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| Task Oriented Management and Organisational Performance in Manufacturing Firms: A Case Study of Hima Cement Factory, Kasese District
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Ntirandekura Moses, Friday Christopher, Mbisi Enosh Muhindo, Akankwasa Alex
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Abstract:
The study aimed at establishing the relationship between task-oriented management and organizational performance of Hima Cement Factory. It was guided by objectives which involved to examine the relationship between task structure and organizational performance of Hima Cement Factory, to establish the relationship between managers authority on organizational performance of Hima Cement Factory and to analyse the relationship between manager and staff relations and organizational performance of Hima Cement Factory. The study espoused a cross sectional research design with both qualitative and quantitative approaches. The study used a sample size of eighty respondents who were selected using stratified sampling, simple random sampling and purposive sampling techniques. Data analysis was done using descriptive and inferential statistics which were done using Statistical Package for Social Sciences software version 22.0. The findings of the study revealed that respondents were in agreement that the manager provided a plan for how to do work and talked optimistically about targets and encouraged employees to take initiative. The findings also revealed that the manager created confidence among employee and suggested ways for better performance. The findings revealed that the manager communicated timely. The findings indicated that supervisor relied on his judgement when passing performance requirements and asked for feedback regarding good and bad performance. It was revealed that the manager responded favourably to suggestions and conducted counselling. The manager inquired about problems that employees faced. The study concluded that there is a significant relationship between task structure and employee performance. The findings concluded that there is a significant positive relationship between level of authority and employee performance. It was concluded that leader member relations had a significance positive relationship with employee performance. The study recommended that the management of Hima Cement Factory should continue to provide plans on how to do work, set targets and encouraging employees to take initiatives. The manager should put much strength in timely communication and the supervisor should ensure that employees are consulted when passing performance requirements.
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