FACTORS AFFECTING THE LEADERSHIP STYLES ADOPTED BY

FLIGHT HANDLING AGENCIES IN KENYA: A CASE STUDY OF

OPERATIONAL DEPARTMENT, AT SWISSPORT KENYA

BY
MUMIA TERESIA

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENT FOR AWARD OF DIPLOMA IN BUSINESS
MANAGEMENT TO THE KENYA INSTITUTE OF MANAGEMENT

MAY 2017
 DECLARATION

Declaration by the Student

This research project is my original work and has never been presented to any other
examination body. No part of this research should be reproduced without my consent
or that of the Kenya Institute of Management.

Name: .Sign: Date:

KIM/DBM/23805/15

Declaration by the Supervisor

This research project has been submitted for defense with my approval as the Kenya
Institute of Management.

Name: .Sign: Date:

Lecturer Supervising

For and on behalf of the Kenya Institute of Management

Name: .Sign: Date:

Branch Manager, Nairobi Branch

ii
 DEDICATION
This research project is dedicated to my parents Mr. and Mrs. Mumia who supported
me during this period.

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 ACKNOWLEDGEMENT
This research study is a result of support from several sources; first I would like to
praise and honor the Almighty for granting me grace and power to write this project. I
would also like to thank my supervisor Mr. Jackson Gilo who supported and guided
me through his comments and advice that were very helpful in writing my project.. I
would like to thank the entire KIM community for their support and Swiss port Kenya
Management for allowing me to conduct this study at their premises. Thank you all
for it is by your support that I have successful finished this project.

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 ABSTRACT
This research study sought to investigate the factors affecting leadership styles
adopted by flight handling agencies in Kenya with reference to the Swissport Kenya.
The specific objectives of the study were to determine the effects of communication,
training, job satisfaction, motivation and organizational culture on leadership styles
adopted by flight handling agencies in Kenya. This study would be significant to the
management of Swiss port Kenya, other flight handling companies, airlines and other
researchers.

The study covered a target population of 88 employees in cargo department at

Swissport Kenya and used stratified random sampling where 50% of the entire target
population formed the sample size (44) of the study. Data was collected from both
primary and secondary sources using questionnaires. The questioners were both open
ended and closed ended. The findings were presented using tables and figures
respectively depending on the techniques.

From the study findings 62% of the respondents agreed that communication affects
leadership styles adopted by flight handling agencies whereas 98% of respondent
indicated that training affects leadership styles adopted by flight handling agencies.
Majority, 90% agreed that job satisfaction affects leadership styles adopted by flight
handling agencies whereas 58% indicated that motivation does affect leadership styles
adopted by flight handling agencies. On organization culture, 73% agreed that it
affects leadership styles adopted by flight handling agencies while 27% disagreed.

The researcher recommended that the company managers should establish a certain
comfort level over time with individual employees and these relationships should be
valued and nurtured by every individual in Swissport Kenya to ensure employer,
employee and customer work together and easily meet all needs thus encouraging
adoption of good leadership styles by flight handling agencies. Swissport Kenya
should ensure that they have such managers to remain competitive and engage their
employees in decision making to make them better understand linkage between their
performance and rewards they want most. It was also recommended that managers
should ensure that their culture is consistent with the societys ethical values and it
should not be strong to undermine individuals freedom.

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 TABLE OF CONTENTS
DECLARATION.......................................................................ii
DEDICATION..............................................................................................................iii
ACKNOWLEDGEMENT............................................................................................iv
ABSTRACT...................................................................................................................v
TABLE OF CONTENTS..............................................................................................vi
LIST OF TABLES......................................................................................................viii
LIST OF FIGURES .....................................................................................................ix
OPERATIONAL DEFINITION OF TERMS...............................................................xi
LIST OF ABBREVIATIONS........................................................................................x

CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction...........................................................................................................1
1.2 Background of the Study......................................................................................1
1.3 Statement of the Problem......................................................................................5
1.4 Objectives of the Study.........................................................................................6
1.5 Research Questions...............................................................................................6
1.6 Significance of the Study......................................................................................7
1.7 Limitations of the Study........................................................................................7
1.8 Scope of the Study................................................................................................8

CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction ..........................................................................................................9
2.2 Review of Theoretical Literature .........................................................................9
2.3 Review of Critical Literature..............................................................................28
2.4 Summary and Gaps to Be Filled.........................................................................29
2.5 Conceptual Framework.......................................................................................31

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 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction .......................................................................................................33
3.2 Study Design ......................................................................................................33
3.3 Target Population................................................................................................33
3.4 Sample Design....................................................................................................34
3.5 Data Collection Procedures.................................................................................34
3.6 Data Analysis Methods.......................................................................................35

CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction .......................................................................................................36
4.2 Presentation of Findings.....................................................................................36
4.3 Summary of Data Analysis.................................................................................51

CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction.....................................................................................53
5.2 Summary of Findings..........................................................................................53
5.3 Conclusions.........................................................................................................54
5.4 Recommendations...............................................................................................55
5.5 Suggestions for Further Study............................................................................56

REFERENCES...........................................................................................................57
APPENDICES
Appendix - I Letter of Introduction
Appendix II Questionnaire

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 LIST OF TABLES
Table 3.1 Target Population......................................................................................33
Table 3.2 Sample Size...............................................................................................34
Table 4.1 Response Rate...........................................................................................36
Table 4.2 Gender.......................................................................................................37
Table 4.3 Departments..............................................................................................38
Table 4.4 Years Worked in the Company..................................................................39
Table 4.5 Highest Level of Education .............................................................40
Table 4.6 Communication.........................................................................................42
Table 4.7 Extent of Effect of Communication..........................................................43
Table 4.8 Training.....................................................................................................44
Table 4.9 Extent of Effect of Training........................................................................45
Table 4.10 Job Satisfaction.........................................................................................46
Table 4.11 Extent of Effect of Job Satisfaction...........................................................47
Table 4.12 Motivation.................................................................................................48
Table 4.13 Extent of Effect of Motivation..................................................................49
Table 4.14 Organization Culture.................................................................................50
Table 4.15 Extent of Effect of Organization Culture..................................................51

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 LIST OF FIGURES
Figure 1.1 Organization Chart....................................................................................4
Figure 2.1 Conceptual Framework...........................................................................31
Figure 4.1 Response Rate.........................................................................................36
Figure 4.2 Gender.....................................................................................................37
Figure 4.3 Departments............................................................................................38
Figure 4.4 Years Worked in the Company................................................................39
Figure 4.5 Highest Level of Education ............................................................40
Figure 4.6 Communication.......................................................................................42
Figure 4.7 Extent of Effect of Communication........................................................43
Figure 4.8 Training...................................................................................................44
Figure 4.9 Extent of Effect of Training......................................................................45
Figure 4.10 Job Satisfaction.......................................................................................46
Figure 4.11 Extent of Effect of Job Satisfaction.........................................................47
Figure 4.12 Motivation...............................................................................................48
Figure 4.13 Extent of Effect of Motivation................................................................49
Figure 4.14 Organization Culture...............................................................................50
Figure 4.15 Extent of Effect of Organization Culture................................................51

ix
 LIST OF ABBREVIATIONS
DBM Diploma in Business Management
KIM Kenya Institute of Management
MBO Management by Objectives
NRB Nairobi
CEO Chief Executive Officer

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 OPERATIONAL DEFINITION OF TERMS
Communication Two-way process of reaching mutual understanding, in
which participants not only exchange encode-decode
information, news, ideas and feelings but also create
and share meaning.
Job Satisfaction is how content an individual is with his or her job.
Affective job satisfaction is the extent of pleasurable
emotional feelings individuals have about their jobs
overall, and is different to cognitive job satisfaction
which is the extent of individuals satisfaction with
particular facets of their jobs, such as pay, pension
arrangements, working hours,
Motivation Internal and external factors that stimulate desire and
energy in people to be continually interested and
committed to a job, role or subject, or to make an effort
to attain a goal.
Organizational Culture It is the set of values, norms, standards for behavior that
influence the way in which individual, groups and
teams interact to achieve organizational goals.

Training It is the process of increasing the knowledge and skills

for doing particular tasks.

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 CHAPTER ONE
INTRODUCTION OF THE STUDY
1.1 Introduction
This study will cover investigation on the factors affecting the leadership styles
adopted by flight handling agencies Kenya. The study consist of eight sections, that is
the background of the study, statement of the problem, objectives of the study,
research questions and the significance of the study, scope and limitations of the
study.

1.2 Background of the Study

Leaders in organizations mediate and reconcile the often-conflicting expectations of
constituents, lack direct hierarchical and reward power and have resource dependence
and shifting expectations. Organizational leaders derive power from the fact that they
are in control of critical resources and are able to dispense them to internal
stakeholders in their organizations. This means that they are able to direct internal
stakeholders to act in accordance with organizational goals. The extent a leader is
successful may depend on their ability to build trust between the parties and create
opportunities for each party to fulfill both their individual and collective goals
(Caroline, 2004).

This requires that such leaders are resourceful and tactful, relying on their personal
qualities to assure effective performance in their leadership roles. Leadership
processes define, establish, identify, or translate this direction for their followers and
facilitate or enable the organizational processes with the aim of achieving the
organizational purpose. Organizational purpose and direction can be defined in terms
of mission, vision, strategy, goals, plans, and tasks. Leadership is tied to the continual
development and attainment of organizational goal (Datta, 2006).

Lack of vision in the management of organizations often leads to imbalance in the

allocation and use of resources. In this Fink (2005) point out that; poor results in
education are related to the resources allocated to it. They are also of the view that
input-output studies should be done using learning achieved as seen from students
examination performance. The impact of organization management is an essential
element in such studies. Many authors hold that the perspective of leadership is a

1
functional one, meaning that leadership is at the service of collective effectiveness.
Describing a similar approach to team leadership, Aycan (2005) argued that the
leaders main job is to do, or get done, whatever is not being adequately handled for
group needs. If a leader managers, by whatever means, to ensure that all functions
critical to both task accomplishment and group maintenance are adequately taken care
of, then the leader has done his or her job well. These assertions can be made whether
leaders are leading groups, multiple groups combined into a department or a division,
the organization as a whole, or group of multiple organizations. This defining element
of organizational leadership also means that the success of the collective as a whole is
a (if not the) major criterion for leader effectiveness.

People are significant barriers in the attempt to drive strategic change. According to
Albers (2009), change leaders must create an environment where people involved in
the change process can open themselves up to new ideas and concepts, adopt new
assumptions, and overcome their hostility and resistance to change. Bentley (2002)
showed that lasting success in leading strategic change lies in the ability of leaders to
alter the mental maps of the people within their organization. They argued that instead
of an organization in approach, an individual out approach that seeks to realize
the goal of strategically changing the organization by first changing its individuals
must be adopted. This approach to change requires strong and emotionally intelligent
leaders who relate to the fears, anxieties and insecurity that people feel in change
environments. Effective change leaders share the following common characteristics:
act as framers of the change environment for both the organization and the affected
individuals; create and foster the climate necessary to nurture the change
environment, to learn from mistakes, and to fashion new solutions that drive
transformation; are the examples of change, providing a highly visible and credible
role model for the organization; are determined and dedicated, inspiring and
encouraging a passion for the success of the change initiative; and are interactive
networks who persuade, influence, explain, critique and occasionally cajole in their
commitment to sustain strategic change.

After all above theories other leadership theories were proposed and discussed
primarily by Management Science and Social Psychology researchers, which are
limited in perspective, excluding views of leadership developed in other disciplines,

2
as well as in Philosophy, History and Art. These theories are dominated by
hierarchical, linear, male, pragmatic and Newtonian perspective Leadership is one of
the key driving forces for improving firm performance. Leaders, as the key decision-
makers, determine the acquisition, development, and deployment of organizational
resources, the conversion of these resources into valuable products and services, and
the delivery of value to organizational stakeholders. Thus, they are potent sources of
managerial rents and hence sustained competitive advantage (Milner, 2007).

Hence, the Job satisfaction of CEOs, which is indicative of their tendency in

managerial behaviors and actions, is an essential ingredient in the mix of factors that
influence a firm's success. A related premise underlying this study is the likelihood of
a strong correlation between Job satisfaction and firm characteristics. Specifically, it
is posited that in order for a firm to succeed, the business strategies and management
practices have to fit or match the owner/CEO's Job satisfaction. In other words,
certain types of business strategies and management systems are more appropriate
than others for particular types of Job satisfaction and success is more likely when
there is such an internal consistency. Transactional leadership helps organizations
achieve their current objectives more efficiently by linking job performance to valued
rewards and by ensuring employee have the resources needed to get the job done. The
level of integration and interdependencies that are needed for the new work
environment as well as global competition require leadership that goes beyond the
more basic transactional styles, which involve contingent reinforcement and
management-by-exception, to styles that are more intellectually stimulating,
inspirational, and charismatic (Baron, 2012).

Further, transformational leaders create a strategic vision, communicate that vision

through framing and use of metaphor, model the vision by walking the talk and
acting consistently, and build commitment towards the vision. This view suggests that
transformational leadership will result in high levels of cohesion, commitment, trust,
motivation, and performance in these new organizational environments. Previous
empirical research and Meta analyses have indicated that transformational leadership
has a positive effect on individual performance and organizational outcomes (Aldag,
2005).

3
Prior research has examined various factors to explain the growth of firms, but the
role of the Job satisfaction of CEO has not been studied. Understanding relationships
between performance, Job satisfaction, business strategies, and management systems
should provide clues on how the growth paths of fast track firms differ from those of
lazybones. Prior research has focused on diverse personal, firm, and market
characteristics that influence small business success (Kuul, 2006). This thesis extends
such research by specifically analyzing the effects of Job satisfaction on small
business success.

1.2.1 Profile of Swissport Kenya

Swissport is the world's largest provider of ground and cargo handling services in the
aviation industry. The company provides services on behalf of some 835 client-
companies and handles around 230 million passengers and 3.9 million flights
(movements) per year. The company operates around 120 warehouses and moves
approx. 4.1 million tonnes of cargo. Swissport Kenya Limited part of Swissport
International Ltd. provides ground handling services and cargo handling at the Jomo
Kenyatta International Airport, Nairobi Kenya. Globally, Swissport is active at more
than 270 airports in 48 countries on five continents and generates consolidated
operating revenue of CHF 3.0 billion.

Figure 1.1 Organization Structure of Cargo Department at Swissport Kenya

Head of Cargo Department

Operations Head of Levy Operatio

Cargo Staff
Manager Operations ns
Supervisor

Source: Swissport Kenya (2017)

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1.3 Statement of the Problem
Stoner and Friedman (2003) define leadership styles as the various patterns of
behaviour favored by leaders during the process of directing and influencing workers.
Leadership style is the way in which the functions of leadership are carried out, the
way in which the manager typically behaves towards employees of the group. Cole
(2009) in support asserts that an individual's leadership style refers to their preferred
manner of tackling task and personal issues in delivering the goals set for the group or
team. Attention given to leadership style is based on the assumption that subordinates
are more likely to work effectively for managers who adopt a certain style of
leadership than for managers who adopt alternative style. Mullins (2008) argues that
leadership style is related to motivation, interpersonal behaviour and the process of
communication. He goes on to say that keeping people motivated is key or central to
the organizational performance. This therefore Mullins (2010) suggests that the
leader-follower relationship is reciprocal and effective leadership is a two way process
that influences both individual and organizational performance.

In motivating employees, leaders design effective organizations. The business world

is dynamic today, so managers must understand the change process if the organization
is to survive in the competitive environment. Leaders focus on moving people and
organizations forward by increasing the competency of staff and cooperation of teams
in order to improve the organization. In other words, leaders today create an
environment that encourages the development of skills, learning, and openness. This
has the effect of fostering teamwork that participates in the development of
organizations financial and human resources, which will positively affect the overall
organizational performance. To make front-line responsibility effective, leadership
must give subordinates the opportunity to develop quality decision-making skills and
learn to trust them so that they may perform above expected levels knowing that they
will be executing their ideas. Management researchers have long held the belief that
performance is unattainable without enduring commitment of employees of the
organization and it is against this background that a study on factors affecting
leadership styles adopted by flight handling agencies Kenya will be conducted to give
suggestions for improvement.

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1.4 Objectives of the Study
1.4.1 General Objective
The main objective of this study was to investigate the factors affecting leadership
styles adopted by flight handling agencies Kenya.

1.4.2 Specific Objectives

i. To examine the effect of communication on leadership styles adopted by flight
handling agencies in Kenya
ii. To determine the effect of training on leadership styles adopted by flight
handling agencies in Kenya
iii. To examine the effect of job satisfaction on leadership styles adopted by flight
handling agencies in Kenya
iv. To find out the effect of motivation on leadership styles adopted by flight
handling agencies in Kenya
v. To examine the effect of organization culture on leadership styles adopted by
flight handling agencies in Kenya

1.5 Research Questions

i. What is the effect of communication on leadership styles adopted by flight
handling agencies in Kenya?
ii. How does training affect leadership styles adopted by flight handling agencies
in Kenya?
iii. What is the effect of job satisfaction on leadership styles adopted by flight
handling agencies in Kenya?
iv. How does motivation affect leadership styles adopted by flight handling
agencies in Kenya?
v. What is the effect of organization culture on leadership styles adopted by
flight handling agencies in Kenya?

1.6 Significance of the Research

1.6.1 Management of Swissport Kenya
The findings of the study will assist top management of the organization to understand

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fully the factors affecting effective leadership styles and where to improve so as to
maintain consistency satisfaction of customer and creation quality services to the
customers.

1.6.2 Other Researchers

Scholars and researchers will benefit by finding ready information on effective
leadership styles and motivational theories. Also the study would help them to
undertake further research to provide more information on effective leadership
styles.
1.6.3 Other ground handling agencies
The findings of the study will assist top management of other ground handling
organizations to understand fully the factors affecting effective leadership styles and
where to improve so as to maintain consistency in satisfying of customer and creation
of quality services to the customers.

1.6.4 Airlines
The findings of the study will assist top management airline organizations to
understand fully the factors affecting effective leadership styles and where to improve
so as to maintain consistency in satisfying of customer and creation of quality services
to the customers.

1.7 Limitations of the Study

1.7.1 Confidentiality
The organization had policies on confidentiality and privacy and employees were
restricted not to share information with the non-members of the organization.
However the researcher assured the respondents that the study was purely academic
purpose but not investigation

1.7.2 Bureaucracy
Since every organization have rules and regulation stipulated by the acts on which
such organization are formatted. The researcher encountered long time during the
process of answering the questionnaires basically this challenge was explained to the
management the importance of the research especially with respect to answering
questions and how the findings would help the organization bridge the gaps developed
by the student and help future scholars for their academic work.

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1.8 Scope of the Study
The study sought to determine the factors affecting the leadership styles adopted by
flight handling agencies Kenya. It will be limited to Cargo department at Swissport
Kenya which is located at JKIA - Cargo Terminal 3 in Nairobi. The study focused on
the operations manager, operational supervisors and cargo staff with a population of 88
employees and took a period of three months from February 2017 to May 2017.

CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction

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This chapter reviews the various past studies that has been carried out in relation to
leadership styles adopted by flight handling agencies. The chapter presents the various
literatures existing in the subject in terms of introduction, theoretical reviews, critical
reviews, summary and conclusion.

2.2 Review of Theoretical Literature

2.2.1 Communication
The communications world is noisier and more complex than ever before. Media are
more fragmented, politicians more skeptical, campaigners more vocal and the news
cycle never stops. You need to stay several steps ahead of your competitors. To win,
you must engage, persuade and convince, not just talk. It can only survive and grow if
it focuses on the need of the consumer. We need to see what our target market is. We
need to address the consumers mind. It's basically when you convince the consumer
to buy a specific product which is going to fulfill the consumer needs. It's when you
teach the consumer about the product. Whether you are placing your ad on the TV or
radio, newspaper or Internet it should make your customers think about your product
or service in a different way. A good ad has the potential to persuade a customer and
change his mind to switch to a different brand. A good ad always tells the customer
why he should buy that product and what are the advantages of the product (Barrier,
2011).

When you want to make advertisement you should be clear enough that like. It is
important for the customers to know who you are but it is more important for them to
understand what you can do for them. It is quite obvious that people look at their own
interest first. While making an ad this should be your entry point. Let them know first
who you are and then highlight the unique aspects of your product and services,
something that others don't offer. Only then you can attract the customers towards
your brand. It is a wrong idea that the customers will automatically get back to you if
your product is good. Your competitors are always trying hard to pull your customers
towards their product or service. So keep your customers reminding about the value
that they get when they buy your product or service (Brown, 2011).
You make a good advert. The customers come to you and buy your product. If your
product is not good and if you try to fool them they will never get back to you. In such
case no ad will be good enough to work. So when you go for advertising, try to

9
capture the reality. Example: In August 2009, Nissan worldwide launched a campaign.
They won the award of the best commercial of the year. They put a song "You Really
Got Me" in the backdrop which was a famous song those days. It was a very happy go
lucky advert. It won the award but didn't sell the product. Nissan they declined in
USA. Buyers of Nissan were lower in past 6 years. They had the loss of 500 and 18
million dollars in 1998 (Steward, 2011).

Communication with customers can often be accomplished more easily by smaller

businesses than larger companies that are often slowed by layers of bureaucracy.
Methods of communication can include telephone calls, postcards, newsletters, and
surveys as well as face-to-face conversation. Such interactions can guide small
businesses both in meeting current concerns of customers and in anticipating future
issues. And while such steps are perhaps most helpful when dealing with regular
customers, consultants counsel business owners who specialize in making big-ticket
sales to try and maintain communications with their customers as well. Such
customers may not make a purchase every month; noted Frederick (2011), but those
purchases that they do make carry a lot of weight.

Reichheld (2009) notes that big-ticket purchases typically have a fair amount of
service and financing associated with them, both of which provide small businesses
with opportunities to nourish their relationship with the customer. In addition,
consultants observe that communication with ex-customers can be helpful as well. "A
defecting customer may offer a reason that points to a potentially serious problem
within your company. Communication with front-line employees, employees who are
kept appraised of changes in company products and services are far more likely to be
able to satisfy customers than those who are armed with outdated or incomplete
information. Many customers establish a certain comfort level over time with
individual employees a salesman, a project coordinator, etc. and these relationships
should be valued and nurtured by the small business owner. "Each customer has
special needs," observed Barrier, "and the longer that employee and customer work
together, the more easily those needs can be met. Companies that want long-term
relationships with their customers need equally healthy relationships with their
employees. In particular, they must encourage employee involvement."

10
Barrier (2009), invest in technology that aids customer service, Small businesses
should choose voice mail systems that make it easy for customers to contact the
person or department that they wish to reach. Technology systems can also help small
businesses gather information about their customers. Small gestures such as friendly
smiles, use of the customer's first name, and minor favors can have a disproportionate
impact on the way that a business is viewed. "Remember that small kindnesses can
carry a lot of weight. Address mistakes promptly and honorably, No business is
infallible. Errors inevitably occur within any business framework, and sooner or later
a customer is apt to be impacted. But business experts contend that in many instances,
these incidents can actually help strengthen the bond between a company and its
customers. "In the normal course of a business relationship, the depth of a vendor's
commitment will not be put to the test," wrote Barrier, "but a serious mistake will
reveal quickly just how trustworthy that vendor is.

Avoid equating price with customer service. Many small businesses find it difficult to
compete with larger, high-volume competitors in the realm of price, but most analysts
insist that this reality should not be construed as a failure in the realm of customer
service. Moreover, most experts indicate that many small businesses can triumph over
price differences, provided that they are relatively minor, by putting an extra emphasis
on service. "For some customers, of course, price is all that matters," admitted Barrier.
"Those are customers you probably can live without." Create a user-friendly physical
environment, Levinson, (2011) counseled small business owners to "design your
company's physical layout for efficiency, clarity of signage, lighting, accessibility for
the disabled and simplicity.

Any one of these traits might not be enough to sway a customer into beginning a long-
term relationship with a company. But combined with one another, they can be a
potent attraction to other businesses and consumers alike. As Stewart, (2011)
remarked deep satisfaction; the kind that creates loyalty isn't likely to result from one
big thing. A customer's decision to be loyal or to defect is instead the sum of many
small encounters with your company. Although smart entrepreneurs and business
managers recognize that customer service is an important element in ensuring
company success, it is a reality of life that a small percentage of customers are simply
incapable of being satisfied with the service they receive. Small business owners are

11
generally averse to letting any customers go, but consultants contend that some clients
can simply become more trouble than they are worth for any number or reasons. The
solution to determining whether a business owner should sever ties with a problematic
customer, observed Nation's Business, "may lie in defining the word 'customer'
properly: Someone who costs you money isn't a customer but rather a liability."

Lynn (2011) ,listed several scenarios in which consultants recommend that small
businesses consider ending their relationship with a troublesome client. Client
attitudes and actions that should prompt an honest assessment include: Lack of respect
or appreciation for the small business owner's work, Excessive demands, either on
company or individual staff members, Unreasonable expectations in terms of
monetary arrangements for work or good provided, proclivity for imposing difficult or
unrealistic deadlines, Tendency to pay bills late (or not at all), Treats company as a
commodity that can be discarded as soon as it ceases to be useful to the client. She
adds that, in some instances, honest communication with the client can salvage a
deteriorating relationship, but this does not always work. "If your attempts to make
the relationship a mutually productive one don't work," said Lynn, "it may be time to
move on and focus on more profitable clients or prospective clients. Calculate what
you will lose in gross revenue, and decide if you business can stand the financial hit."
If the business is able to withstand the loss of revenue, move forward to terminate the
relationship in a professional manner. If not, then the company's leadership needs to
develop a strategy to expand existing business relationships or garner new clients so
that the company can sever relations with the offending customer down the line.

According to Evans (2010), good communication is essential to efficient operation of

any organization. It is the process by which information is transferred from one source
to another and is made meaningful to the involved sources. Levinson (2011), the
above diagram represent the communication process that takes place within an
organization. The information or message to be delivered is encoded and transmitted
by the sender triumph a channel, which depends on the type of messages to be
delivered. The information is then decoded by the receiver who gives a feedback to
the sender. Although the process noise is emitted, Evans stated that what the employee
communicates and how he communicated is very much influenced by the nature of
the relationship between sender and receiver. In essence, the success of or failure of

12
communication depend upon both sender and receiver perceiving that a relationship
exist and that it places constraints upon the communication process. Before
embarking upon this process, employees should think carefully about their aim,
relationship, the context and prevailing attitude.

Byras (2009) examined factors that interfere with the communication process: Poor
listening skills good interpersonal communication skills involve not only sending
messages but also receiving them. The receiver should have a clear mind and write
down things that are important. It is vital to listen for intent as well as content. In the
media industry, whatever information is depicted from the radio or television medium
should have both content and intent for its audience. This could be through newscast
or commercials, the information is meant to change, restore, remind or re-position
products and services in the minds of targeted audience. Lack of feedback since
communication is a two way- process, information must flow back and forth between
sender and receiver.

Vertical communication is the principal channel for directives. Instructions and

policies from top decision makers down to the employees need to be implemented.
But, who will implement them? Also describes the upward channels through which
suggestions, criticisms and queries flow to the top management. Levinson (2011),the
downward flow of communication, Channeled through an organizations line of
authority from manager to subordinate in a report to relationship. Lateral
communication is the frequent and routine communication between people who
operate at the same or similar levels, for example clerical staff. These employees are
not inhibited nor affected by the chain of command that they experience when they
communicate with their superiors. Easiness and peer groups mark their relation. In
diagonal communication there are no obvious lines of authority. It may occur when a
superior of one department requires the services of another subordinate in a different
department. There are also other communication flows in an organization that
employees use. We have grapevine, which is totally unofficial, communication system
that has been constructed informally and is constantly changing. Its basis is rumors
and gossip and is very common with employees.

According to Barrier (2009), the following include the barriers to communication:

Mechanical barriers caused by distortion and overloading channels of communication.

13
Distortion may be due to noise in the transmission. Overloading is caused by
overworking of the communication channels due to an increased number of messages.
Organizational barriers: caused by inadequate of facilities is bound to delay the
transmission of information by oral means through the use of face to face
communication and conferences Also problems arise from the relative positions
superior and subordinates through the use of status symbols by the superiors personal
barriers if the communicate is not attentive to message, he will not be able to grasp
the meaning. Its normally caused by lack of understanding, or belief on his part that
the message is not worth the attention. This problem also arises from a lack of
confidence in the communicators, due to the belief that the communicator is not
competent.

According to Barrier (2009), it is only through communication that management can

present an acceptable image to the outside world. In performance of its activities, the
enterprise comes in contact with a wide variety of people. Check list- Relations with
these different strata of the society can be can be considerably improved through
effective handling of means of communication.

2.2.2 Staff Training

According to Gupta (2008), training is the process of increasing the knowledge and
skills for doing a particular job. It is an organized procedure by which people learn
knowledge and skills for a definite procedure. The purpose of training is basically to
bridge the gap between job requirement and present competence of an employer.
Training is aimed at improving the behavior and performance of a person. It is never
ending or continues process. Training is closely related with education and
development but it needs to be differentiated from education and development
because training is for particular task/ job.

Training is the process by which the aptitude, skill and abilities of employee to
perform specific jobs are increased while education is process of increasing general
knowledge and understanding of employee. Development is a long term education
process utilizing a systematic and organized procedures by which managerial person
learn connectional and theoretical knowledge for general purpose (Sharma, 2006).

14
According Bulter (2010), training is the process of increasing the knowledge and skill
of an employee for doing a particular job. It is an organized activity designed to create
a change in the thinking and behavior of people and to enable them to do their jobs in
a more efficient manner. In industry, it implies imparting technical knowledge,
manipulative skills, problem-solving ability and positive motivations. The purpose of
training is to enable the employee to get acquainted with their present or prospective
jobs and also increase their knowledge and skills. It makes new employee more
productive and efficient. It makes the old employee familiar with new machines and
techniques by refreshing their knowledge. Training is effective only when it is
properly planned and effectively executed. The effectiveness of a training program
should be evaluated so that necessary improvements may be made in it from time to
time.

According to Gupta (2008), training is required on account of the following reasons;

to help the employee attain the job requirements. Employee selected may lack the
qualifications required to perform the job effectively. New and inexperienced
employee requires detailed instructions for effective performance on-the-job. New
employee need to be provided with orientation training to make them familiar with
the job and the organization. Due to the changing technology the organization needs
to train its employee for them to adapt to the changes. Training becomes necessary
when an employee moves from one job to another due to promotion or transfer.
Employees chosen for the higher level jobs need to be trained before they are asked to
perform their higher responsibilities. Training is widely used to prepare employee to
higher level jobs.

According to Cole (2005), a well-planned and well executed training program can
provide many advantages. Training helps to improve the quality and quantity of work
output. It increases the knowledge and skills of employee. As a result the productivity
and performance of the organization increases. Training helps to reduce the time and
cost required to reach the acceptable levels of performance, and there is no time
wasted through trial and error. Training helps employee to grow faster to their career
thus helping them to promotion to higher posts. It develops positive motivations
among employee. Job satisfaction and morale are improved due to rise in earning and
job security of the employee. This reduces employee grievances because opportunities

15
for internal promotion are available to well trained personnel. Lastly training helps to
reduce the need for close and constant supervision of workers. A well-trained
employee is self-reliant in work and does not kike to shirk work. Therefore,
supervisory burden is reduced and the span of supervision can be enlarged.

According to Gupta (2008), training is useful to employee as it helps to improve the

self-confidence as an employee thus enabling them in how to approach and perform
her job with enthusiasm. Trained employee performs better and thereby earning more.
Through training employee can develop themselves and earn quick promotion.
Training develops new knowledge and skills among employee. The new skills are
valuable asset of employee and remain permanently with them.

According to Gupta (2008), training programs may be of different types which

include orientation training, job training, promotional training, refresher training, and
remedial training. Orientation training seeks to adjust newly appointed employee to
the work environment. It creates self-confidence in the employee. Job training refers
to training provided with a view to increase the knowledge and skills of an employee
for improving performance on-the-job. Promotional training involves training of
existing employee to enable them to perform higher level jobs. Employee with
mobility and potential are selected and then trained before promotion. Refresher
training comes when existing techniques become absolute due to development of
better techniques. Remedial training are arranged to overcome the shortcomings in the
behavior and performance of old employee. Safety training is provided to minimize
accidents and damage to machinery. It involves instruction in use of safety devices
and in safety consciousness.

According to Cole (2005), a training need is any short fall in terms of employee
knowledge, understanding, skills and motivations against what is required by the job.
All training activities must be related to specific needs of the organization and the
employee. A training program should be launched only after the training needs are
assessed clearly and specifically. The effectiveness of a training program can be
judged only with the help of training needs identified in advance. In order to identify
training needs, the gap between the existing and required levels of knowledge and
skills should be specified. The problems areas that can be resolved through training
are identified. The training needs are identified through organizational analysis, task

16
or role analysis and manpower. Once training needs have been identified, the training
staff can begin the tasks of sorting training priorities, drawing up initial plans, costing
them and then submitting their drafts plans for appraisal by the senior management.

As indicated by Cole (2005), it is necessary to evaluate the extent to which training

programs have achieved the aims for which they will be suggested for. It aims to
obtain feedback about results or output of training, and use this feedback to assess the
value of training, with a view to improve where necessary. Evaluation enables
organization to monitor the training program and also update or modify in future
programs of training.

2.2.3 Job Satisfaction

Today, employee job satisfaction is a major concern to many organizations across the
globe for the purpose of competitive advantage in the market of business
performance, growth and productivity of organizations. To realize the above demands,
the human resources in the organization need to be fully satisfied and motivated to
employee their ability for the benefit of the organization. The oxford English
dictionary defines satisfaction as the good feelings that you have when you have
achieved something or when something you wanted to happen in a particular way is
realized without doubts satisfied employee is more productive and cost effective as
they ensure that standards of quality set by the management are met and even
overcome such standards. An organization stands to benefit from a satisfied customer
in many ways including; improved level of customer care, organizations competitive
advantage, quality delivery of services, and increased production. However
dissatisfied customer in costly to the employer in many ways including; increased rate
of accidents, customer dissatisfaction, low production, damages organizational image
(Sanghi, 2011).

Many organizations around the world have realized that effective management of
human resources in the organization is vital and a determinant index for the
sustainable competitive advantage and better performance of the organization for the
realization of its growth objectives among other objectives. Employers are being
encouraged, enlighten, stimulated and advised to exercise human resource activities
that are crucial to molding employee behavior to perform better. Employee
empowerment, decentralized decision making, team work, coordination and

17
cooperation are such activities that help the employer to fully tap the potential of the
employee through innovation, sharing of ideas and expanded workforce that leads to
expert solution to complex situations and problems that may arise in the organization.
As they say knowledge is power, its therefore necessary to enrich employees with
relevant skills and knowledge based on technological advancement through training
which can either be off-the job or on the job training. The organizations that practice
the above methodologies stands a greater chance of growing and strengthening
retention strategies and molding the corporate image as the organization will achieve
its set goals and the employees realize their interpersonal goals (Aycan, 2005).

According to Abrahams Maslow, employee satisfaction can only be realized through

the achievement of the lower level needs just before the upper level needs can be
realized .this is possible by giving priority to the basic needs before the tertiary needs
are provided for. In this regard, the employees attitude should be changed and they
should be made to like and love what they do and their general feeling about their job,
workplace, position and their rewards. Increasing competition (whether for-profit or
nonprofit) is forcing businesses to pay much more attention to satisfying customers. It
may help the reader to notice the role of job satisfaction in the overall context of
product or service development and management. A business term, is a measure of
how products and services supplied by a company meet or surpass customer
expectation. It is seen as a key performance indicator within business and is part of
the four of a Balanced Scorecard. In a competitive marketplace where businesses
compete for customers, job satisfaction is seen as a key differentiator and increasingly
has become a key element of business strategy (Fink, 2005).

However, the importance of job satisfaction diminishes when a firm has increased
bargaining power. For example, cell phone plan providers, such as AT&T and
Verizon, participate in an industry that is an oligopoly, where only a few suppliers of a
certain product or service exist. As such, many cell phone plan contracts have a lot of
fine print with provisions that they would never get away if there were, say, a hundred
cell phone plan providers, because job satisfaction would be way too low, and
customers would easily have the option of leaving for a better contract offer (Milner,
2007).

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According to Sheila (2009), there is a substantial body of empirical literature that
establishes the benefits of job satisfaction for firms. Organizations need to retain
existing customers while targeting non-customers. Measuring job satisfaction
provides an indication of how successful the organization is at providing products
and/or services to the marketplace. Job satisfaction is an abstract concept and the
actual manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a number of
both psychological and physical variables which correlate with satisfaction behaviors
such as return and recommend rate. The level of satisfaction can also vary depending
on other factors the customer, such as other products against which the customer can
compare the organization's products.

Good customer care gives customers satisfaction and companies must watch on the
customers' rising expectations all the time if they have the slightest chance of
surviving in this competitive market. The customer must be addressed properly, given
the correct and up to date information, be acknowledged and served as a friend.
Todays customers are very much aware of what they require and what's in the market
for them hence they must be satisfied at all costs (Kotler, 2011).

Kotler (2011) talks of one major way to differentiate a service firm and is by
delivering consistency higher quality services than a competitor. The key is to meet or
exceed the target customer services quality expectations. Customers expectation is
normally influenced by; word of mouth, communications, personal needs, past
experience and promotional activities while actual experience is determined by the
way an organization delivers its services. However during the delivery of services,
there occur several gaps that might affect the effective delivery of services including;
gaps between consumer expectations and management perception. Whereby the
management does not always perceive correctly what consumers want or between
management perception and service quality specifications, where the management
might correctly perceive the customers want but not set a specified performance
standard or may arise between service delivers and external communication, where
the consumer's expectations are affected by statements made by company
representatives and advertisements, gaps between service quality specifications and
services quality. The personnel might be poorly trained or capable of unwilling to

19
meet j the standards expected by the customers and lastly the gaps may occur between
perceived when the consumer misperceives the service quality.

According to Kotler (2011), consumers typically choose products and services that
give them the greatest value. Thus the key to winning and keeping customers is to
understand their needs and buying process better than competitors do and to deliver
more value. To the extent that a company can position itself as providing superior
value to selected target markets, either offering lower prices than competitors do or by
providing more benefits to justify higher prices, hence gains competitive advantage.

Job satisfaction is also influenced by perception of equity and fairness. Customers ask
themselves. Have I been traded fairly well compared or better quality services? Did I
pay a fair price for the service? Was I traded well in exchange from what I paid and
the efforts I expended? Notions of fairness are control to customers perception of
satisfaction with product and service. In addition to product and service features and
ones own individual feelings and beliefs, consumer satisfaction is often influenced by
other people. In a business setting, and satisfaction with a new service or technology
for example a new customer relationship management software services will be
influenced by individuals personal experience with software itself. But also by what
others do about it in the company, how others use it and feel about it, and how widely
it is adopted in the organization. Employees should be employed by making them
responsible for controlling their own actions. Empowering employees results in a
good state of mind and a feeling of control over how one performs his/her work,
awareness of the context in which the job is performed, accountability of their work
output, shared responsibility for unity and organizational performance and equity in
the rewards based on individual and collective performance (Kotler, 2011).

Aycan (2005) cites that companies can enjoy an excellent reputation largely because
of the expertise and knowledge of the workers and this is known as personnel
differentiation. Personnel differentiation requires that a company selects its customers
contact people and train them well. Staff motivation plays an important role in the
service delivery because a certified employee will most likely offer high quality
service to the end-customer. A company's service quality is as good as the people who
deliver it. Therefore it is essential for the company to recruit good people train them
extensively and let them give suggestions on improvement of their performance. The

20
customer perceives the entire company as giving bad/poor services when one
employee gives poor or bad services. Training of employees equips them with skills to
handle their present duties and have information concerning other sectors within the
organization that are outside the section.

Customers perceive services in terms of the quality of the service and how satisfied
they are overall with their experience. These customer oriented terms-quality and
satisfaction -have been the focus of attention for executives and researchers alike over
the last decades or more. Companies today recognize that they can complete more
effectively by distinguishing themselves with report to serve quality and improved
customer satisfaction. Rucker (2010), it is also important to recognize that although
we tend to measure consumer satisfaction at a particular point in time as if it were
static, satisfaction is or dynamic , moving target that may evolve over time, influenced
by a variety of factors. Particularly when product usage of the service experience
takes place over time, satisfaction may be highly variable depending on which point
in the usage or experience cycle one is focusing on.

According to Kotler (2011), similarly, in the case of very new services or a service not
previously, experienced, customer expectations may be barely forming at the point of
initial purchase, these expectations may well solidify as the process unfolds and
consumer begins to form his or her expectations. Through the service cycle the
consumer may have a variety of different organizations some good, some not good
and each will ultimately impact satisfaction. Job satisfaction is influenced by specific
product or service features and by perceptions of quality. Satisfaction is also
influenced by customer's emotional responses, their attributions, and their perceptions
of quality.

Job satisfaction with a product or service is influenced significantly by the customer's

evaluation of product or service features. For a service such as a resort hotel,
important features might include the pool areas, access to golf facilities, room price,
and so forth. In conducting satisfaction studies, most firms will determine through
some means (often focus groups) what the important features as well as overall
service satisfaction Customers' emotions can also affect their perception of
satisfaction with products and services. These emotions can be stale, pre-existing
emotions for example, mood state or life satisfaction. John (2009) Think of times

21
when you are at a very happy stage in your life, and your good, happy mood and
positive frame of mind have influenced how you feel about the services you
experience. Alternatively, when you are in a bad mood, your negative feelings may carry
over into how you respond to services, causing you to over read or respond negatively
to any little problem. Specific emotions may also be induced by the consumption
experience itself, influencing a consumer's satisfaction with the service.

2.2.4 Motivation
Morale is a psychological feature that arouses an organism to act towards a desired
goal and elicits, controls, and sustains certain goal directed behaviors. It can be
considered a driving force; a psychological drive that compels or reinforces an action
toward a desired goal. For example, hunger is a morale that elicits a desire to eat.
Morale has been shown to have roots in physiological, behavioral, cognitive, and
social areas. Morale may be rooted in a basic impulse to optimize well-being,
minimize physical pain and maximize pleasure. It can also originate from specific
physical needs such as eating, sleeping or resting, and sex. Morale is an inner drive to
behave or act in a certain manner. It's the difference between waking up before dawn
to pound the pavement and lazing around the house all day. These inner conditions
such as wishes, desires, goals, activate to move in a particular direction in behavior
(Friedman, 2009).

In summary, morale can be defined as the purpose for, or psychological cause of, an
action. A class of theories about why people do things seeks to reduce the number of
factors down to one and explain all behavior through that one factor. For example,
economics has been criticized for using self-interest as a mono-motivational theory.
Mono-motivational theories are often criticized for being too reductive or too abstract.
A number of motivational theories emphasize the distinction between conscious and
unconscious morale. In evolutionary psychology, the "ultimate", unconscious morale
may be a cold evolutionary calculation; the conscious morale could be more benign or
even positive emotions. For example, while it may be in the best interest of a male's
genes to have multiple partners and thus break up with or divorce one before moving
onto the next, the conscious rationalization could be, "I loved her at the time". Freud
is associated with the idea that human beings have many unconscious morale that

22
cause them to make important decisions because of these unconscious forces, such as
choosing a partner (Friedman, 2009).

In The Republic, Plato advances a tri-partite theory of the soul, which consists of
three parts: reason, spirit and appetite. All parts of the soul have desires, however not
all desires are the same. Desires take many different forms and have many different
responses or results. Machiavellism argues that human beings are motivated to seek
power and status above all. Modern research argues that people who are high in this
trait do indeed seek power and money, and are willing to use others as instruments
towards that end. The idea that human beings are rational and human behavior is
guided by reason is an old one; however recent research has significantly undermined
the idea of homo economics or of perfect rationality in favor of a more bounded
rationality. The field of behavioral economics is particularly concerned with the limits
of rationality in economic agents. Morale can be divided into two types: intrinsic
(internal) morale and extrinsic (external) morale. Intrinsic morale refers to morale that
is driven by an interest or enjoyment in the task itself, and exists within the individual
rather than relying on external pressures or a desire for reward. Intrinsic morale has
been studied since the early 1970s. Students who are intrinsically motivated are more
likely to engage in the task willingly as well as work to improve their skills, which
will increase their capabilities. (Buchanan, 2007).

According to Buchanan (2007), students are likely to be intrinsically motivated if they

attribute their educational results to factors under their own control, also known as
autonomy. Believe they have the skills to be effective agents in reaching their desired
goals, also known as self-efficacy beliefs are interested in mastering a topic, not just
in achieving good grade. Extrinsic morale refers to the performance of an activity in
order to attain an outcome, whether or not that activity is also intrinsically motivated.
Extrinsic morale comes from outside of the individual. Common extrinsic morale are
rewards (for example money or grades) for showing the desired behavior, and the
threat of punishment following misbehavior. Competition is in an extrinsic motivator
because it encourages the performer to win and to beat others, not simply to enjoy the
intrinsic rewards of the activity. A cheering crowd and the desire to win a trophy are
also extrinsic incentives.

23
Social psychological research has indicated that extrinsic rewards can lead to over
justification and a subsequent reduction in intrinsic morale. In one study
demonstrating this effect, children who expected to be (and will be) rewarded with a
ribbon and a gold star for drawing pictures spent less time playing with the drawing
materials in subsequent observations than children who will be assigned to an
unexpected reward condition. While the provision of extrinsic rewards might reduce
the desirability of an activity, the use of extrinsic constraints, such as the threat of
punishment, against performing an activity has actually been found to increase one's
intrinsic interest in that activity. In one study, when children will be given mild threats
against playing with an attractive toy, it was found that the threat actually served to
increase the child's interest in the toy, which was previously undesirable to the child in
the absence of threat (Sharma, 2006).

For those children who received no extrinsic reward, self-determination theory

proposes that extrinsic morale can be internalized by the individual if the task fits with
their values and beliefs and therefore helps to fulfill their basic psychological needs.
Operant conditioning a term coined by B.F. Skinner is a method of learning that
occurs through rewards and punishments for behavior. Skinner believed that internal
thoughts and morale could not be used to explain behavior; instead to look at external,
observable causes of human behavior. His theory explained how we acquire the range
of learned behaviors we exhibit each and every day (Aldag, 2005).

This model is usually used when discussing morale within the context of tourism.
Push factors determine the desire to go on holiday, whereas pull factors determine the
choice of destination. Push motives are connected with internal forces, for example
the need for relaxation or escapism, while pull factors are the external factors, such as
landscape, cultural image or the climate of a destination, that induce a traveler to visit
a certain location. Push factors can be stimulated by external and situational aspects of
morale in the shape of pull factors. Then again pull factors are issues that can arise
from a location itself and therefore push an individual to choose to experience it.
Since then, a large number of theories have been developed over the years in many
studies there is no single theory that illustrates all motivational aspects of travelling.
Many researchers have highlighted that because several motives may occur at the
same time it should not be assumed that only one motive drives an individual to

24
perform an action, as was presumed in previous studies. On the other hand, since
people are not able to satisfy all their needs at once, they usually seek to satisfy some
or a few of them (Milner, 2007).

A reward, tangible or intangible, is presented after the occurrence of an action (i.e.

behavior) with the intention of causing the behavior to occur again. This is done by
associating positive meaning to the behavior. Studies show that if the person receives
the reward immediately, the effect is greater, and decreases as delay lengthens.
Repetitive action-reward combination can cause the action to become habit. Morale
comes from two sources: oneself, and other people. These two sources are called
intrinsic morale and extrinsic morale, respectively. Rein forcers and reinforcement
principles of behavior differ from the hypothetical construct of reward. A reinforce is
any stimulus change following a response that increases the future frequency or
magnitude of that response, therefore the cognitive approach is certainly the way
forward as in 1973 Maslow described it as being the golden pineapple (Milner, 2007).

Positive reinforcement is demonstrated by an increase in the future frequency or

magnitude of a response due to in the past being followed contingently by a
reinforcing stimulus. Negative reinforcement involves stimulus change consisting of
the removal of an aversive stimulus following a response. Positive reinforcement
involves a stimulus change consisting of the presentation or magnification of a
positive stimulus following a response. From this perspective, morale is mediated by
environmental events, and the concept of distinguishing between intrinsic and
extrinsic forces is irrelevant (Aldag, 2005).

Applying proper motivational techniques can be much harder than it seems. Steven
Kerr notes that when creating a reward system, it can be easy to reward A, while
hoping for B, and in the process, reap harmful effects that can jeopardize your goals.
Incentive theory in psychology treats morale and behavior of the individual as they
are influenced by beliefs, such as engaging in activities that are expected to be
profitable. Incentive theory is promoted by behavioral psychologists, such as B.F.
Skinner and literalized by behaviorists, especially by Skinner in his philosophy of
Radical behaviorism, to mean that a person's actions always have social ramifications:
and if actions are positively received people are more likely to act in this manner, or if
negatively received people are less likely to act in this manner(Friedman, 2009).

25
According to Sharma (2006), incentive theory distinguishes itself from other morale
theories, such as drive theory, in the direction of the morale. In incentive theory,
stimuli "attract", to use the term above, a person towards them, as opposed to the body
seeking to reestablish homeostasis and pushing towards the stimulus. In terms of
behaviorism, incentive theory involves positive reinforcement: the reinforcing
stimulus has been conditioned to make the person happier. For instance, a person
knows that eating food, drinking water, or gaining social capital will make them
happier. As opposed to in drive theory, which involves negative reinforcement: a
stimulus has been associated with the removal of the punishment the lack of
homeostasis in the body. For example, a person has come to know that if they eat
when hungry, it will eliminate that negative feeling of hunger, or if they drink when
thirsty, it will eliminate that negative feeling of thirst.

2.2.5 Organizational Culture

According to Kuul (2006), organizational culture is the set of values, norms, standards
for behavior, and shared expectations that influence the way in which individuals,
groups and teams interact with each other and cooperate to achieve organizational
goals. It is the basic pattern of shared assumptions, values and believes considered to
be the correct way of thinking about and acting on problems and opportunities facing
the organization. It defines what is important and unimportant to the organization.
Organizational culture is deciphered indirectly through artifacts. Artifacts are
observable symbols and signs of an organizational culture, such as the way visitors
are greeted, the physical layout and how employee are rewarded. Understanding an
organizations culture requires painstaking assessment of many artifacts because they
are subtle and often ambiguous.

According to Aldag (2005), organizational culture has a number of important

components, elements or characteristics. Values, narratives, heroes, rites and rituals
are deep-seated, personal standards that influence our moral judgments, responses to
others and commitment to personal and organizational goals. There are major values
that the organization advocates and expects the participation to share. Values-the
bedrock of organizational culture-let employee know how they are expected to behave
and what actions are acceptable in the organization. It is clear that sharing values may
have consequences for the organization and its members. The second element of

26
organizational culture is narratives. These are written or spoken accounts used by
members of the organization to make sense of their experiences and express their
feelings and beliefs. Narratives may take a variety of forms, including stories,
legends, myths and sagas. Stories dramatize relatively ordinary, everyday events
within the organization in order to convey important cultural meanings.

The third element of culture is the organizational values. These are organizations role
model. Heroes are often the main characteristics of organizations narratives. Rites and
rituals combine cultural forms into public performance. Rites of passage mark
important transitions. Rites of integration bring people together to revive shared
feelings that bind and commit them to the organization. Rituals are relatively simple
combination of repetitive behavior, often carried out without much thought and often
brief in duration. Rituals guide behavior in daily organizational life. Rituals often are
more important for their expressive, emotional consequences than for more practical
reasons (Baron, 2012).

Sharma (2006), said that when discussing about organizational culture, we are
referring to the dominant culture i.e. the themes shared most by the organizations
members. However, organizations are also comprised of sub cultures located
throughout its various groups. Some sub cultures enhance the dominant culture by
espousing parallel assumptions, values and believes; others are called counter cultures
because they directly oppose the organizations core values. Subcultures, particularly
counter cultures, potentially create conflict and dissension among employee, but they
also serve two important functions. First they maintain the organizations standards of
performance and ethical behavior. Employee who hold counter cultural values are an
important source of surveillance and critique over the dominant one.

According to Datta (2006), there are four types of cultures favored by many
organizations. The first type is power culture, which controls and power emanates
from the centre, it is very political and entrepreneurial; resource power and personal
power are predominated; power culture serves the figure-head and leader. The second
type of culture is the role culture. It has classical structure and its bureaucratic in
nature. In an organization with this culture, roles are more important than the people
who fill them, position power predominates and expert power is tolerated. This
culture serves the cause of structure. The third type is the task culture. The focus of

27
task culture is on completing the jobs, and individuals expertise contribution are
highly valued .the expert power predominates but both personal and position power
are also important. The unifying force of the group is manifested in high levels of
collaboration. The fourth and the last type is person culture. It has a loose collection
of individual-usually professionals-sharing common faculties but pursuing own goals
separately.

According to Glinow (2006), organizational culture can potentially influence ethical

conduct. An organization can guide the conduct of its employee by embedding ethical
value its dominant culture. Organizational culture is also potentially a source of
ethical problems when it applies excessive control over employers. Organization that
imprints their cultural value so strongly on employee that they risk becoming
corporate cults thus, an organizational culture should be consistent with societys
ethnical values and the culture should not be strong that it undermines individual
freedom.

2.3 Review of Critical Literature

The firm must consider which communication channels are suitable both internally
and externally to avoid communication breakdown on and its barriers. This will help
them understand well what their customers need and desire since they can both
communicate freely in a friendly manner and provide them with the required goods
and services creating a good relationship among consumers and sellers hence saving
time saving and more revenue creation through selling products. However, the author
has failed to show us how communication affects leadership styles adopted by flight
handling agencies. The study intends to find out the effects of communication on
leadership styles adopted by flight handling agencies.

According to Gupta (2008), training is acknowledged as a very important factor in

determining leadership in achieving organizational objectives of any employee.
Training increases the knowledge and skills of employee for doing particular task. It
bridges the gap between job requirements and present competence of an employee.
Employee with better skills in performing their tasks will automatically get promoted.
However, the author has failed to show us how training affects leadership styles
adopted by flight handling agencies. The study intends to find out the effects of
training on leadership styles adopted by flight handling agencies.

28
According to Cole (2005), Safety needs can manifest itself through employees feeling
physically safe in their work environment, as well as job security and or having
suitable company structures and policies. When this is satisfied, the employees can
focus on feeling as though they belong to the workplace. This can come in the form of
positive relationships with colleagues and supervisors in the workplace, and whether
they feel they are a part of their team or organization. This is true, but the author has
failed to show us how job satisfaction affects leadership styles adopted by flight
handling agencies. The study intends to investigate the effects of job satisfaction on
leadership styles adopted by flight handling agencies.

Social psychological research has indicated that extrinsic rewards can lead to over
justification and a subsequent reduction in intrinsic motivation. In one study
demonstrating this effect, children who expected to be (and were) rewarded with a
ribbon and a gold star for drawing pictures spent less time playing with the drawing
materials in subsequent observations than children who were assigned to an
unexpected reward condition (Levinson, 2007). Whereas this is true, the author has
failed to show us how motivation affects leadership styles adopted by flight handling
agencies. This study intends to find how motivation affects leadership in achieving
organizational objectives.

According to Aldag (2005), organizational culture is very powerful on how an

employee gets promoted. It advocates how things are done in certain organization. It
makes employees know how they are expected to behave and what actions are
acceptable. When employees fail to cope with the culture existing in their
organization it will be hard for them to attain their individual goals. Whereas this is
true, the author has failed to bring out how organizational culture affects leadership
styles adopted by flight handling agencies. The study intends to find out how
organizational culture affects leadership styles adopted by flight handling agencies.

2.4 Summary
The study established that there is a strong positive relationship between the
leadership style of managers in organization and organization performance, but that
the contribution of the leadership style towards the overall organization performance
is low. However, from the study, it is clear that leadership is a very important
component and a critical ingredient in the process of improving the organizations

29
performance this study therefore submits that for leadership to remain important and
useful towards the promotion of quality service provision in airline industries, it must
be distributed appropriately among the different departments.

Keeping in view the performance of the case company the organizational performance
is based on three main factors which are efficiency, human resource relation and
innovative adoption. Then comes a different conceptualization of the organizational
performance that how performance of the organization can be improved with different
factors such as structure drives behavior, causes and effects are not closely related in
time and space, no single right answers and behaviors will get worse before they get
better.

Understanding relationships between performance, leadership styles, business

strategies, and management systems should provide clues on how the growth paths of
fast track firms differ from those of lazybones. Various factors have been known
about the organizational growth but not many studies about the Leadership role in the
firms is found in prior literature. The more emphasis on the prior research is given to
the diverse personnel, firm and market characteristics that influence small business
success. Hence, the leadership style of a CEO which also has a tendency in their
managerial behaviors and actions is an important factor that influences a firms
business success. Transactional leadership helps organizations achieve their current
objectives more efficiently by linking job performance to valued rewards and by
ensuring employees have the resources needed to get the job done.

It is also said that transformational leadership behaviors are more positively related to
subordinate effectiveness in a variety of organizational settings than are transactional
behaviors. There are several studies which supports the leadership behavior and
organizational performance relationship. In the end of the chapter it is explained how
the organizational commitment or performance has received a substantial attention
due to its significant impact on work attitudes such as job satisfaction, Performance,
non-attendance and turn over intentions. Organizational commitment has three basic
components i.e. identification, involvement, loyalty.

30
2.5 Conceptual Framework
The framework below is adopted in the study to show the relationship between
independent and dependent variables. The following variables have some relation
with the factors affecting leadership in achieving organizational objectives.

Figure 2.1 Conceptual Framework

Independent Variables Dependent Variable

Communication

Staff Training

Leadership Styles Adopted By Flight

Job Satisfaction Handling Agencies

Motivation

Organizational Culture
Source: Author (2017)

2.5.1 Communication
Good communication is essential to efficient operation of any organization. It is the
process by which information is transferred from one source to another and is made
meaningful to the involved sources.

2.5.2 Staff Training

Training is the process of increasing the knowledge and skills of an employee for
doing particular jobs. It is an organized activity designed to create a change in the
thinking and behavior of people and enable them to do their jobs in a more efficient
manner. The main purpose is to bridge the gap between job requirements and present
competence of an employee.

2.5.3 Job Satisfaction

Satisfaction is the good feelings that you have when you have achieved something or
when something you wanted to happen in a particular way is realized without doubts

31
satisfied employee is more productive and cost effective as they ensure that standards
of quality set by the management are met and even overcome such standards.

2.5.4 Motivation
Internal and external factors that stimulate desire and energy in people to be
continually interested and committed to a job, role or subject, or to make an effort to
attain a goal. Motivation results from the interaction of both conscious and
unconscious factors such as the intensity of desire or need, incentive or reward value
of the goal, and expectations of the individual and of his or her peers. These factors
are the reasons one has for behaving a certain way.

2.5.5 Organizational Culture

Organizational culture is the set of values, norms, standards for behavior, and shared
expectations that influence the way in which individuals, groups and teams interact
with each other and cooperate to achieve organizational goals. Organizational culture
outlines how things are done in the organization.

32
 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This chapter deals with research methodology and procedures that were used in
carrying out the study. It describes the methods that the researcher applied in carrying
out the study. It details the research design, target population, sampling techniques
instruments for data collection and data analysis.

3.2 Research Design

According to Cooper and Schindler (2006), research design is the plan and structure
of investigation so conceived as to obtain answers to research questions. The plan is
the overall programme of the research and includes an outline of what the investigator
will do from writing of the hypothesis and theoretical operational implications for the
final analysis of the data. The researcher used descriptive research design. The design
was preferred because it is concerned with answering questions such as who, what,
which, how, when and how much. A descriptive study is carefully designed to ensure
complete description of the situation, making sure that there is minimum bias in the
collection of data and to reduce errors in interpreting the data collected.

3.3 Target Population

Lyon (2007) defines target- population as universal set of the study of all members of
real or hypothetical set of people, events or objects to which an investigator wishes to
generalize the result. The target population of the study was derived from three
departments which are operation managers, Operational supervisors and cargo staff.
The research used target population of 88 employees of Swissport Kenya.

Table 3.1 Target Population

Category Target Population Percentage

Operation Managers 2 2
Operational supervisors 7 8
Cargo Staff 79 90
Total 88 100
Source: Author (2017)

3.4 Sample Design

33
Kothari (2004) defines a sample as a definite plan for obtaining a sample from a given
population. Sampling is a procedure by which some elements of the population are
selected as representatives of the total population through the use of probability to
acquire a representative degree of reliability in the selected area. The researcher used
stratified random sampling procedure to come up with the right sample size where a
sample of 50% was selected. According to Lyon (2007), a sample of more than 30%
is appropriate for analysis. This method is applied when the target population of the
study was heterogeneous.

Table 3.2 Sample Size

Category Target Population Sample Size Percentage

Operation Managers 2 2 5
Operational supervisors 7 7 16

Cargo Staff 79 35 79

Total 88 44 100

Source: Author (2017)

3.5 Data Collection Instruments

3.5.1 Questionnaires
Kothari (2004) defines a questionnaire as a method for elicitation, recording, and
collecting of information. The researcher chose the self-administered questionnaire
method for all correspondents as it is inexpensive and allowed the respondents to
complete the questionnaire at a convenient time. A questionnaire is a printed form
containing a set of questions for gathering information administered by the researcher
or his or her assistants, or self-administered under supervision or unsupervised. The
questionnaires were answered by each of the individual respondents independently.

3.5.2 Validity and Reliability of Research Instruments

Validity and reliability of the data collected is vital to ensure good quality research.
Reliability has to do with the quality of measurement. In its everyday sense, reliability
is the consistency or repeatability of your measures. Validity concerns that whether
the concept really measures the aimed concept. Pre-testing of the instrument enabled

34
the researcher to access clarity of the instrument and its ease of use. Mugenda and
Mugenda (2003) suggests that pre-testing allowed the errors to be discovered as well
as acting as a tool for motivation a research team before the actual collection of the
data begins.

3.6 Data Analysis Methods

This involved qualitative and quantitative analysis. The data collected by use of
various instruments was first edited to get the relevant data for the study. The edited
data was coded for easy classification in order to facilitate tabulation. The tabulated
data was then analyzed by calculating various percentages where possible. Data
collected was calculated by use of statistical inference such as mean and mode where
applicable (Mugenda, 2003). Presentation of data was in form of tables and figures
where it provided successful interpretation of the findings. Descriptive data was
provided in form of explanatory note.

CHAPTER FOUR

35
DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS
4.1 Introduction
In this chapter the researcher carries out an analysis of data using both quantitative
and qualitative methods. The analysis process is done on the basis of the variables of
the research objectives. The analysis and interpretation of data is done by the help of
analyzed tools such as graphs, pie charts and through judgment due to observations
made.

4.2 Presentations of Findings

4.2.1 Response Rate
Table 4.1 Response Rate
Category Frequency Percentage
Response 40 90
Non Response 4 10
Total 44 100
Source: Author (2017)

Figure 4.1 Response Rate

Source: Author (2017)

From the analysis in table 4.1 and figure 4.1 indicates the response rate for the actual
representation of the population. Out of 44 questionnaires distributed 40 were
returned, that is 90% of the total population and 4 which is 10% were not returned.
4.2.2 Gender Analysis
Table 4.2 Gender

36
 Category Frequency Percentage

Male 32 80

Female 8 20

Total 40 100

Source: Author (2017)

Figure 4.2 Gender Analysis

Source: Author (2017)

Analysis from the table 4.2 and figure 4.2 shows that 80% of the respondents were
male while 20% were female. This can be interpreted that majority of the respondents
were male.
4.2.3 Departments
Table 4.3 Departments

37
 Category Frequency Percentage

1 3
Operation Managers
3 8
Operational Supervisors
36 89
Cargo Staff
Total 40 100

Source: Author (2017)

Figure 4.3 Departments

Source: Author (2017)

Table 4.3 and figure 4.3 indicate the response of the departments which filled the
questionnaires. Operation managers response by 3%, operational supervisors by 8%,
while the response of cargo staff was 89%.
4.2.4 Number of Years of Service
Table 4.4 Number of Years of Service

38
 Category Frequency Percentage
Less than 1 year 6 15
1 2 years 11 28
2 3 years 5 13
3 4 years 11 28
Above 4 years 7 16
Total 40 100

Source: Author (2017)

Figure 4.4 Numbers of Years of Service

Source: Author (2017)

Table 4.4 and figure 4.4 indicates the analysis of work experience. Fifteen percent had
worked for less than 1 year, 28% had 1-2 years experience, 13% 2 3 years, 28%
represented those within 3 4 years and 16% had above 4 years of experience.
4.2.5 Highest Level of Education
Table 4.5 Highest Level of Education

39
 Category Frequency Percentage

Secondary 3 8

College 21 53

University 16 39

Total 40 100

Source: Author (2017)

Figure 4.5 Highest Level of Education

Source: Author (2017)

Table 4.5 and figure 4.5 indicated that 39% of the respondents were graduates, 53% of
respondents had college education while 8% had secondary education. This indicates
therefore that most of the respondents were learned, hence well informed of the
organization expectations.

4.2.6 Communication
Table 4.6 Whether Communication affects leadership styles adopted by flight
handling agencies

40
 Category Frequency Percentage

Yes 25 62

No 15 38

Total 40 100

Source: Author (2017)

Figure 4.6 Whether Communication affects leadership styles adopted by flight

handling agencies

Source: Author (2017)

Table 4.6 and figure 4.6 shows the response on the effect of communication on
leadership styles adopted by flight handling agencies. It was established that 62%
respondents said communication affect leadership styles adopted by flight handling
agencies while 38% said there is no effect. It can be concluded therefore that
communication is a significant factor that affects leadership styles adopted by flight
handling agencies.
4.2.7 Communication
Table 4.7 Rating the effect of Communication on Leadership styles adopted by
flight handling agencies

41
 Category Frequency Percentage

Very Great 9 23

Great 11 27

Average 5 13

No Effect 15 37

Total 40 100

Source: Author (2017)

Figure 4.7 Rating the effect of Communication on Leadership styles adopted by

flight handling agencies

Source: Author (2017)

Table 4.7 and figure 4.7 show that the extent of which communication affects
leadership styles adopted by flight handling agencies. Twenty three percent of
respondents indicated the extent as very great, 27% said the effect is great, 13%
indicated it as average whereas only 37% said there is no effect.
4.2.8 Training
Table 4.8 Whether Training affects leadership styles adopted by flight handling
agencies

42
 Category Frequency Percentage

Yes 39 98

No 1 2

Total 40 100

Source: Author (2017)

Figure 4.8 Whether Training affects Leadership styles adopted by flight handling
agencies

Source: Author (2017)

From the table 4.8 and figure 4.8 the study revealed the effect of training on
leadership styles adopted by flight handling agencies. It was established that 98%
respondents said training affect leadership styles adopted by flight handling agencies
while 2% said there is no effect. Based on this finding it can be inferred that training
is a key factor affecting leadership styles adopted by flight handling agencies.
4.2.9 Training
Table 4.9 Rating the Effect of Training on Leadership styles adopted by flight
handling agencies

43
 `Category Frequency Percentage

Very Great 9 23
Great 13 32

Average 14 35

Low 3 8
No Effect 1 3

Total 40 100

Source: Author (2017)

Figure 4.9 Rating the Effect of Training on Leadership styles adopted by flight
handling agencies

Source: Author (2017)

The table 4.9 and figure 4.9 indicates effect training on leadership styles adopted by
flight handling agencies. Twenty three percent of respondents said the effect is very
great, 35% said the effect is average, 32% said it is great, 8% said it is low, whereas
only 3% said there is no effect.
4.2.10 Job satisfaction
Table 4.10 Whether Job satisfaction affects leadership styles adopted by flight
handling agencies

44
 Category Frequency Percentage

Yes 36 90

No 4 10

Total 40 100

Source: Author (2017)

Figure 4.10 Whether Job satisfaction affects Leadership styles adopted by flight
handling agencies

Source: Author (2017)

From the table 4.10 and figure 4.10, the study revealed the effect of job satisfaction. It
was established that 67% respondents said job satisfaction affect leadership styles
adopted by flight handling agencies while 33% said there is no effect. Based on this
finding it can be deduced that job satisfaction is a key factor affecting leadership
styles adopted by flight handling agencies.
4.2.11 Job satisfaction
Table 4.11 Rating the Effect of Job satisfaction on Leadership styles adopted by
flight handling agencies

45
 Category Frequency Percentage

Very Great 13 33

Great 5 12

Average 18 45

Low 0 0

No Affect 4 10

Total 40 100

Source: Author (2017)

Figure 4.11 Rating the Effect of Job satisfaction on Leadership styles adopted by
flight handling agencies

Source: Author (2017)

From the table 4.11 and figure 4.11, job satisfaction effect on leadership styles
adopted by flight handling agencies was cited to be very great by 35% respondents.
19% said the effect is average, 22% said it is great; 15% said it is low, whereas only
9% said there is no affect.
4.2.12 Motivation
Table 4.12 Whether Motivation affects Leadership styles adopted by flight
handling agencies

46
 Category Frequency Percentage

Yes 23 58

No 17 42

Total 40 100

Source: Author (2017)

Figure 4.12 Whether Motivation affects Leadership styles adopted by flight

handling agencies

Source: Author (2017)

Table 4.12 and figure 4.12 shows the response on the effect of motivation on
leadership styles adopted by flight handling agencies. It was established that 58%
respondents said motivation affect leadership styles adopted by flight handling
agencies while 42% said there is no effect. It can be concluded therefore that
motivation is a significant factor that affects leadership styles adopted by flight
handling agencies.
4.2.13 Motivation
Table 4.13 Rating the Effect of Motivation on Leadership styles adopted by flight
handling agencies

47
 Category Frequency Percentage

Very great 5 12

Great 8 21

Average 9 22

Low 1 2

Not at all 17 43

Total 40 100

Source: Author (2017)

Figure 4.13 Rating the Effect of Motivation on leadership styles adopted by flight
handling agencies

Source: Author (2017)

Table 4.13 and figure 4.13 established that the extent of which motivation affect
leadership styles adopted by flight handling agencies was said to be very great by
12% respondents, 22% said it is average, 21% said it is great, 2% said it is low,
whereas only 43% said there is no effect.
4.2.14 Organization culture
Table 4.14 Whether Organization culture affects Leadership styles adopted by
flight handling agencies

48
 Category Frequency Percentage

Yes 29 73

No 11 27

Total 40 100

Source: Author (2017)

Figure 4.14 Whether Organization culture affects Leadership styles adopted by

flight handling agencies

Source: Author (2017)

From the table 4.14 and figure 4.14, the study revealed the effect of organization
culture on leadership styles adopted by flight handling agencies. It was established
that 73% respondents said organization culture affect leadership styles adopted by
flight handling agencies while 27% said there is no effect. Based on this finding it can
be inferred that organization culture is a key factor affecting leadership styles adopted
by flight handling agencies.
4.2.15 Organization culture
Table 4.15 Rating the Effect of Organization culture on Leadership styles
adopted by flight handling agencies

49
 `Category Frequency Percentage
Very great 5 12
Great 12 30
Average 6 15
Low 6 15
No effect 11 28
Total 40 100

Source: Author (2017)

Figure 4.15 Rating the Effect of Organization culture on leadership styles

adopted by flight handling agencies

Source: Author (2017)

The table 4.15 and figure 4.15 indicates effect organization culture on leadership
styles adopted by flight handling agencies. Twelve percent of respondents said the
effect is very great, 15% said the effect is average, 30% said it is great, 15% said it is
low, whereas only 28% said there is no effect.
4.3 Summary of Data Analysis
4.3.1 General Information

50
Out of 44 questionnaires distributed 40 were returned, that is 90% of the total
population and 4 which is 10% were not returned. Gender response shows that 80% of
the respondents were male while 20% were Female. Operation managers respondent
by 3%, operational supervisors by 8%, while the response of cargo staff being 89%.
Thirty nine percent of respondents were graduates, 53% of respondents had college
education while 8% had secondary education. Fifteen percent had worked for less
than 1 year, 28% had 1-2 years experience, 13% 2 3 years, 28% represented those
within 3 4 years and 16% had above 4 years of experience.

4.3.2 Communication
The findings indicated whether communication affects leadership styles adopted by
flight handling agencies in Kenya where 62% of the respondents indicated yes it does
leadership styles adopted by flight handling agencies while 38% of them disagreed that
communication affects leadership styles adopted by flight handling agencies in Kenya.
This indicated that communication affects leadership styles adopted by flight handling
agencies in Kenya.

4.3.3 Training
The findings indicated whether training leadership styles adopted by flight handling
agencies in Kenya where 98% of the respondents indicated yes it does leadership styles
adopted by flight handling agencies while 2% of them disagreed that training does not
affect procurement ethics in public institutions. This indicated that training affects
leadership styles adopted by flight handling agencies in Kenya.

4.3.4 Job satisfaction

Analysis indicated whether job satisfaction affects leadership styles adopted by flight
handling agencies in Kenya where 90% of the respondents indicated yes it does
leadership styles adopted by flight handling agencies while 10% of them disagreed that
job satisfaction does not affect leadership styles adopted by flight handling agencies in
Kenya. This indicated that information job satisfaction affects leadership styles adopted
by flight handling agencies in Kenya.

4.3.5 Motivation

51
The analysis indicated whether motivation affects leadership styles adopted by flight
handling agencies in Kenya where 58% of the respondents indicated yes it does
leadership styles adopted by flight handling agencies while 42% of them disagreed that
motivation does not affect leadership styles adopted by flight handling agencies in
Kenya. This indicated that motivation affects leadership styles adopted by flight
handling agencies in Kenya.

4.3.6 Organization culture

The analysis indicated whether organization culture affects leadership styles adopted by
flight handling agencies in Kenya where 73% of the respondents indicated yes it does
leadership styles adopted by flight handling agencies while 27% of them disagreed that
organization culture does not affect leadership styles adopted by flight handling
agencies in Kenya. This indicated that organization culture affects leadership styles
adopted by flight handling agencies in Kenya.

CHAPTER FIVE

52
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter presents a brief report on the summary of findings, answers to research
questions, conclusion, recommendations, and suggestion for further studies.

5.2 Summary of Findings

5.2.1 How Does Communication Affect Leadership styles adopted by flight
handling agencies In Kenya?
Communication effect was cited to be very great by 23% respondents, 27% said the
effect is great, 13% said it is average; whereas only 37% said there is no affect. From
the study it was concluded that communication had an effect on leadership styles
adopted by flight handling agencies. From the study it was concluded that
communication had an effect on leadership styles adopted by flight handling agencies.

5.2.2 How Does Training Affect Leadership styles adopted by flight handling
agencies In Kenya?
Training effect was cited to be very great by 23% respondents, 32% said the effect is
great, 35% said it is average, 8% said it is low, whereas only 11% said there is no
affect. From the study it was concluded that training had an effect on leadership styles
adopted by flight handling agencies.

5.2.3 In What Ways Do Job satisfaction Affect Leadership styles adopted by

flight handling agencies In Kenya?
Job satisfaction effect was cited to be very great by 33% respondents, 12% said the
effect is great, 45% said it is average, 0% said it is low, whereas only 10% said there
is no affect. From the study it was concluded that job satisfaction had an effect on
leadership styles adopted by flight handling agencies.

5.2.4 To what extent does motivation affect Leadership styles adopted by flight
handling agencies in Kenya?
Motivation effect was cited to be very great by 12% respondents, 21% said the effect
is great, 22% said it is average, 2% said it is low, whereas only 43% said there is no
affect. From the study it was concluded that motivation had an effect on leadership
styles adopted by flight handling agencies in Kenya.

53
5.2.5 How does Organization culture Affect Leadership styles adopted by flight
handling agencies in Kenya?
Organization culture effect on leadership styles adopted by flight handling agencies
was said to be very great by 12% respondents, 30% said the effect is great, 15% said
it is average, 15% said it is low, whereas only 28% said there is no affect.

5.3 Conclusion
Communication was rated high and hence the researcher can conclude that
communication has been one among other factors that have affected leadership styles
adopted by flight handling agencies in Kenya. They indicated that through good
communication, the management is able to plan properly, to organize objectively,
direct decisively and control correctly, checklist communication stands out as an
important tool for management process.

The researcher concluded that staff training affected leadership styles adopted by
flight handling agencies in Kenya. They added that critical job skills of today's
managers include the ability to work under pressure, to lead people, to manage
conflict, to solve crises, to motivate people, and to intuit answers.

The researcher concluded that job satisfaction affected leadership styles adopted by
flight handling agencies in Kenya. They added that job satisfaction and successful
teamwork with supervisor will increase, as well, because employees are less stressed,
there is less conflict and more commitment to organization goals and, at last,
organizational change is better accepted.

The large number of respondents indicated that staff motivation had an effect on
leadership styles adopted by flight handling agencies in Kenya. It enables the
employees to work effectively since they like the work and the organization they work
for. The organization is concerned with its productivity and wellbeing of its
employees since it determines the future of the organization.

As indicated by the majority of respondents, organizational culture is very essential in

the organization. It enables the employees to work towards the achievement of goals.
It enables the employees know how they are expected to behave and what actions are
acceptable in the organization. Good organization culture will empower its employees
for them to achieve their goals and those of the organization.

54
5.4 Recommendation
5.4.1 Communication
From the study findings, the researcher found that communication affects leadership
styles adopted by flight handling agencies. The managers should establish a certain
comfort level over time with individual employees and these relationships should be
valued and nurtured by every individual in Swissport Kenya to ensure employer,
employee and customer work together and easily meet all needs thus encouraging
adoption of good leadership styles by flight handling agencies.

5.4.2 Staff Training

It was observed that staff training affected leadership styles adopted by flight handling
agencies in Kenya. Critical job skills of today's managers include the ability to work
under pressure, to lead people, to manage conflict, to solve crises, to motivate people,
and to intuit answers and therefore Swissport Kenya should ensure that they have
such managers to remain competitive.

5.4.3 Job Satisfaction

Employees who participate in decision making may feel more committed to execute
them properly. Further, the successful process of making a decision, executing it and
then seeing the positive consequences can help satisfy ones need for achievement,
provide recognition and responsibility and enhance an employees sense of self-
esteem. The company should engage their employees in decision making to make
them better understand linkage between their performance and rewards they want
most.

5.4.4 Motivation
It is important for the company to find a variety of methods of motivating employees
like involving them in decision making and policy formulation. Every employee
within a company is different and, therefore, is motivated to perform well for different
reasons. Due to the differences within an organization, it is important for managers to
get to know his/her employees and understand what motivates their performance. The
staff also called for better terms of remuneration and merit consideration in
promotions.

55
5.4.5 Organization Culture
The researcher recommends that there is need for the company to adopt a culture that
empowers its employees. It was also recommended that managers should ensure that
their culture is consistent with the societys ethical values and it should not be strong
to undermine individuals freedom.

5. 5 Suggestions for Further Research

The study focused on five key variables namely: communication, training, Job
Satisfaction, motivation and organization culture. However, there are other factors
that can influence leadership styles adopted by flight handling agencies but have not
been discussed in detail because they were not the main focus. This study therefore
recommends that further study should be conducted on the effects of organization
structure and organization politics on leadership styles adopted by flight handling
agencies.

56
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58
 APPENDIX II
QUESTIONNAIRE
Tick Where Appropriate and For Explanation, Please Be Brief

SECTION A: PERSONAL INFORMATION

1. Gender
Male
Female

2. Which is position in the management?

Operation managers
Operational supervisors
Cargo staff

3. Years worked in the company

Less than 1 year
1-2 years
2-3 years
3-4 years
Above 4 years

4. Highest Education level

Secondary
College
University Level

SECTION B: COMMUNICATION
5 Does communication affect leadership styles adopted by flight handling agencies in
Kenya?
Yes
No
Explain

6. To what extent does communication affect leadership styles adopted by flight

handling agencies in Kenya?
Very great

i
 Great
Average
No effect
Explain

SECTION C: TRAINING
7. Does training affect leadership styles adopted by flight handling agencies in
Kenya?
Yes
No
Explain

8. To what extent does training affect leadership styles adopted by flight handling
agencies in Kenya?
Very great
Great
Average
Low
No effect

Explain

.
SECTION D: JOB SATISFACTION
9. Does job satisfaction affect leadership styles adopted by flight handling agencies in
Kenya?

ii
 Yes
No

Explain

10. To what extent does job satisfaction affect leadership styles adopted by flight
handling agencies in Kenya?
Very great
Great
Average
Low
No effect

Explain

SECTION E: MOTIVATION
11. Does motivation affect leadership styles adopted by flight handling agencies in
Kenya?
Yes
No
Explain

.
12. To what extent does motivation affect leadership styles adopted by flight handling
agencies in Kenya?
Very great

iii
 Great
Average
Low
Not at all

Explain

SECTION F: ORGANIZATION CULTURE

13. Does organization culture affect leadership styles adopted by flight handling
agencies in Kenya?
Yes
No

Explain your answer

14. To what extent does organization culture affect leadership styles adopted by flight
handling agencies in Kenya?
Very great
Great
Average
Low
No effect
Explain your answer

iv

..

Thank You for Your Cooperation