THE EFFECTS OF ORGANIZATIONAL RESTRUCTURING ON EMPLOYEES’

SATISFATION: A CASE STUDY OF ENTEBBE HANDLING

SERVICES (ENHAS)

BY

SIMON …………………………..

19/DHRM/KLA/EVE/00…

SUPERVISOR: ………………………………

A PROPOSAL SUBMITTED TO THE HIGHER DEGREES DEPARTMENT IN

PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD

OF THE POST GRADUATE DIPLOMA IN HUMAN RESOURCE

MANAGEMENT OF UGANDA MANAGEMENT

INSTITUTE, KAMPALA

SEPTEMBER 2019

i
 TABLE OF CONTENTS

CHAPTER ONE ........................................................................................................................................... 1

INTRODUCTION ........................................................................................................................................ 1

1.0 Introduction ............................................................................................................................................. 1

1.1 Background to the Study ......................................................................................................................... 1

1.1.1 Historical Perspective .......................................................................................................................... 1

1.1.2 Theoretical Perspective ........................................................................................................................ 2

1.1.3 Conceptual Background ....................................................................................................................... 2

1.1.4 Contextual Background ....................................................................................................................... 3

1.2 Statement of the problem ........................................................................................................................ 3

1.3 Purpose of the Study ............................................................................................................................... 4

1.4 Objectives of the Study ........................................................................................................................... 4

1.5 Research Questions ................................................................................................................................. 4

1.5 Hypotheses of the Study ......................................................................................................................... 5

1.6 Conceptual Framework ........................................................................................................................... 5

1.8 Significance of the Study ........................................................................................................................ 6

1.9 Justification of the Study ........................................................................................................................ 6

1.9 Scope of the Study .................................................................................................................................. 7

1.9.1 Geographical Scope ............................................................................................................................. 7

1.9.2 Content Scope ...................................................................................................................................... 7

1.9.3 Time Scope .......................................................................................................................................... 7

1.10 Operational Definitions ......................................................................................................................... 7

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CHAPTER TWO .......................................................................................................................................... 8

LITERATURE REVIEW ............................................................................................................................. 8

2.1 Introduction ............................................................................................................................................. 8

2.2 Theoretical review .................................................................................................................................. 8

2.3 Conceptual Review ................................................................................................................................. 8

2.4 Actual Review ......................................................................................................................................... 9

2.3.1 Downsizing and Employees’ Satisfaction............................................................................................ 9

2.4.2 Employee Compensation and Employees’ Satisfaction ....................................................................... 9

2.4.3 Job redesign and Employees’ Satisfaction ........................................................................................... 9

2.5 Empirical Literature Review ................................................................................................................. 10

2.6 Synthesis and gap analysis .................................................................................................................... 10

CHAPTER THREE .................................................................................................................................... 11

METHODOLOGY ..................................................................................................................................... 11

3.0 Introduction ........................................................................................................................................... 11

3.1 Research design .................................................................................................................................... 11

3.2 Study population ................................................................................................................................... 12

3.3 Study Sample ........................................................................................................................................ 12

3.4 Sampling techniques and procedures .................................................................................................... 13

3.5 Data collection methods ........................................................................................................................ 14

3.5.1 Questionnaire Survey Method ........................................................................................................... 14

3.5.2 Interview Method ............................................................................................................................... 14

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3.5.3 Document Review Method ................................................................................................................ 14

3.6 Data collection instruments................................................................................................................... 14

3.6.1 Self-Administered Questionnaire ....................................................................................................... 14

3.6.2 Interview Guide ................................................................................................................................. 15

3.6.3 Document Review Checklist .............................................................................................................. 15

3.7 Validity and Reliability of the Research Instruments ........................................................................... 15

3.7.1 Validity .............................................................................................................................................. 15

3.7.2 Reliability ........................................................................................................................................... 15

3.8 Research procedure ............................................................................................................................... 16

3.9 Data Analysis ........................................................................................................................................ 16

3.9.1 Analysis of quantitative Data ............................................................................................................. 16

3.9.2 Analysis of qualitative data ................................................................................................................ 16

3.10 Measurement of variables ................................................................................................................... 16

3.11 Ethical consideration ........................................................................................................................... 17

REFERENCES ........................................................................................................................................... 18

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 CHAPTER ONE

INTRODUCTION

1.0 Introduction
This study will investigate the effects of Organizational Restructuring on Employees’
Satisfaction at ENHAS. This chapter provides an overview of the background of the study,
statement of the problem, purpose of the study, objectives of the study, research questions,
hypothesis, conceptual framework, significance of the study, justification of study, scope of the
study and definition of operational terms.

1.1 Background to the Study

Changes that are introduced in an organizational restructuring will affect the socio-psychological
well-being of organization members given the potential for uncertainty that may accompany such
changes. There is a need to better understand the consequences of organizational restructuring
and consider some of its potential side effects on the work environment.

1.1.1. Historical Perspective

The increase in global competitiveness, together with advances in technology and ongoing
changes in the environment, requires organizations to continuously adapt and be willing to
change their structures, strategies, methods and practices to remain competitive. In some cases,
they need to transform themselves from rigid bureaucracies into leaner, more flexible
operations also leads to the need to restructure (Cummings &Worley, 2019). Restructuring is
perceived as one of the significant forms of organizational change that affects the whole
organization than the peripheral changes commonly found in work places.

Restructuring in organizations is not a new phenomenon, Gumport and Snydman (2012)

indicated that for the past two decades, studies have addressed the formal structure of
organizations. Gumport (2010) stated that the challenge for organizations has been to stay
current with the various, continuous changes. It would be advantageous for these organizations

1
to reevaluate their structure in terms of the changing environment. In so doing, new information
about staying current could emerge. The most challenging type of restructuring has been internal
restructuring, where the approach to adopting strategies, processes, and structures are changed
(Koper & Richter, 2014).
Research further shows that restructuring in organizations meets with employee cynicism
(Stanley, Meyer & Topolnytsky, 2015), where employees felt administrators were engaging in
changes to benefit only themselves (Stanley et al., 2015). Giving employees the reasons for any
change, and then the reasons for the restructuring at any institution, may gain the acceptance of
the employees and help them maintain motivation. Maintaining motivation can have a positive or
negative effect on the experience of an employee either during or after the restructuring (Gilley,
McMillan, Gilley, 2019). Giving employees reasons for organizational restructuring, there is a
possibility that suspicion of motive could be eliminated (Caruth & Caruth, 2013).

1.1.2. Theoretical Perspective

This research will be based on the effect theory. According to Hall et al, 2019), effect theory is
arguably the most famous employee’s productivity model and it states that productivity is
determined by a discrepancy between what one is directed to do on a job and ones willingness to
do the job. Further, the theory states that how much one gets to know his/her output moderates
how productive one becomes when expectations are/aren’t met. When a person values a
particular requirement of a job, his/her productivity is more greatly impacted both positively
(when expectations are met) and negatively (when expectations are not met), compared to one
who doesn’t have directions.

This theory also states that evaluating the employees’ output will produce stronger feelings of
satisfaction thus making them maintain the excellent work or double their efforts to improve
their output. This theory suggests that individuals vary in their tendency to be productive on their
jobs, in other words, productivity is to some extent an individual trait, and therefore setting up
performance management practices will affect employees’ productivity either positively or
negatively and thus making this theory important to the current study.

1.1.3. Conceptual Background

Organizational Restructuring has been defined as any major reconfiguration of internal

2
administrative structure that is associated with an intentional management change program
(McKinley & Scherer, 2010). Restructuring of any kind can cause uneasiness among employees
in any organization, whether in business or higher education. Employee satisfaction, also known
as job satisfaction, is the extent to which an individual is happy with their job and the role it
plays in their life.
Stanley, Meyer and Topolnytsky (2015) stated that employee satisfaction is in essence an interactive
evaluative process between the individual and the environment. During this evaluation, the worker
weighs all job aspects and compares the current job to what is offered by labour-market opportunities
(Hamermesh, 2011). The result of this evaluation affect s outcomes such as the intention to change work
or to leave the company (Sumner & Niederman, 2013). According to Sempane, Rieger and Roodt (2012),
employees evaluate their job s using factors that they regard as important to them.

1.1.4. Contextual Background

Inherent in organizational change is uncertainty regarding how individuals should act and the
outcomes to be expected. ENHAS has been making changes that modified existing authority or
role structures that generate ambiguity and confusion regarding appropriate, effective action and
in-role behavior. Structural changes in ENHAS have challenging its goals and desired outcomes,
ultimately affecting quality of work life and employees struggle to align business with its own
interests. Successful implementation of change ultimately results in modified staff appraisals,
reward systems and communication. However, according to ENHAS performance report (2017),
these changes led job insecurity during the process which has lowered Employees’ Satisfaction.
In restricting, ENHAS came up with the following policy objectives: Aligning the performance
management system productivity, enhancing leadership commitment, developing effective
appraisal and rewarding systems, developing a culture for improving and identifying good
performance, encouraging stakeholder involvement in decision making process and continuous
monitoring. Trust and work satisfaction levels in ENHAS are always tracked before and three
months after organizational restructuring for varying types of changes that were initiated during
the restructuring. Both trust and satisfaction with working in the organization declined
significantly when compared to pre-restructuring levels.

1.2 Statement of the problem

The impact that change and restructuring has on employees’ self-confidence, potentially leading

3
to their resistance to the change, may cause the leadership of the organization to rethink the
process used to arrive at the change (Stanley, Meyer, & Topolnytsky, 2015). It is important to
understand the impact restructuring has on employees’ behavior, and to articulate strategies
organizations can use to restructure an institution effectively without compromising the morale
and motivation of its employees. Despite the fact that ENHAS has been adopting new changes as
a means of redefining its performance function of the employees, there are a number of issues
facing the effectiveness and efficiency in its reward system leading to lack of commitment of
employees, poor appraisals leading to poor decision making. Thus leading to a decline in
Employees’ Satisfaction in terms of staff commitment (from 70% to 60%), goal attainment (65%
to 50%) and decision making (70% to 55%) as indicated in ENHAS performance report (2017). it
is therefore with background that, the researcher intends to investigate the effects of restructuring
on Employees’ Satisfaction at ENHAS.

1.3 Purpose of the Study

The purpose of the study is to investigate the effects of organizational restructuring on
Employees’ Satisfaction at ENHAS.

1.4 Objectives of the Study

The study will be guided by the following objectives:
1. To investigate the influence of downsizing on Employees’ Satisfaction at ENHAS.
2. To analyze the influence of employee compensation on Employees’ Satisfaction at ENHAS.
3. To establish the influence of job redesign on Employees’ Satisfaction at ENHAS.

1.5 Research Questions

The study will be guided by the following research questions:
1. What is the influence of downsizing on Employees’ Satisfaction at ENHAS?
2. What is the influence of employee compensation on Employees’ Satisfaction at ENHAS?
3. What is the influence of job redesign on Employees’ Satisfaction at ENHAS?

4
1.5 Hypotheses of the Study
i. Downsizing affects Employees’ Satisfaction at ENHAS.
ii. Employee compensation affects Employees’ Satisfaction at ENHAS
iii. Job redesign Employees’ Satisfaction at ENHAS

1.6 Conceptual Framework

Independent Variable Dependent variable

(Organisation Restructuring) (Employee Satisfaction)

ORGANISATION EMPLOYEE SATISFACTION

RESTRUCTURING  Motivation
 Work environment
- Downsizing
- Employee compensation  Commitment

- Job redesign  Employee involvement

Intervening variables

- Government policies
- ENHAS rules and
regulations
- Organizational structure

Source: Researcher’s Own Construction (2018)

The conceptual framework presents the relationship between organizational restructuring and
employees’ satisfaction. Factors that influence organizational restructuring (as independent
variable) include: Financial restructuring, Downsizing restructuring and Portfolio restructuring.

5
The results of employees’ satisfaction (as dependent variable) include: Motivation, Work
environment, Commitment and Employee involvement. However, these are connected by the
intervening variables which include: Government policies, ENHAS rules and Organizational
structure.

1.8 Significance of the Study

The study will be important in the following ways;
This study will provide managers and board of directors of ENHAS and other companies in Uganda with
information on how corporate restructuring affect organizations and employee satisfaction. This
is because as these changes occur employees become insecure, confuse d about their job s and therefore,
less productive. The success of the organization will therefore depend on how successful leaders are at
leading and managing organizational change. It becomes critical that organizations should implement it
carefully, if they are to survive. The study will ensure that managers fully understand drivers of change,
the possible consequences of change on both organization and employees, and to take appropriate actions.
The outcomes of this study will also give rise to the formulation of an appropriate Human Resource (HR)
strategic framework that could assist organizations in implementing organizational restructuring.
Moreover, the findings of the research could be used to develop new models for implementing
organizational change that could be adapted to various change situations. For instance, they will Design
methods to involve employees in the decision- making process, improve worker conditions, and initiate
survivor re-training focused on the new job demands. The aim will be to improve their morale,
commitment and promote employee satisfaction.
Lastly, HR Researchers will Endeavour to advise colleagues of where and why tensions and
difficulties in employee relations may arise before, during or after the workforce reduction event,
and suggest ways of averting unnecessary conflict. An understanding of the factors that stifle or promote
employee satisfaction will also help organizations to be proactive by focusing inwards at their
departments and outwards at their customers in order to effectively re-organize and enhance the efficiency
of their delivery systems without jeopardizing worker quality.

1.9 Justification of the Study

The topic of the study is chosen because the literature review shows that the restructuring is only
in the short run and long-term strategy for improving employee’s satisfaction. Past studies have
not concentrated on assessing the effectiveness of restructuring defined sub populations with

6
shared characteristics. For instance, many of the employees’ of behaviour change have had
relapses back into their old negative behaviours as soon as the programmes are ended, the
practise is continuously rising.

1.9 Scope of the Study

The scope of the study is examined at three levels, namely: geographical coverage of the study,
content of the study and time scope

1.9.1 Geographical Scope

This study will be conducted at ENHAS. ENHAS Company is located at Entebbe Airport. Only
the employees’ who had worked at the ENHAS during one or more of the restructuring periods
will be included in this study.

1.9.2 Content Scope

The study will focus on the three objectives of the study which include, examining the influence
of downsizing on Employees’ Satisfaction, to establish the influence of employee compensation
on Employees’ Satisfaction and to establish the influence of job redesign on Employees’
Satisfaction at ENHAS.

1.9.3 Time Scope

The study will consider the period between 2017 and 2019 when restructuring was implemented
in the organisation. The study will take place for a period of four months from September 2019
to January 2020.

1.10 Operational Definitions

Organizational Restructuring: - Any major reconfiguration of internal administrative structure

that is associated with an intentional management change program (McKinley & Scherer, 2010)

Employees’ Satisfaction: - Employees’ satisfaction is the extent to which the perceived value
being offered by the organization matches with the employees’ expectations.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction
This chapter presents a review of literature on the topic under investigation. The chapter presents
a review of the relevant theories. It also presents empirical literature on organizational
restructuring and Employees’ Satisfaction

2.2 Theoretical review

This research will be based on the effect theory. According to Hall et al, 2019), effect theory is
arguably the most famous employee’s productivity model and it states that productivity is
determined by a discrepancy between what one is directed to do on a job and one’s willingness
to do the job. Further, the theory states that how much one gets to know his/her output moderates
how productive one becomes when expectations are/aren’t met. When a person values a
particular requirement of a job, his/her productivity is more greatly impacted both positively
(when expectations are met) and negatively (when expectations are not met), compared to one
who doesn’t have directions.

This theory also states that evaluating the employees’ output will produce stronger feelings of
satisfaction thus making them maintain the excellent work or double their efforts to improve
their output. This theory suggests that individuals vary in their tendency to be productive on their
jobs, in other words, productivity is to some extent an individual trait, and therefore setting up
performance management practices will affect employees’ productivity either positively or
negatively and thus making this theory important to the current study.

2.3 Conceptual Review

Organizational Restructuring has been defined as any major reconfiguration of internal
administrative structure that is associated with an intentional management change program
(McKinley & Scherer, 2010). Restructuring of any kind can cause uneasiness among employees

8
in any organization, whether in business or higher education. Employee satisfaction, also known
as job satisfaction, is the extent to which an individual is happy with their job and the role it
plays in their life.
Stanley, Meyer and Topolnytsky (2015) stated that employee satisfaction is in essence an interactive
evaluative process between the individual and the environment. During this evaluation, the worker
weighs all job aspects and compares the current job to what is offered by labour-market opportunities
(Hamermesh, 2011).

2.4 Actual Review

2.4.1 Downsizing and Employees’ Satisfaction

Downsizing occurs either reactively or proactively to contain costs, enhance revenue, enhance
efficiency, and/or bolster competitiveness (West, 2010). Armstrong (2012) explains that policies
set out the approaches the organization adapts to dealing with key aspects of human resource
management (HRM) and provide continuing guidelines on how these approaches should be
applied. They define the philosophies and values of the organization on how people should be
treated and from these are derived the principles upon which managers are expected to act
when dealing with Human Resource (HR) matters.

2.4.2 Employee Compensation and Employees’ Satisfaction

Employees typically depend on wages, salaries, and so forth to provide a large share of their
income and on benefits to provide income and health security. For employers, compensation
decisions influence their cost of doing business and thus, their ability to sell at a competitive
price in the product market. In addition, compensation decisions influence the employer's
ability to compete for employees in the labor market (attract and retain), as well as their
attitudes and behaviors while with the employer (Gerhart, Minkoff & Olsen, 2015.

2.4.3 Job redesign and Employees’ Satisfaction

Job redesign looks at specifically at ways to expand the employees’ job by redesigning certain
aspects relating to the scope and depth of the job of what the employee does and is responsible
for in the organization (Komio,2015). In so doing the managers ensures commitment and
motivation of the employee in the job. Job design, and redesign, can have an important impact

9
on job performance and morale. Job characteristics and job enrichment are alternative
approaches to job design that focus on reorganizing job content. By using either approach,
you can improve employee performance and ultimately organizational productivity.
Understanding these approaches and their limitations will help you choose how to best
approach job design in your organization (Angwin, 2015).

2.5 Empirical Literature Review

According to Leo and Teo (2015) effects on the individual employee have been studied
predominantly from a psychological and behavioral viewpoint with a focus on the
‘survivors’ (employees who remain in the organization after downsizing), victims (employees
who are actually asked to leave), and ‘executioners’ or implementers (managers who are
involved in directly implementing the downsizing, including asking people to leave) (Kraar,
2019).Survivor’s morale is affected due to fear of the unknown. They sit waiting to hear who is
next in line in terms of exit which is counterproductive for the organization. Once
organizations no longer reward hard work and dedication with lifetime employment, the old
psychological contract no longer holds (Mathys & Burack, 2010).

2.6 Summary of Literature Review

There are few published studies on organizational restructuring in Uganda and the practice of
assessing Employees’ Satisfaction is rare. This prompted the descriptive study to measure the
level of restructuring programs designed for employees to advice partners. Outcomes of the
study would be a significant step in the direction of evidence based to employees’ performance.

10
 CHAPTER THREE

METHODOLOGY

3.1 Introduction
This chapter presents the methodology that will be adopted 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 will be taken to ensure validity and reliability during the study and measurement of
variables.

3.2 Research design

The study will use a cross sectional study design, and this is because the researcher wants to
gather data once over a period of time in order to answer the research questions. According to
Joshua (1998), a cross-sectional study is a class of research methods that involve observation of
all a population, or a representative subset, at one specific point in time and for this case data will
be collected from November 2018 to January 2019. The study also will use a case study design,
and this is because data will be obtained from one organization which is ENHAS. Survey design
will also be applied because data relating to two variables will be collected. The study will use
both qualitative and quantitative approaches; qualitative approach will be used to describe the
characteristics/dimensions of research variables and to get opinions from different respondents.
Quantitative approach will be used to handle quantitative data generated during the study.
This study will also adopt an interpretive and explanatory research paradigm to interpret the
meanings, texts and actions of the organizational actors in respect to changes in municipality
practices, such as budgetary practices, and at the same time maintains a critical view of the
changes (Creswell, 2015). Interpretive and explanatory research is not only about reporting facts;
it is also about reporting interpretations of individuals’ perceptions and/or attitudes. Since
interpretive and explanatory research requires the researcher to interact with key stakeholders
though interviews, there it is a suitable approach to achieve the research objectives of this study.

11
3.3 Study population
The study population will comprise of 100 respondents categorized as follows: District budget
desk (5), District political leaders (20), Lower government technical staff (8), Lower
Government political leaders (15), Civil Society Members (13) and Ordinary Citizens (39).

3.4 Study Sample

The sample size will be 80 respondents, and this is determined by the Soloven’s formular for
sample size determination as it is shown below.
N
1 Ne
2
n=
Where, N is the target population,
n is the sample size
e, is the level of statistical significance which will be 0.05 for purpose of this study.
(e)2 = 0.0025
For this case:
N = 100
n = 100
1+100(0.0025)
n = 80
In addition to the above formula, Sekaran (2010) contends that, a sample size larger than 30 but
less than 500 is appropriate for most studies and this in agreement with the current study. The
distribution of the population and sample size is indicated in the table 3.1:

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Table 3.1: Sample Size and Sampling Techniques

Category Populatio Sample Percentage (%) Sampling

n size Techniques
Top management 5 5 7 Census sampling
Heads of department 20 15 19 Random sampling

Supervisors 8 8 10 Census sampling

Secretaries 15 13 16 Purposive sampling
Receptions 13 10 12 Purposive sampling
Guards and Cleaners 39 29 36 Random sampling
Total 100 80
Source; Primary Data

3.5 Sampling techniques and procedures

The study will use random, purposive and census sampling techniques.
Random sampling: Random sampling will be used to select respondents from the study population by
chance. In this process every respondent will have an equal chance of being included in the sample and
this will be applied to accessible clients.
Purposive sampling: Purposive sampling will be used where a number of respondents based on the nature
of their occupation will be selected. This method will be used to select respondents from the management
and authorities of customs services. This method will be appropriate because the expected sample
comprises of informed persons who possess vital data that is to be comprehensive enough to allow
gaining a better insight in the problem.
Census Sampling: A census is a study of every unit, everyone or everything, in a population. It is known
as a complete enumeration, which means a complete count Joshua (1998). When a population has been
identified a decision needs to be made and taking a census sample is a more suitable option. This method
will be used because it provides a true measure of the population (no sampling error). It also provides a
benchmark data that may be obtained for future studies, and further provides detailed information about
small sub-groups within the population that would have been neglected

13
3.6 Data collection methods

3.6.1 Questionnaire Survey Method

The study will use the questionnaire method to collect data. Such data can best be tapped on a
closed ended questionnaire which allows for easy correlation and regression of the respondents
attitudinal disposition on the independent and dependent variables as suggested by Amin (2015).
Secondly the use of a questionnaire allows busy respondents fill it at their convenient time. It
also allows respondents express their views and opinions without fear of being victimized (Oso
& Onen, 2018).

3.6.2 Interview Method

The study will employ interview method. Interviews in this study will help the researcher obtain
more information on the topic under investigation. This method will also be used because it will
offer the researcher an opportunity to adapt questions, clarify the questions by using the
appropriate language, clear doubts and establish rapport and probe for more information
(Sekaran, 2013).

3.6.3 Document Review Method

The researcher will review documents in order to obtain recorded information that is related to
the issue under investigation. This method will be used because it enables the researcher access
data at his convenient time, obtain data that are thoughtful in that the informants have given
attention in obtaining them and enables the researcher obtain data in the language of the
respondent (Oso & Onen, 2018).

3.7 Data collection instruments

The instruments used in this study will be questionnaire, interview guide and document review
checklist.

3.7.1 Self-Administered Questionnaire

The study will employ a questionnaire as a tool of data collection. The questionnaire for staff will
have six sections. The questionnaires will be closed ended. Closed ended questions will be

14
developed to help respondents make quick decisions; in addition, closed ended questions will
help the researcher to code the information easily for subsequent analysis and narrow down the
error gap while analyzing data as observed by Sekaran (2013).

3.7.2 Interview Guide

An unstructured interview guide will be used as a tool for collecting in depth information from
the key informants. The guide will have list of topical issues and questions which will be
explored in the course of conducting the interviews. The interview guide will be used because it
provides in-depth data which may not be possible to obtain when using self-administered
questionnaires (Mugenda & Mugenda, 2017).

3.7.3 Document Review Checklist

A document review checklist will be used to collect more in-depth data on the topic under
investigation. The checklist will be used to provide in-depth qualitative information which may
not be possible to collect with the closed ended questionnaire.

3.8 Validity and Reliability of the Research Instruments

3.8.1 Validity
To ensure validity, the questionnaire will be developed and given to three expert judges to score
the relevance of each question in providing answers to the study. After which a content validity
index C.V.I will be computed using the formula; number of items declared valid/number of items
in the questionnaire. A CVI of above 70% will be acceptable (Amin, 2015)

3.8.2 Reliability
A pre-test will be done on 10 of the respondents who will not be part of the final study. Data will
be coded and entered into the computer. Cronbach’s Alpha Reliability Coefficients will be
generated using the statistical package for social scientists (SPSS) computer program to estimate
the reliability of the questionnaire. The Cronbach’s alpha reliability coefficient of above 0.7 will
be acceptable (Sekaran, 2013).

15
3.9 Research procedure
The researcher will be given an official introductory letter from the University that will be
delivered to administration of ENHAS. This will enable the researcher to officially conduct the
study in the area under consideration. The researcher will proceed to the field, and the
introductory letter will be presented to respondents on request. The introductory letter thus will
help the researcher to establish a strong relationship and confidence building with the
respondents

3.10 Data Analysis

3.10.1 Analysis of quantitative Data

The statistical package which will be used for analysis of data in this study is the SPSS version
16.0. Different statistical techniques will be used namely: correlation and regression analysis.
The upper level of statistical significance for hypothesis testing will be at 5%. All statistical test
results will be computed at 2-tailed level of significance.

Descriptive statistics namely frequency counts, percentages will be used to analyze the
respondents’ demographic characteristics and the mean and standard deviation will be used to
analyze the respondents’ opinions on the public financial management practices and service
delivery in the district.

Data will be analyzed and correlated using Pearson Product-Moment correlation coefficient to
establish the relationship between financial reforms and service delivery in the district as
suggested by Sekaran (2013), Amin (2015) and Oso and Onen (2018:18).

3.10.2 Analysis of qualitative data

Qualitative data will be analyzed using content analysis. Responses from key informants will be
grouped into recurrent issues. The recurrent issues which will emerge in relation to each guiding
question will be presented in the results, with selected direct quotations from participants offered
as illustrations.

3.10.3 Measurement of variables

Data on the respondent’s views and opinions about the effects of organizational restructuring on
Employees’ Satisfaction will be obtained using scaled variables from a self- developed

16
questionnaire. A five point-Likert scale of 1= strongly disagree, 2= disagree, 3= not sure, 4=
agree and 5= strongly agree will be used to tap respondent’s perception on the study variables.

3.11 Ethical consideration

Before going to the field, the researcher will begin with getting authorization letter from the UMI
and then talk to the respondents and this will enable the researcher to attain adequate information
from the respondents. During data collection, confirmation will be given to the respondents in
that the researcher will assure the respondents that the reason for the research is for only
academic purpose and that no information will be given outside (Skinner, 2010).

17
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Ahmed, J., Devarajan, S., Khemani, S., & Shah, S. (2015). Decentralization and Service

Delivery (World Bank Policy Research Paper 3603). Washington, DC: World Bank.

Bailey, P; Farmer, D; Jessop, D; & Jones, D. (2018). Purchasing Principles and Management,

eight edition. Prentice Hall. Financial Times: Great Britain

Balunywa, m. (2014). Decentralization and Service Delivery in Uganda: The Case of

Contracting out Road Construction Services in Jinja District. Kampala. Makerere

University Library.

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