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The study was concerned with the factors affecting continuous improvement in AFCO. This
chapter presents the findings of research done based on and guided by the research questions.

 

Respondents were from the various management levels i.e top level, middle level, lower level
and subordinate staff. Total respondents were employees made up of as follows accounts, audit
and shop attendants at the establishments.



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The analysis shows that the respondent rate of female was higher at 60% as compared to male
rate of 40%.This means that there are more females than men in the AFCO than men.
This information can be illustrated in a bar graph as below.

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From the graph 60% of employees were female while 40% were male. The company was
dominated by female employees.

Respondents years of service

Years of service Frequency Percentage
2-4 years 4 16
5-7 7 28
8-10 12 48
11 years and above 2 8
Total 25 100
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From the received data, majority of the respondents have worked between eight to ten years,
which constitutes 48%.This is followed by other respondents who have worked between five to
seven years who constitute 28%. 16% of the respondents have worked for between two to four
years while respondents who had worked eleven years and above represented 8% of the
population
This information is illustrated in the chart below:

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Administration 3 12

Supplies/Stores 9 36

Accounts/Audit 7 28

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The departments respondent fairly with supplies representing the majority with 36%.They where
followed by Accounts and Audit with 28%, the subordinate staff had 24% of the respondents
while Administration had the lowest response of 12%.This showed that all the departments had
some interest about the research.
This can be represented in the chart figure 4.4 below

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Total of 70 employees were selected and only 44employees filled and surrendered the
questionnaires. The response rate was 63%.

The response rate was low as most of the respondents were in fear of giving company
confidential information so they could not return the questionnaire.

Respondents¶ knowledge of management style in practice

Table 4.6 Knowledge of management style
Management style Respondents Percentage
Autocratic 6 24
Democratic 3 12
Laissez faire 0 0
Don¶t know 16 64
Total 25 100
Source: Research data
From the respondents data received the following can be analysed
24% of the employees had the view that the management style in place was autocratic. Those
who thought that it was democratic were 12%. None of the respondents knew about laissez faire
Style of management while 64% had no idea of the management style in operation. This
showed that many of the employees lacked knowledge of practical management styles that can
be adopted by organisations in running it.

Management style satisfaction

Table 4.1 Satisfaction of management style
Satisfaction Respondent Percentage
Very satisfactory 2 8
Satisfactory 4 16
Unsatisfactory 12 48
Very unsatisfactory 7 28
Total 25 100
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Table6.5:Respondents interactions
Interaction level Frequency Percentage
Very good 2 8
Good 8 32
Bad 11 44
Very bad 4 16
Total 25 100
Source: Research data
Majority of the respondents said that the interaction is bad constituting 44%, while 32% said that
the interaction was good. 8% concluded that the interaction was very good but 16% said that the
interaction was very bad. From this analysis it can be concluded that the interaction is not
favourable for smooth running of the organisation. The interaction should be enhanced to
encourage exchange of views among the various departments thus

Consideration of staff in decision making

Table 3.4 Respondents rate
Staff consideration Frequency Percentage
Highly considered 3 12
Considered 5 20
Not considered 13 52
Highly not considered 4 16
Total 25 100
Source: Research data
In regard to service provision,62% of the respondents said that customers are satisfied with the
services they receive while 38% concluded that customers have complains over the
services they get. This proved that majority of the customers are satisfied.
Effect of management style on continuous quality improvement
Table 4.5 Respondents rate
Level of agreement Frequency Percentage
Strongly agree 5 20
Agree 16 64
Disagree 4 16
Strongly disagree 0 0
Total 25 100
Source: Research data
From the analysis, 20% of respondents concluded that the management style in place affects
implementation, 64% also were of the same opinion while 4% disagreed but none of the
respondents had the opinion that it does not affect. It can be concluded that management
style affect an organisation in embracing continuous quality improvement.
In regard to organisation culture, 60% said that there was an organisation culture in place while
40% said it was nonexistent. Out of the 60%, 27% were of view that it positively affects
continuous improvement while 33% said that it negatively affects this process.

Responses on effect of organisation culture over continuous quality improvement in AFCO

The respondents were asked whether they agreed organisation culture affects AFCO in
implementing continuous quality improvement strategy. They gave the responses indicated in
table 3.4 below
Responses Frequency Percentage
Strongly agree 3 20
Agree 5 33
Disagree 6 40
Strongly disagree 1 7
Total 15 100
Source: Research data
From the data, 20% of the respondents strongly agreed that the organisation culture had an effect
on implementation of continuous quality improvement. 33% agreed while 40% disagreed
but only 7% strongly disagreed on its impact on continuous quality improvement. Most
of the respondents were of the opinion that culture affects continuous quality
improvement implementation.
This information is illustrated in graph figure 2.8 below

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Respondents were asked whether employee promotions in AFCO were satisfactory or not The
responses given are shown in the table below.
Responses Frequency Percentage
Highly satisfactory 3 12
Satisfactory 5 20
Dissatisfactory 13 52
Highly dissatisfactory 4 16
Total 25 100
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Majority of the respondents i.e 52% were dissatisfied with managements approach to
promotions, 20% were satisfied with the approach, 12% were highly satisfied but 16%
were dissatisfied .In overall it can be concluded that many respondents were against the
promotion approach adopted by the management. Many suggested that promotions
should be done on merit and openly but not in closed door meetings.
In order to portray good image to the public, many of the respondents suggested that AFCO
should engage itself in improving the welfare of the lees fortunate in the society through
donations, education scholarships and any other beneficial activity to the community.
To maintain customer loyalty, many suggested that AFCO has to offer after sales service,
provide quality products and take customer complains seriously and solve them.
In regard to staff orientation, majority of the respondents supported that AFCO has implemented
it whenever it employs new staff.
Responses in relation to staff motivation through training
Respondents were asked whether staff are motivated to improve their creativity through training.
Their responses are represented in the table below:
Responses Frequency Percentage
Highly motivated 2 8
Motivated 6 24
Demotivated 13 52
Highly demotivated 4 16
Total 25 100
Source: Research data
Majority of the respondents were demotivated representing 52%, while 16% were highly
demotivated, 24% were motivated while undergoing training and only 8% were highly
motivated by the managements approach in regard to staff training.
Majority of the respondents suggested that staff should be motivated to train through recognition,
reimbursement of tution fees, sponsoring staff to attend professional seminars and any
other approach that is beneficial to staff development.

Responses on the effectiveness of continuous system of staff training to continuous quality

improvement.
Respondents were asked about the effectiveness of continuous staff training on improving
quality. Their response is illustrated in the table below.
Table 7.6 Respondents opinion on effectiveness of training on quality improvement
Responses Frequency Percentage
Highly effective 4 16
Effective 9 36
Ineffective 9 36
Highly in effective 3 12
Total 25 100
Source: Research data
36% of the respondents were neither of the opinion that its effective nor ineffective, 16%
concurred that staff training is highly effective while 12% said that it was ineffective. It
 can be concluded that the staff were unable to identify the fruits of their training in
relation to continuous quality improvement.

Responses on employee consideration to their contribution to AFCO in respect to their training

Respondents were asked whether employees contribution to AFCO in respect to their training is
considered, their response can be illustrated in the table below.
Table 4.6: Respondents opinion on employee consideration to their contribution after training
Responses Frequency Percentage
Highly considered 2 8
Considered 3 12
Not considered 14 56
Highly not considered 6 24
Total 25 100
Source: Research data
From the analysis, 56% of the respondents were of the opinion that employee training is
not considered when evaluating staff contribution. 24% concluded that their contribution
is highly not considered while only 12% and 8% were of the opinion that staff training is
considered and highly considered respectively when evaluating their contribution to
AFCO.
In regard to what can be done to improve employee job satisfaction, majority of the respondents
suggested that employees after every two years should be evaluated and a performance
criteria formulated to rate them. Others suggested that upon completion of a professional
course, they should be granted a direct promotion to the next grade. Only a few who
suggested that to reduce job monotony, reshuffles and transfers should be carried out
after three years to enable staff experience different challenges in the work place.