance,13 of the respondent with percentage of 23.64% said
that it moderately affects while 12 employees with percentage of 21.82%said this affects
performance. However, 10 of the employees with percentage of 18.18% said that this does not
affect performance.

Selective perception

Highly affects
Moderately Affects
Affects
Doesn’t affect

Figure 4. 9 Selective perception

29
4.9 Being recognized as hardworking employee and being rewarded for it is motivating.

Table 4. 10 being recognized as hardworking employee and being rewarded for it is

motivating.

Discuss to what extent does lack of it due to lack of finance affects performance.
Options Frequency % Rate
Strongly affects 17 30.91
Moderately affects 19 34.55
affects 10 18.18
Doesn’t affect 9 16.36
total 55 100.00
From the above data, 17 of the respondent and who held a percentage of 30.91 insisted that lack
of finance to fund reward activities strongly affects the performance of employees, 19 of their
respondent who had a percentage of 34.55% said that it moderately affects while 10 employees
who had a percentage of 18.18%said that this affects performance. However only 9 of the
respondent with a percentage of 16.36% said that lack of finance to fund such activities doesn’t
affect performance.

Finances

strongly
moderately affects
affects
doesn’t affect

30
Figure 4. 10

4.9 Effect of lack of payment

Table 4. 11 Effect of lack of payment

Lack of payment of employees could lead to high turnover rates which in turn lead to high cost
hiring fresh employees. In your opinion do you agree that this could lead to poor performance?

Opinion Frequency % Rate

Strongly Agree 25 45.45
Agree 20 34.55
Doesn’t Agree 10 20.00
Total 55 100.00
Source (Author 2015)
From the data above 25 respondent and 45.45%said that they strongly agree with the fact that
employee are not paid there will be high turnover rate. 20 of them also agreed and held a
percentage of 34.55%. However only 10 of them with 20% did not agree.

lack of payment

strongly agree
Agree
Do not agree

Figure 4. 11 Effects of Lack of payment

31
4.10 Mission statement
Table 4. 12 Mission statement

should managers be directed by the mission statement for the subordinates to follow?

Options Frequency % Rate

Strongly agree 19 34.55
You Agree 14 25.45
Neutral 12 21.82
Doesn’t agree 10 18.18
Total 55 100.00
From the data above, 19 of the respondent who held a percentage of 34.55% strongly agreed that
employees should be directed by the mission statement for the subordinate to follow.25.25% of
the respondent agreed while 21.82% were neutral and 18.18% did not agree.

Mission statement

Strongly Agree
Agree
Neutral
Doesn’t Agree

Figure 4. 12 Mission statement

32
4.11 A company that has lost sight of its mission statement has taken its first step
towards failure.
Table 4. 13 A company that has lost sight of its mission statement has taken its first step
towards failure.

Options Frequency % Rate

Strongly agree 21 38.18
Agree 16 29.09
Neutral 8 14.55
Doesn’t agree 10 18.18
Total 55 100.00
From the information above 38.18% of the respondent strongly agreed, 29.09% agreed, 14.55%
took a neutral ground and 18.18% disagreed with statement.

Mission

Stronly Agreed
Agreed
Neutral
Doesn’t Agree

Figure 4. 13 A company that has lost sight of its mission statement has taken its first step
towards failure.

33
 CHAPTER FIVE
5.0 Introduction
This chapter contains the summaries of the finds of this research and are discussed in details. The
chapter will also contain the
5.1 Summaries of the findings
From the table 4.1, its evident that 55 employees of the sample respondents who responded to the
questionnaire. From the table 4.6 which was to describe the general experience on how social
standards affect performance 32.73% of the total respondents shoed that ethical standards
influences performance. This implies that whether good or bad ethical standards, performance
will be influenced.
Table 4.7 shows how employees responded to the question to what extent does sexual
harassment affects perforce 41.82% insisted that is highly affects performance this was the
highest number of the respondent who insisted on this 27.27% was the least number of the total
respondent to this question and insisted that sexual harassment does not affect performance.
From table 4.8, that respondent responded to the question to what extent does selective
performance affect performance. The respondent to this were all 55 in number and a percentage
of 27.27% of this number said that selective perception affects perception. This holds the least
number of the total respondent. The highest percentage of the total respondent held that selective
perception does not affects performance.
Table 4.9 the respondent were to describe the general feeling of how undermining one’s ideas
under selective perception affects performance. The highest percentage was 36.36% and their
responses were that it does not affect. This shows that selective perception in the case of
undermining one’s ideas affects performance because great ideas could be assumed which leads
to organization failure.
Table 4.10 shows the percentage that responded being recognized as a hardworking employee
and being rewarded for it can be motivating. Discuss to what extent lack of it due to lack of
finances affect performance. A percentage of 34.55% of the respondents said that this
moderately affects performance. A percentage of 16.36% of the respondent said that this does
not affect performance. This showed that of finance affects performance because a high
percentage of the respondent agreed that lack of finances affect performance because the

34
employees feel better if rewarded for a good performance and there strive to work harder and
also increase their commitment and devotion. This in turns increases the profits of the
organization
From the table 4.11 the respondents were to respond to the question that, lack of payment of
employees could lead to high turnover rates which lead to high cost of hiring fresh employees. In
your opinion do you think this could lead to poor performance? No person can without pay
bearing in mind the high cost of living. This therefore may lead to turn over rates and therefore
wastage of time during which the organization goes through the process of advertising and
placement of staff. Orientation and training of new staff also takes a lot of time during which
organization could be developing. Paying the staffs in good time is therefore the good way
motivate and become loyal to the organization.
Table 4.12 the respondent discussed the statement that the managers should be directed by the
mission statement for the subordinate to follow34.55% said that they strongly agreed with the
statement while 18.18% did not agree with the statement. This means mangers should stick to the
mission statement of the organization.
Table 4.13 the respondents were to discuss the statement that a company that has lost sight of the
mission statement has taken first step to failure. 38.18% of the respondents strongly agreed while
14.55% were neutral, this meant they did not want to fail under any options given.it true that a
company should ensure they have sight of statement to ensure that they do not divert from their
purpose of existing.
5.2 Conclusion
In conclusion we see that ethics really affect performance it is difficult for any person to work in
an unethical environment. It greatly affects those working under it. Sexual harassment may lead
to low turnover rate due to those who opt to leave the organization for a better place. Those who
leave may suffer from health problems both physically or mentally because of their inflicted fear
in them by the concerned managers. They may not be in a position to work well because of the
guilt that they may suffer from. They may suffer from physical problem if the contact certain
discuss whom they are sexual harassed. It is therefore important that the organization insure the
employees are well taken care of and unethical behavior like corruption and any others are
curbed.

35
Selective perceptions also affect performance a great deal. When a person comes up with an idea
every time and the idea is not taken in to consideration the individual may opt to keep the idea to
himself and therefore ideas that would have contributed to the development and growth of the
specific company are not put into the limelight. This lead to poor performance as that individual
will only be in the organization for the sake of being there. He cannot identify himself with
organization and hence productivity goes down. It is therefore the work of the managers to take
into account their ideas put forth by the staffs. Organization that consider employees ideas have a
high growth rate compare to those who do not consider them. It is therefore important for the
managers learn to value the employee’s idea for all of them to move forward and achieve their
objectives. This should also include not favoring someone more than others which reduce their
royalty to the organization.
Companies should also ensure their employees are paid in time to reduce employees’ turnover
which only increases the cost of employment. It is economical to hire a small number of
employees and ensure that they receive their payment on time rather of employees and fail to pay
them on time rather than have a very big number of employees and fail to pay them. Rewarding
employees for good performance increases employees’ commitment and also their royalty in the
company. This also helps them identify with the company and therefore increases productivity.
When an individual identify with a certain company they tent to perform better. This shows that
lack of resources to fund these activities and also for training and development could lead to poor
performance it is therefore responsibility of the employer they ensure that they maximize profit.
Mission statement is the reason for the existence of the company it should therefore be used to
direct the staff of that particular company. Managers should agree to be directed by it. if
managers are not directed by the mission statement performance may go down.
In conclusion we find that all the independent variables largely affect the dependent variable
which is performance. Managers should reconsider independent variable and ensure that they
create a good working environment in order to achieve the set target.
5.3 Recommendation
The researcher recommend that all to improve or maintain performance they should ensure that
the independent variables that affect performance should be improved so that high profit,
employees satisfaction and also other companies goals are realized. The company mission should

36
always direct the staff members and should not at one time divert from it. The managers should
also be keen to note the unethical behavior that may lead to poor performance.
Maximizing profit should also be essential in the organization to get money to pay its employees
and also to fund activities concerning them in the organization. This will help increase their
commitment. Selective perception should be curbed because it does not lead to development in
the organization. Lastly the management should take into consideration all the factors that affect
performance and work to improve or maintain performance if its desirable.

5.4 Suggestion for further studies

Further reading should been done on selective perception and more critics is needed to make this
research better. Citation is also needed in the ethical issues. There are other independent factors
that affect performance such as training and development motivation and also performance is
largely affected by contemporally issues in human resource management. All these points should
be read further for the employers to what to do to improve performance.

37
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40
 APPENDICES
APPENDIX I: INTRODUCTORY LETTER
Miriam Kisira

Kiriri Women's University of science And Technology,

P.O BOX 49274-00100

NAIROBI,KENYA

Dear Respondent,

RE: RESEARCH STUDY

I am a student at Kiriri Women's University of Science and Technology (KWUST) pursuing a

Diploma in Human Resource. As part of my study, I am currently undertaking a research
study project on ," Effects Of Communication Breakdown In An Organization," with the aim
of identifying the impacts and risk of fraud.

Your participation in this study is essentially and will be highly appreciated. Kindly spare a few
minutes to fill in the attached questionnaire which will take you approximately 10 minutes to
answer.

I assure you the information that you will give will be treated with the utmost confidentiality
and will only be used for academic purpose.

Thank you for your time.

Yours faithfully,

Miriam Kisira

41
Appendix II: Questionnaires
SECTION A

1.Name of the respondent(optional)______________________

2. Age category

20-30

31-40

41-50

Above 50

3. Education background

Certificate and below

Diploma

Degree

Masters

Above masters

4. Staff category

Subordinate

First line manager

Middle level manager

Top level manager

SECTION B

6. Describe the general experience of how good ethical influences performance

42
A highly influences

B moderately influences

C influence

D neutral

7. To what extent does sexual harassment affect performance

Highly affects

Affects

Does not affect

8. In your opinion to what extent does selective perception affect performance

Highly affect

Affect

Does not affect

9. Describe the general experience of how undermining once idea under selective
performance affects performance

Highly affects

Moderately affects

Affects

Does not affect

43
10. Being recognized as hardworking employee and being rewarded for it is motivating.
Discuss to what extent lack of it due to lack of finances affect performance.

Strongly affects

Moderately affects

Affects

Does not affect

11. Lack of payment of employees could lead to high turnover rates which in turn lead to high
cost of hiring fresh employees. In your own opinion do you agree this could lead to poor
performance?

You strongly agree

Agree

Do not agree

12. The manager should be directed by the mission statement for the subordinate to follow.

You strongly agree

You agree

Neutral

Does not agree

13. A company that has lost sight of its mission statement has taken its first step toward
failure.

44
You strongly agree

You agree

Neutral

Do not agree

45