4.3.8. How employees like their employer
Table 4.9. How employees like / dislike their
employer
|
Feeling
|
DUTERIMBERE IMF SA
|
IMF UNGUKA SA
|
|
Frequency
|
Percent
|
Frequency
|
Percent
|
|
Strongly dislike
|
3
|
15
|
0
|
0
|
|
Dislike
|
3
|
15
|
1
|
5
|
|
Neither like nor dislike
|
1
|
5
|
0
|
0
|
|
Like
|
1
|
5
|
0
|
0
|
|
Strongly like
|
12
|
60
|
19
|
95
|
|
Total
|
20
|
100
|
20
|
100%
|
Source: Primary data
In DUTERIMBERE, 15% do not like working with the current
employer at all, 15% somewhat like working with current employer, 5% neither
like nor dislike, 5% like their employer while and 60% strongly like their
institutions.
In UNGUKA, the scenario seems different. 5% do not like their
institution while 95% reported to strongly like their employer. This may be
explained by, among other factors, the fact that 40% of UNGUKA employees who
were involved in this study happened to be shareholders in the same while none
of DUTERIMBERE interviewed staff were shareholders.
Employees who do not like their organization, it does not need
to be emphasized are like travelers in a car park. They are ready to leave any
time the opportunity comes by. On the other hand, having employees who like
their organization is all employers should look for.
Loyal employees are a great asset, they are good
organizational citizens who are ready to defend its cause whenever, whatever
the cost. One way of building up this positive attitude is through encouraging
employees to be shareholders.
4.3.8. 2. Employees perception of supervision
Table 4.10: Employees perception of
supervision
|
DUTERIMBERE IMF SA
|
IMF UNGUKA SA
|
|
Strongly dislike
|
0
|
0
|
1
|
5
|
|
Dislike
|
3
|
15
|
0
|
0
|
|
Neither like nor dislike
|
0
|
0
|
0
|
0
|
|
Like
|
6
|
30
|
1
|
5
|
|
Strongly like
|
11
|
55
|
18
|
90
|
|
Total
|
20
|
100%
|
20%
|
100%
|
Source: Primary data
In DUTERIMBERE IMF SA, 15% do not like the quality of
supervision, 30% on the other hand like it while 55% strongly like it. On the
other hand, however, 5% of UNGUKA's respondents strongly dislike the way
supervision is done, 5% like it while 90% strongly like it.
Employees' supervision ensures that the assigned tasks are
being carried out as per plans. The quality of supervision matters, it
demonstrates one of the critical skills required from line managers: human
relations skill. Supervision needs to strike some balance in such a way that
employees will feel that managers trust them as they also note that they need
to do what they are assigned with.
Good supervision, it has been discussed in the second chapter
motivates employees and
maximizes their potential. Poor supervision, on the
other hand, is not enough responsibility for
taking action for the prevention of problems, mistakes,
accidents, and injuries. Poor supervision removes a very important part of the
employee support process, eliminating the opportunity for reference, learning,
and safety.
Employees feel that their work is not valued by the company,
and loyalty is difficult to form - if it forms at all. Without loyalty,
employees are more likely to deviate from acceptable business practices. Such
activities can include theft, decreased employee effort, mismanagement, and
falsifying documents, among other things.
| 
