THE EFFECT OF DELEGATION ON EMPLOYEE PERFORMANCE IN RESTLESS

DEVELOPMENT UGANDA

BY

KIBIRANGO SHARIFAH
213-033072-06140
BPA

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF PUBLIC

ADMINISTRATION, FACULTY OF MANAGEMENT IN PARTIAL FULFILLMENT
OF THE REQUIREMENTS FOR THE WARD OF A BACHELORS DEGREE OF
PUBLIC ADMINISTRATION OF THE ISLAMIC
UNIVERSITY IN UGANDA

FEB 2016
0

DECLARATION
I, Kibirango Sharifah, do hereby declare that this dissertation is original and has not been
published or submitted for any other degree award to any other University before.

Signed: .......................................................... Date: ...........................................

Kibirango Sharifah

APPROVAL
This serves to certify that this dissertation satisfies the partial fulfillment of the requirements for
the award of a degree of a Bacholors degree of public Administration of the Islamic University
in Uganda
Supervisor
i.

Mr.Joloba Hydary

Signature:.. Date:........................................................

ii

ACKNOWLEDGEMENT
I am grateful to all my supervisor Mr. Joloba Hydar for supervising my work and giving me
valuable, clear and professional guidance on this study from the beginning to the end.
My sincere gratitude and appreciation go to my course lecturers for their most valuable and
dependable lectures/professional training which laid the foundation and built my confidence to
handle this research project.

iii

TABLE OF CONTENTS
DECLARATION..i
APROVAL...ii
AKNOWLEDGEMENT.iii
TABLE OF CONTENTS.....................................................................................................2
CHAPTER ONE..................................................................................................................3
INTRODUCTION...............................................................................................................3
1.0 Background to the study................................................................................................3
1.1 Statement of the problem...............................................................................................5
1.2 Objectives of the study..................................................................................................5
1.2.1 The general objective..................................................................................................5
1.2.2 Specific objectives......................................................................................................5
The study comprises of the following specific objectives...................................................5
1.3 Research questions.........................................................................................................6
1.4 Scope of the Study.........................................................................................................6
1.4.1 Geographically scope of the study..............................................................................6
1.4.2 Content scope of the study..........................................................................................6
1.4.3 Time scope..................................................................................................................6
1.5 Significance of the Study...............................................................................................7
CHAPTER TWO.................................................................................................................8
LITERATURE REVIEW.....................................................................................................8
2.1 Introduction....................................................................................................................8
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CHAPTER THREE...........................................................................................................15
METHODOLOGY............................................................................................................15
3.0 Introduction..................................................................................................................15
3.1 Research Design..........................................................................................................15
3.1.1 Study Population.......................................................................................................16
3.1.2 Sample Size and sampling methods of the study......................................................16
3.1.3 Sampling technique..................................................................................................16
3.2 Data Collection Methods.............................................................................................17
3.2.1 Questionnaires..........................................................................................................17
3.2.2 Interviews.................................................................................................................18
3.2.3 Documentary review.................................................................................................18
REFERENCES:.................................................................................................................19

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CHAPTER ONE
INTRODUCTION
1.0 Background to the study

Delegation is one of modern trends practiced by managers. Its function stands out
contributing and increasing the level of motivation of employees and achieving positive
returns for (an organization with a manager) and (an employee with a customer) both. On
the level of an organization, it achieves competitive advantage, knowledge inventory,
increases the level of productivity and speed in finalizing tasks effectively. On the level of
manager, it alleviates functional burdens, gains employees' satisfaction and builds
cooperation and trust between manger and employees giving a chance for manger to have
full-time for realization more important work. So, it reduces physical and intellectual efforts
exerted by manager and other employees. On the level of an employee, it works on
achieving functional empowerment, constructing alternative and administrative leadership,
making employees feel self-confidence and motivation for Excellency in performance. On
the level of customer, it meets the needs of customers rapidly, delivering or providing the
service will not be delayed due to delegation authority. Giving the customer a higher level of
care and attention, building customer's perceived and creating loyalty and mutual respect for
an organization and production in which the organization produced.
It can be said that the method of delegation authority becomes inevitable issue for every
organization whether in public or private sector. It is not optional due to many reasons that
have connected and brought developments and changes to the organizations including that
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(increasing their size and diversity of products, multiplicity of their products and spread of
their branches in different geographical zones and different local, regional and international
levels.
Managers have been imposed for the necessity to have a way for helping them in facilitating
business affairs and alleviating the burdens in which they arent tolerated, implemented and
controlled by a manger. On other hand, different social and environmental transformations in
organizations have been changed since the classical school was differentiated by centralism
and subjecting to orders of managers without reluctance. Implementing processes and
procedures become more flexible, and free due to employees. The results of applying this
sprinciple has helped employees to be enhanced, imposed different functional rights for
them, and necessity to transform from dictatorship to democracy associates with modern
trends of management and employees' desires and wishes. In addition, managers will be able
to maintain their job position and preserve the process of facilitating business affairs,
employees' loyalty, enabling to be remained and achieving performance efficiency.
It is also widely accepted by organizational theorists that human resource is one of the most
important assets of an organization because the main activities of the firm are done through
employees (Amabile, 1993). Armstrong (2006) mentioned that the people who work in
organisations are the most important resources with which success can be attained. In other
words, the success of an organization in realizing its objectives heavily depends on the
performance of its employees. Delegation is one such factor affecting the performance of
employees in organisations.

1.1 Statement of the problem

It stands out reality to the phenomenon of delay in delivery of services to citizens, reviewers
and routines from perspective of researchers based on thoughts of customers in order to
obtain variety services, functional job methods and technical tasks done by employees at
Sawa World organisation (SW), which leads the capacity to absorb a long time with clients
and reviewers to obtain the required services. The results will be accumulation of business
affairs on citizens and wasting time and effort of employees and clients. The question of
what is the effect of delegation on employees' performance due to efficiency, effectiveness,
decision making, empowermet and assignment has been emerged.
1.2 Objectives of the study
1.2.1 The general objective.
The present study will aim at identifying the effect of delegation on employee performance
at Sawa World.
1.2.2 Specific objectives.
The study comprises of the following specific objectives.
i. To examine the effects of delegation on efficiency at Sawa World Organization.
ii.

To examine the effect of employee empowerment on employee pergormance at Sawa World

Organization

iii.

To examine the effect of employee assignment on employee performance at Sawa World

Organisation.

1.3 Research questions

i. What are the effects of delegation on employee performance?
ii. What are the effects of delegation on employee efficiency?
iii. How can delegation be empowered and made effective?
1.4 Scope of the Study
The scope of the study will be seen in terms of geographical scope, time scope and content
scope as detailed below;
1.4.1 Geographically scope of the study.
The study will focus on Sawa World Organization Uganda because limited time and
financial resources could not allow for the study to be conducted in all NGOs in Uganda.
1.4.2 Content scope of the study.
The study will focus on the effects of delegadation on employee performance in NGOs, with
particular reference to Sawa World Organization Uganda.
1.4.3 Time scope
The study in terms of periodic scope was limited to the period between 2006 and 2014, due
to availability of data on the subject under investigation.

1.5 Significance of the Study

It lies on the importance of the topic related to delegation from high management to lower
managerial levels of employees at Sawa World Uganda. Studying such phenomenon
discovers the level of centralism and decentralism applied in management of municipality
affairs in which a lot of work and different services are implemented for local community
and citizens due to increasing the level of service, performance and speed.
This matter is going to achieve a higher level of satisfaction and loyalty to customers.
Delegation of employee reflects positive returns achieving efficiency, effectiveness and
empowerment. In addition creating alternative leadership, trust, cooperation between
functional high and medium levels or between employer and employees.

Conceptual Framework
Figure 1: Conceptual framework
Independent Variables Intervening Variables

Dependent Variable
Staff performance

Delegation
Salary increament
Promotion
Job empowerment
Recognition
Recruitment

Intervening Variables :

Timely delivery of
work
Improved productivity
Worker quality
Creativity
Team work

work environment
leadership styles
organizational culture
Source: Wignaraja, K. (2006). As modified by the researcher.

The conceptual frame work shows the relationship between delegation incentives and the
employee performance. Delegation incentives are taken as the independent variables and
employee performance as the dependent variable. Delegation incentives include; job recognition,
5

Recruitment, salary increament, promotion and job empowerment. Work environment, leadership
styles and organisational culture and values are intervening variable. Employee performance has
been conceptualized as; timely delivery of work, creativity, teamwork, work quality, creativity
and improved productivity .
The model suggests that delegation incentives can contribute significantly to employee
performance with help of the intervening variables. Delegation incentives namely; job
recognition, promotion and Job empowerment positively affect employee performance. The
model further assumes that the work environment, leadership styles and organisational culture
and values would have intervening effect on the relationship between delegation incentives and
employee performance. The model suggests that delegation incentives can contribute
significantly to employee performance with help of the intervening variables .

CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
The purpose of this chapter is to review related literature by other researchers and how they
relate to this study. The chapter will present literature on delegation of employee on
employee

performance giving clear explanation

on assignment, efficiency and

empowerment.
The effect of delegation on efficiency and effectiveness.
Hashem et. al, (2013) conducted a study on the impact of structural empowerment in
achieving psychological empowerment. The study has reached that there is a statistical
significant between availability of structural empowerment represented by delegation of
authority, Personality development, participation and Development innovative behavior on
achieving psychological empowerment represented by one's awareness that he holds an
important and meaningful job position, feeling effective, independent and capability to be
effective.
AL-Matouh (2003) studied the role of delegation of authority in achieving the objectives of
an organization. The study has reached that delegation of has played a basic role in
achieving business fast. It raises the morale among workers. It allows the chance for
building employees and enables them to alternative leadership and ability to manage
organizations.
The effect of job empowerment on employee performace

The study of AL-Qaryouti (2006) on the feeling job empowerment among managers of
middle management level in Kuwait. The study depended on a random sample reached to
(445) employees represent managers of middle management and they work in public
institutions in Kuwait. The study has reached for different results as following: there are
important factors enhancing feeling in job empowerment, and they differ due to
demographic features of samples participants.
The study of Schriesheim, etal (2008) on the delegation and leadership- member exchange:
main effects moderators measurement issues. Subordinate and supervisor leader-member
exchange (LMX) were examined as correlates of delegation and as moderators of
relationships between delegation and subordinate performance and satisfaction. Raw score
analyses of data on 106 dyads showed both to be significantly related to delegation and to
have similar main and moderating effects for subordinate performance and satisfaction.
Finally, within- and between-groups analyses largely supported the level-of-analysis
predictions of the LMX approach. Implications for future LMX research are discussed.
Wadi (2009) conducted study on the impact of authority delegation on managerial
performance. The study aimed at identifying the impact of delegation on workers
performance of Sudan University of Science & Technology (SUST). Sample of the study
was consisted of (60) workers and they were randomly selected. The study have reached for
following results: delegation of authority strengthens human relations among members of
the organization, enhance self-confidence among workers and increase the level of
achievement in tasks and work assigned for workers and speed of implementation.
The study of AL-joqi (2010) on the impact of delegation of on the effectiveness of
management decisions. The results of study have shown that the level of applying delegation
8

in yamen Oil Company was low. Also, there is a strong and positive relation between
successes of delegation process and heads' sufficiency. The company has sought for
achieving its objectives in the light of taking effective decisions. In addition, if the company
doesnt apply authority delegation among employees, this will depress them and there is no
motivation in implementing managerial decisions. So, high managements decisions will not
be effected and have important value.
But the study of Senyuta (2013) titled delegation and performance. This paper empirically
investigates how the level of authority delegation is related to the performance of an
organization. Decentralized, horizontal organizational structure takes advantage of more
efficient decision making, mainly due to more efficient use of "soft" information. The cost of
such decentralization is the loss of control and the need to properly incentivize agents who
are legitimately given the authority to make decisions. This is the trade-off organization
faces when deciding on the level of authority delegation.
The study of Shekari, et al (2011) on the relationship between delegation authority process
and rate of effectiveness: case study municipality regions of Mashhad. Findings of this study
suggested that in general, between the delegation authority process and rate of effectiveness
there is a significant correlation (P-value = 0.000), also, between delegation authority
process, including: preparation, appreciation stage and effectiveness, there is a significant
relationship. The greatest effect among five stage of delegation authority process, the aspects
of appreciation and preparation is related to, So that the power of explains appreciation equal
to 0.165 and the power of explains preparation equal to 0.142 is.
The study of Fehr, etal (2011) on the lure of authority: motivation an Authority and power.
The study studied the motivation and incentive effects of authority experimentally in an
9

authority-delegation game. Individuals often retain authority even when its delegation is in
their material interest suggesting that authority has nonpecuniary consequences for utility.
Authority also leads to overprovision of effort by the controlling parties, while a large
percentage of subordinates underprovide effort despite pecuniary incentives to the contrary.
Authority thus has important motivational consequences that exacerbate the inefficiencies
arising from suboptimal delegation choices' incentive effects of power".
Awawdeh (2014) conducted study on the regulatory factors affecting the administrative
authority: the perceptions of staff (managers) in Jordanian ministries centers. The study
found that there were no statistically significant differences at ( 0.05) in perceptions
about the administrative authority attributed personal and functional for the following
variables (gender, age, years of experience), while there is statistically significant at (
0.05) for perceptions of staff of the factors affecting the administrative authority in the
ministries centers Jordan attributed to the educational qualification variable and vary with it
for the rest of demographic factors. The study recommended the importance of diagnosis
Regulatory barriers that may limit the dissemination of culture and policy mandate and on
two levels: the first regards as element managers Influential industry in this culture and its
pro source or vice versa, and the second related to staff delegation and awareness of their
culture and environment.
The study of Darwish (2010) on the delegation of authority to the best method to raise the
efficiency of job performance. The research aims to diagnose the actual reality of the
exercise of the powers delegated by the organization research sample and its impact on the
performance efficiency and identifying the concept of delegation of authority as an act of
administrative and positive role functionality in the efficiency of organizations in general,
10

and in particular, the organization surveyed among the most important results of the research
is to follow the tide of revelation inaccurate for people and committees that have been
delegated authority resulting in some of the directions that do not serve the administrative
work in the surveyed Organization, and the method adopted version in organizational units is
weak, due to the weakness of directors informed of the latest developments that rate
methods modern administrative work.
AL-Qaryoni (2003) studied the trends for those who occupy leading jobs in ministries and
public departments in Kuwait for authority delegation. The study has discussed the rends for
those who occupy leading jobs in ministries and public departments in Kuwait for authority
delegation due to the definition, importance, extent of relaxation or feeling that it is a threat
for their leading roles. The study has recommended in following suggestions:

The need to take into account different official sides to select leading functions at
ministries and official departments.

The need to conduct training courses for the present leaders as conferences and
workshops and define disadvantages of centerlisim and authority monopoly by
managers

The need to provide material and moral incentive employees to accept the
authorization, and that by linking efficiency in the exercise of powers delegated to
them material and moral incentives.

Effect of employee assignment on employee performance

The study of Frehiat & Alawneh (2000) on the factors effect of assignments in industry:
an empirical study. The study aimed at identifying the factors effect on assignment in
industry. Many models have been established to interpret some actions and perceptions
relating to assignments. The study reached for following results: most perspectives of
managers were positive. Practice delegation associated with conviction of the importance
of the assignment manager level information exchange mechanisms available in the
11

institution. In addition delegation isnt related to appropriate time for taking decisions by
manager, controlling, employees experience and raising their productivity. The models
has shown that the source of the factors are psychological, mental and personal related to
manager more than to these relate to the institution and economic and legal information.
The study of AL-Adaila (1998) on the delegation of authority in Jordanian public
institutions: an empirical study. The study aimed at identifying level and degree of
assignment of managerial authority in public institutions. The results of the study have
shown that the degree of applying delegation was medium. Also, there is a statistical
significant for variable of method of taking decisions and trust degree among elements of
delegation process and speed in finalizing transections. In addition, there is a statistical
significant for variables of (age, job position and experience). Whereas, there is no
statistical significant for variable of qualification.
The study of Awamleh (1994) under the title of delegation of authority in public and
private institutions: an empirical study. The study aimed at analyzing definition of
delegation of authority together with assignments through a selected sample that has been
taken from institution of both sectors (public and private). The study has reached for
following results:

There is a huge gap between self conviction in employee assignments and

extent of applying by researchers.

Similarity in delegation authority motivations in public and private institutions.

Difference in methods authority assignments inside both sectors.

Similarity of general trend about the features of employees and to whom

assignments were delegated.

12

There were significant obstacles for assignments in both sectors including

weakness in trust, lack of training, rigidity of legislations and retardation of
organizational structures.

The study recommended in necessity narrowing the gap between conviction and
authorization applied. Necessity of adopting clear basics for authorization and identifying
its different sides in order to conduct more empirical studies.

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CHAPTER THREE
METHODOLOGY

3.0 Introduction
This chapter will present the methodology that will be used during the study. It describes and
discusses; the research design, sample size and selection, the data collection methods used
and their corresponding data collection instruments, data management and analysis procedure
as well as steps that were taken to ensure validity and reliability during the study and
measurement of variables.
3.1 Research Design
The research design will aim to follow the direction in which the research is employed or
collecting the data relevant to the study, this study will adopt a correlational design which is
used for examining relationships between two or more non manipulated variables and in this
matter the relationship between delegation and employee performance. The study will mainly
use quantitative approach, also a qualitative approach will be adopted to enable the
researcher capture data that would be left out by the quantitative approach. This will aim at
capturing more in-depth information on the topic under investigation.

3.1.1 Study Population

Sekaran, (2003) defines a population as the entire group of people or events or things that a
researcher wishes to investigate. The study will be conducted among Sawa World
14

employees. Those employees representented all categories of employees including

managers, full time employees and volunteers. The whole population was estimated at
157(Sawa World Uganda, 2016). It was from this population that the sample size was
derived.
3.1.2 Sample Size and sampling methods of the study
To avoid unguided generalisation, its widely recognised that the study chooses a sample
size.

The study will use a sample size of 130 respondents drawn from the study

population of 157 employees of Sawa World Uganda.

Table 1: showing population, Sample size and sampling methods

area of study
Managers

Target Population
10

Sample Size
10

Sampling Technique
census

Full time staff

Volunteers
Total

45
100
157

40
80
130

Simple random
Simple random

3.1.3 Sampling technique

Census which an investigation of all the individual elements that make up the population
will be used to select, NGO managers and finally Simple random sampling which is a
sampling procedure that ensures each element in the population will have an equal chance
of being included in the sample is to be used to select full time staff and volunteers. The
lottery method is to be used on the categories of full time employees and volunteers.
Independently each for each category a member will be assigned a unique number. The
numbers will be put in a bowl and carefully mixed. Without looking the researcher then
selected the numbers which represented individuals who became part of the sample. All
these will give an informed representative view of the employee performance and the
contribution of delegation. This will help the researcher to get the appropriate sample size
15

in terms of accuracy and cost effectiveness putting into consideration the subject matter of
investigation. The researchers will walk into the premises of respondents, introduced
himself to the respondent as he explains the purpose and objectives of the study, and those
who would accept to participate in the study will be given questionnaires to fill in.
3.2 Data Collection Methods
The collection of data in this will take two forms, namely the collection of primary data and
the collection of secondary data. The collection of primary data involves the use of
questionnaire method to gather information from selected respondents and interviews. The
collection of secondary data involves reviewing the operational manuals, guides, journals.
3.2.1 Questionnaires
The questionnaire will be selected for use in this study because its quite popular and low
cost even when the universe is large and is widely spread geographically (Kothari 2004) .
The researcher will submit the questionnaire to respondents who are expected to read and
understand the questions and respond. Only close ended questions will be employed. This
instrument contained close-ended questions.
3.2.2 Interviews
Responses (Kothari 2004). This method will be used through personal face to face
interviews and it will be administered to managers. The interview method of data collection
involves presenting of oral verbal stimulus and replies in terms of oral
3.2.3 Documentary review
Documents concerning Delegation and employee performance over the past years would
be provided to the researcher. These included, HR manual and policies on incentives,
workers evaluation reports and employee Performance appraisal reports. The checklist is
16

important because it provides in-depth qualitative information which may not be possible
to collect with the closed ended questionnaire.

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