NAME; EMMANUEL OBEN INDEX # TMA 126/10 SUBJECT; RESEARCH PROPOSAL THE IMPACT OF JOB ROTATION IN AN EMPLOYEE PERFORMANCE A case study of Tema Port Introduction: Organizational commitment is employee’s commitment to the organization. It has two facets; one the organization’s perspective and the other employee’s. Commitment can be in form of the nature of relationship between an employee and the organization or relationship to a variety of entities. Commitment can be observed as an attitude or mindset where the commitment arises due to convergence of goals and
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NAME; EMMANUEL OBEN
INDEX # TMA 126/10
SUBJECT; RESEARCH PROPOSAL
THE IMPACT OF JOB ROTATION IN AN EMPLOYEE
PERFORMANCE A case study of Tema Port
Introduction:
Organizational commitment is employee’s commitment to the organization. It has two
facets; one the organization’s perspective and the other employee’s. Commitment can be
in form of the nature of relationship between an employee and the organization or
relationship to a variety of entities. Commitment can be observed as an attitude or
mindset where the commitment arises due to convergence of goals and values and
develops prospectively. Organizational commitment has been defined as “a
psychological state that characterizes an employee’s relationship with an organization
and has implications for the decision to continue membership of the organization”
(Meyer and Allen 1991).
Organizations are faced with the challenges of human resource development and
management. Today’s business environment requires that companies maintain
maximum flexibility in order to adapt to the changing demands of the marketplace. For
decades, multinational companies from around the world have eagerly embraced
globalization and strived to develop and implement a worldwide competition. An
aggressive campaign to boost profitability, increase market share, and improve customer
satisfaction has been launched by a group of leaders.
In response to this development, small and mid size companies are using contract
workers to augment their regular or core work force. There are both core workers
(employed on long-term, permanent contract) and contract workers (employed on short-
term, temporary contract) in the companies. So employment depending on customer
demand cannot be stable and guaranteed. They can be brought in for just the duration of
a particular project, or the company may choose to develop a long-term relationship with
selected individuals. These workers augment the regular work force, offering firms the
flexibility to assign additional labour tasks. The quality of work performed and the level
of employee motivation are the potential weak points in contract employment
arrangements. Contract work is characterized by job insecurity and a lack of control and
lead to a lack of organizational commitment and job satisfaction.
Employee turnover is significant to labour productivity and subsequent organizational
success. Labour turnover is an inevitable phenomenon in the labour market. Voluntary
and involuntary turnover of employees involve costs of separation, recruitment and
training and job search for both firm and the employee.
It is clear that the organization has a responsibility to lead engagement, and there are
several key areas the organization can address to encourage engagement among its
employees. Leadership, effective management, open, two-way communication, pay and
benefits, fair and equal treatment, employing the ‘right’ workforce, career development
and training, working hours, and health and safety are all aspects of the work
environment that organizations can control and influence and have been found to impact
upon engagement levels. However, there is no ‘one size fits all’ model of engagement,
and different employees will place different emphases on the extent to which they value
each of these elements in return for ‘going the extra mile’.
Secondly, attracting and retaining the right caliber of employees is critical to the success
of every organization. It is the dream of every employer to retain his employees. This is
because, the process of recruitment is a very hectic task considering the time and cost
involved in recruiting new staff each time a position is left vacant by an employee.
Labour turnover has become an undeniable reality in many organizations. Getting and
keeping efficient employees is a challenge for every organization regardless of the type
of institution. Employees move from one organization to the other in search of higher
paying jobs.
Without adequate compensation, current employees are likely to leave and replacement
will be difficult to find. Compensation does more than provide for the physiological
needs of employees. What a person is paid indicates his or her worth to an organization.
It is therefore one of the major methods used to attract employees and motivate them for
more effective performance.
Salaries and wages as well as other incentives and employee benefits are important to an
organization because they are a source of determining employee satisfaction and affect
the quality of workers that an organization can attract.
Statement of Research Problem
The maritime industry in Ghana has become very competitive in recent years due to
privatization of some aspect of the activities in our ports and the improvement in service
delivery through the use of advance technology. Though a number of companies may
cause the employee to leave the organization, job dissatisfaction appears to be the major
adverse effect. To retain efficient employees, management must ensure that steps are
taken to overcome the compensation problems in the organization. In order to maximize
the best out employees, the authorities at the Tema Port have resorted to employee
rotation an attempt to reduce employee burden. As much as this desirable for the
organization it is affecting the employees’ performance in several ways. The purpose of
this study is to identify the impact of employee rotation on employee performance.
Significance of the Study
This study will bring to light the significant of compensation as a tool for employee
retention and will contribute to knowledge and literatures that will focus on how reward
can be well managed to enable management develop a broader perspective on the human
resource. Furthermore, this study is to provide valuable information for human resource
practitioners and the Human Resource Department of Ghana ports and harbours
authority to improve the process of rewarding its employees.
Main Objectives of the Study
The specific objectives of the study are:
1. To identify the types of work assigned to employees
2. To determine factors the influence employee rotation.
3 To identity the effect of compensation and retention of employees.
4. To determine the influence of employee rotation on employee performance on
the job
Scope of Study
Essentially, the study will be limited to the employees of Ghana Ports and Harbour
Authority. The scope of this study covers all activities of GPHA with regard to whether
they had been able to attract more workers and what measures they have taken to retain
productive employees.
Limitation of Study
There is no research without a problem and this research was no exception. Although
it would have been ideal to conduct this study on the ports in Ghana, due to time
constraints, financial and human resources needed for this study, the study is limited to
examining the impact of the shift-system on employee performance.
Research methodology
This section focuses on the procedures to be used in this study to examine the impact of
job rotation on employee performance and the comprehension of its concepts. It restricts
the study to the description of the methods used in data collection and analysis in order
to arrive at research conclusions. It further describes the procedures that were followed
and instruments used in relevant data collection and analysis.
Research design
The study will be conducted at Tema Port. The researcher’s interest in Tema Port arises
from his many years of working at the port. The researcher will sample officials of the
Tema Port and employees. The choice of these samples is to ensure that no detail within
the reach of the researcher is left out.
Data collection
The researcher will interview fifty (50) carefully selected respondents. Responses to
questions would be coded, tabulated and processed using the Statistical Package for
Social Sciences (SPSS) software and will be analyzed using frequencies with mean,
mode and median indicated. Percentages will be worked out to indicate positions with
measures of central tendencies and measures of dispersions. Dependent and independent
variables will be used for regression analysis. Other data will be statistically treated for
scientific, objective interpretations.
Deriving from the above, data will be presented in tables, graphs, charts, etc. Findings
will be deduced from these followed by logical conclusions which will form the basis
for appropriate recommendations.
Ethical Permission
Before embarking on interviews, administering the research instrument (questionnaire),
and other data collection method suitable for this study, permission will be sought from
relevant individuals and departments of agencies to be sampled. This is to avoid
unauthorized acquisition of data and rights infringement.
The researcher intends to avoid request for names of respondents, as this will not form
the basis for analyzing the research instruments. Commercially sensitive data will be
handled with utmost discretion and for analytical purpose only. This will form part of
my proposal to relevant departments whose staff I intend to seek data and documents for
analysis so as to facilitate my findings.
NAME; EMMANUEL OBEN
INDEX # TMA 126/10
SUBJECT; RESEARCH PROPOSAL
THE IMPACT OF JOB ROTATION IN AN EMPLOYEE
PERFORMANCE A case study of Tema Port
Introduction:
Organizational commitment is employee’s commitment to the organization. It has two
facets; one the organization’s perspective and the other employee’s. Commitment can be
in form of the nature of relationship between an employee and the organization or
relationship to a variety of entities. Commitment can be observed as an attitude or
mindset where the commitment arises due to convergence of goals and values and
develops prospectively. Organizational commitment has been defined as “a
psychological state that characterizes an employee’s relationship with an organization
and has implications for the decision to continue membership of the organization”
(Meyer and Allen 1991).
Organizations are faced with the challenges of human resource development and
management. Today’s business environment requires that companies maintain
maximum flexibility in order to adapt to the changing demands of the marketplace. For
decades, multinational companies from around the world have eagerly embraced
globalization and strived to develop and implement a worldwide competition. An
aggressive campaign to boost profitability, increase market share, and improve customer
satisfaction has been launched by a group of leaders.
In response to this development, small and mid size companies are using contract
workers to augment their regular or core work force. There are both core workers
(employed on long-term, permanent contract) and contract workers (employed on short-
term, temporary contract) in the companies. So employment depending on customer
demand cannot be stable and guaranteed. They can be brought in for just the duration of
a particular project, or the company may choose to develop a long-term relationship with
selected individuals. These workers augment the regular work force, offering firms the
flexibility to assign additional labour tasks. The quality of work performed and the level
of employee motivation are the potential weak points in contract employment
arrangements. Contract work is characterized by job insecurity and a lack of control and
lead to a lack of organizational commitment and job satisfaction.
Employee turnover is significant to labour productivity and subsequent organizational
success. Labour turnover is an inevitable phenomenon in the labour market. Voluntary
and involuntary turnover of employees involve costs of separation, recruitment and
training and job search for both firm and the employee.
It is clear that the organization has a responsibility to lead engagement, and there are
several key areas the organization can address to encourage engagement among its
employees. Leadership, effective management, open, two-way communication, pay and
benefits, fair and equal treatment, employing the ‘right’ workforce, career development
and training, working hours, and health and safety are all aspects of the work
environment that organizations can control and influence and have been found to impact
upon engagement levels. However, there is no ‘one size fits all’ model of engagement,
and different employees will place different emphases on the extent to which they value
each of these elements in return for ‘going the extra mile’.
Secondly, attracting and retaining the right caliber of employees is critical to the success
of every organization. It is the dream of every employer to retain his employees. This is
because, the process of recruitment is a very hectic task considering the time and cost
involved in recruiting new staff each time a position is left vacant by an employee.
Labour turnover has become an undeniable reality in many organizations. Getting and
keeping efficient employees is a challenge for every organization regardless of the type
of institution. Employees move from one organization to the other in search of higher
paying jobs.
Without adequate compensation, current employees are likely to leave and replacement
will be difficult to find. Compensation does more than provide for the physiological
needs of employees. What a person is paid indicates his or her worth to an organization.
It is therefore one of the major methods used to attract employees and motivate them for
more effective performance.
Salaries and wages as well as other incentives and employee benefits are important to an
organization because they are a source of determining employee satisfaction and affect
the quality of workers that an organization can attract.
Statement of Research Problem
The maritime industry in Ghana has become very competitive in recent years due to
privatization of some aspect of the activities in our ports and the improvement in service
delivery through the use of advance technology. Though a number of companies may
cause the employee to leave the organization, job dissatisfaction appears to be the major
adverse effect. To retain efficient employees, management must ensure that steps are
taken to overcome the compensation problems in the organization. In order to maximize
the best out employees, the authorities at the Tema Port have resorted to employee
rotation an attempt to reduce employee burden. As much as this desirable for the
organization it is affecting the employees’ performance in several ways. The purpose of
this study is to identify the impact of employee rotation on employee performance.
Significance of the Study
This study will bring to light the significant of compensation as a tool for employee
retention and will contribute to knowledge and literatures that will focus on how reward
can be well managed to enable management develop a broader perspective on the human
resource. Furthermore, this study is to provide valuable information for human resource
practitioners and the Human Resource Department of Ghana ports and harbours
authority to improve the process of rewarding its employees.
Main Objectives of the Study
The specific objectives of the study are:
1. To identify the types of work assigned to employees
2. To determine factors the influence employee rotation.
3 To identity the effect of compensation and retention of employees.
4. To determine the influence of employee rotation on employee performance on
the job
Scope of Study
Essentially, the study will be limited to the employees of Ghana Ports and Harbour
Authority. The scope of this study covers all activities of GPHA with regard to whether
they had been able to attract more workers and what measures they have taken to retain
productive employees.
Limitation of Study
There is no research without a problem and this research was no exception. Although
it would have been ideal to conduct this study on the ports in Ghana, due to time
constraints, financial and human resources needed for this study, the study is limited to
examining the impact of the shift-system on employee performance.
Research methodology
This section focuses on the procedures to be used in this study to examine the impact of
job rotation on employee performance and the comprehension of its concepts. It restricts
the study to the description of the methods used in data collection and analysis in order
to arrive at research conclusions. It further describes the procedures that were followed
and instruments used in relevant data collection and analysis.
Research design
The study will be conducted at Tema Port. The researcher’s interest in Tema Port arises
from his many years of working at the port. The researcher will sample officials of the
Tema Port and employees. The choice of these samples is to ensure that no detail within
the reach of the researcher is left out.
Data collection
The researcher will interview fifty (50) carefully selected respondents. Responses to
questions would be coded, tabulated and processed using the Statistical Package for
Social Sciences (SPSS) software and will be analyzed using frequencies with mean,
mode and median indicated. Percentages will be worked out to indicate positions with
measures of central tendencies and measures of dispersions. Dependent and independent
variables will be used for regression analysis. Other data will be statistically treated for
scientific, objective interpretations.
Deriving from the above, data will be presented in tables, graphs, charts, etc. Findings
will be deduced from these followed by logical conclusions which will form the basis
for appropriate recommendations.
Ethical Permission
Before embarking on interviews, administering the research instrument (questionnaire),
and other data collection method suitable for this study, permission will be sought from
relevant individuals and departments of agencies to be sampled. This is to avoid
unauthorized acquisition of data and rights infringement.
The researcher intends to avoid request for names of respondents, as this will not form
the basis for analyzing the research instruments. Commercially sensitive data will be
handled with utmost discretion and for analytical purpose only. This will form part of
my proposal to relevant departments whose staff I intend to seek data and documents for
analysis so as to facilitate my findings.
NAME; EMMANUEL OBEN
INDEX # TMA 126/10
SUBJECT; RESEARCH PROPOSAL
THE IMPACT OF JOB ROTATION IN AN EMPLOYEE
PERFORMANCE A case study of Tema Port
Introduction:
Organizational commitment is employee’s commitment to the organization. It has two
facets; one the organization’s perspective and the other employee’s. Commitment can be
in form of the nature of relationship between an employee and the organization or
relationship to a variety of entities. Commitment can be observed as an attitude or
mindset where the commitment arises due to convergence of goals and values and
develops prospectively. Organizational commitment has been defined as “a
psychological state that characterizes an employee’s relationship with an organization
and has implications for the decision to continue membership of the organization”
(Meyer and Allen 1991).
Organizations are faced with the challenges of human resource development and
management. Today’s business environment requires that companies maintain
maximum flexibility in order to adapt to the changing demands of the marketplace. For
decades, multinational companies from around the world have eagerly embraced
globalization and strived to develop and implement a worldwide competition. An
aggressive campaign to boost profitability, increase market share, and improve customer
satisfaction has been launched by a group of leaders.
In response to this development, small and mid size companies are using contract
workers to augment their regular or core work force. There are both core workers
(employed on long-term, permanent contract) and contract workers (employed on short-
term, temporary contract) in the companies. So employment depending on customer
demand cannot be stable and guaranteed. They can be brought in for just the duration of
a particular project, or the company may choose to develop a long-term relationship with
selected individuals. These workers augment the regular work force, offering firms the
flexibility to assign additional labour tasks. The quality of work performed and the level
of employee motivation are the potential weak points in contract employment
arrangements. Contract work is characterized by job insecurity and a lack of control and
lead to a lack of organizational commitment and job satisfaction.
Employee turnover is significant to labour productivity and subsequent organizational
success. Labour turnover is an inevitable phenomenon in the labour market. Voluntary
and involuntary turnover of employees involve costs of separation, recruitment and
training and job search for both firm and the employee.
It is clear that the organization has a responsibility to lead engagement, and there are
several key areas the organization can address to encourage engagement among its
employees. Leadership, effective management, open, two-way communication, pay and
benefits, fair and equal treatment, employing the ‘right’ workforce, career development
and training, working hours, and health and safety are all aspects of the work
environment that organizations can control and influence and have been found to impact
upon engagement levels. However, there is no ‘one size fits all’ model of engagement,
and different employees will place different emphases on the extent to which they value
each of these elements in return for ‘going the extra mile’.
Secondly, attracting and retaining the right caliber of employees is critical to the success
of every organization. It is the dream of every employer to retain his employees. This is
because, the process of recruitment is a very hectic task considering the time and cost
involved in recruiting new staff each time a position is left vacant by an employee.
Labour turnover has become an undeniable reality in many organizations. Getting and
keeping efficient employees is a challenge for every organization regardless of the type
of institution. Employees move from one organization to the other in search of higher
paying jobs.
Without adequate compensation, current employees are likely to leave and replacement
will be difficult to find. Compensation does more than provide for the physiological
needs of employees. What a person is paid indicates his or her worth to an organization.
It is therefore one of the major methods used to attract employees and motivate them for
more effective performance.
Salaries and wages as well as other incentives and employee benefits are important to an
organization because they are a source of determining employee satisfaction and affect
the quality of workers that an organization can attract.
Statement of Research Problem
The maritime industry in Ghana has become very competitive in recent years due to
privatization of some aspect of the activities in our ports and the improvement in service
delivery through the use of advance technology. Though a number of companies may
cause the employee to leave the organization, job dissatisfaction appears to be the major
adverse effect. To retain efficient employees, management must ensure that steps are
taken to overcome the compensation problems in the organization. In order to maximize
the best out employees, the authorities at the Tema Port have resorted to employee
rotation an attempt to reduce employee burden. As much as this desirable for the
organization it is affecting the employees’ performance in several ways. The purpose of
this study is to identify the impact of employee rotation on employee performance.
Significance of the Study
This study will bring to light the significant of compensation as a tool for employee
retention and will contribute to knowledge and literatures that will focus on how reward
can be well managed to enable management develop a broader perspective on the human
resource. Furthermore, this study is to provide valuable information for human resource
practitioners and the Human Resource Department of Ghana ports and harbours
authority to improve the process of rewarding its employees.
Main Objectives of the Study
The specific objectives of the study are:
1. To identify the types of work assigned to employees
2. To determine factors the influence employee rotation.
3 To identity the effect of compensation and retention of employees.
4. To determine the influence of employee rotation on employee performance on
the job
Scope of Study
Essentially, the study will be limited to the employees of Ghana Ports and Harbour
Authority. The scope of this study covers all activities of GPHA with regard to whether
they had been able to attract more workers and what measures they have taken to retain
productive employees.
Limitation of Study
There is no research without a problem and this research was no exception. Although
it would have been ideal to conduct this study on the ports in Ghana, due to time
constraints, financial and human resources needed for this study, the study is limited to
examining the impact of the shift-system on employee performance.
Research methodology
This section focuses on the procedures to be used in this study to examine the impact of
job rotation on employee performance and the comprehension of its concepts. It restricts
the study to the description of the methods used in data collection and analysis in order
to arrive at research conclusions. It further describes the procedures that were followed
and instruments used in relevant data collection and analysis.
Research design
The study will be conducted at Tema Port. The researcher’s interest in Tema Port arises
from his many years of working at the port. The researcher will sample officials of the
Tema Port and employees. The choice of these samples is to ensure that no detail within
the reach of the researcher is left out.
Data collection
The researcher will interview fifty (50) carefully selected respondents. Responses to
questions would be coded, tabulated and processed using the Statistical Package for
Social Sciences (SPSS) software and will be analyzed using frequencies with mean,
mode and median indicated. Percentages will be worked out to indicate positions with
measures of central tendencies and measures of dispersions. Dependent and independent
variables will be used for regression analysis. Other data will be statistically treated for
scientific, objective interpretations.
Deriving from the above, data will be presented in tables, graphs, charts, etc. Findings
will be deduced from these followed by logical conclusions which will form the basis
for appropriate recommendations.
Ethical Permission
Before embarking on interviews, administering the research instrument (questionnaire),
and other data collection method suitable for this study, permission will be sought from
relevant individuals and departments of agencies to be sampled. This is to avoid
unauthorized acquisition of data and rights infringement.
The researcher intends to avoid request for names of respondents, as this will not form
the basis for analyzing the research instruments. Commercially sensitive data will be
handled with utmost discretion and for analytical purpose only. This will form part of
my proposal to relevant departments whose staff I intend to seek data and documents for
analysis so as to facilitate my findings.
NAME; EMMANUEL OBEN
INDEX # TMA 126/10
SUBJECT; RESEARCH PROPOSAL
THE IMPACT OF JOB ROTATION IN AN EMPLOYEE
PERFORMANCE A case study of Tema Port
Introduction:
Organizational commitment is employee’s commitment to the organization. It has two
facets; one the organization’s perspective and the other employee’s. Commitment can be
in form of the nature of relationship between an employee and the organization or
relationship to a variety of entities. Commitment can be observed as an attitude or
mindset where the commitment arises due to convergence of goals and values and
develops prospectively. Organizational commitment has been defined as “a
psychological state that characterizes an employee’s relationship with an organization
and has implications for the decision to continue membership of the organization”
(Meyer and Allen 1991).
Organizations are faced with the challenges of human resource development and
management. Today’s business environment requires that companies maintain
maximum flexibility in order to adapt to the changing demands of the marketplace. For
decades, multinational companies from around the world have eagerly embraced
globalization and strived to develop and implement a worldwide competition. An
aggressive campaign to boost profitability, increase market share, and improve customer
satisfaction has been launched by a group of leaders.
In response to this development, small and mid size companies are using contract
workers to augment their regular or core work force. There are both core workers
(employed on long-term, permanent contract) and contract workers (employed on short-
term, temporary contract) in the companies. So employment depending on customer
demand cannot be stable and guaranteed. They can be brought in for just the duration of
a particular project, or the company may choose to develop a long-term relationship with
selected individuals. These workers augment the regular work force, offering firms the
flexibility to assign additional labour tasks. The quality of work performed and the level
of employee motivation are the potential weak points in contract employment
arrangements. Contract work is characterized by job insecurity and a lack of control and
lead to a lack of organizational commitment and job satisfaction.
Employee turnover is significant to labour productivity and subsequent organizational
success. Labour turnover is an inevitable phenomenon in the labour market. Voluntary
and involuntary turnover of employees involve costs of separation, recruitment and
training and job search for both firm and the employee.
It is clear that the organization has a responsibility to lead engagement, and there are
several key areas the organization can address to encourage engagement among its
employees. Leadership, effective management, open, two-way communication, pay and
benefits, fair and equal treatment, employing the ‘right’ workforce, career development
and training, working hours, and health and safety are all aspects of the work
environment that organizations can control and influence and have been found to impact
upon engagement levels. However, there is no ‘one size fits all’ model of engagement,
and different employees will place different emphases on the extent to which they value
each of these elements in return for ‘going the extra mile’.
Secondly, attracting and retaining the right caliber of employees is critical to the success
of every organization. It is the dream of every employer to retain his employees. This is
because, the process of recruitment is a very hectic task considering the time and cost
involved in recruiting new staff each time a position is left vacant by an employee.
Labour turnover has become an undeniable reality in many organizations. Getting and
keeping efficient employees is a challenge for every organization regardless of the type
of institution. Employees move from one organization to the other in search of higher
paying jobs.
Without adequate compensation, current employees are likely to leave and replacement
will be difficult to find. Compensation does more than provide for the physiological
needs of employees. What a person is paid indicates his or her worth to an organization.
It is therefore one of the major methods used to attract employees and motivate them for
more effective performance.
Salaries and wages as well as other incentives and employee benefits are important to an
organization because they are a source of determining employee satisfaction and affect
the quality of workers that an organization can attract.
Statement of Research Problem
The maritime industry in Ghana has become very competitive in recent years due to
privatization of some aspect of the activities in our ports and the improvement in service
delivery through the use of advance technology. Though a number of companies may
cause the employee to leave the organization, job dissatisfaction appears to be the major
adverse effect. To retain efficient employees, management must ensure that steps are
taken to overcome the compensation problems in the organization. In order to maximize
the best out employees, the authorities at the Tema Port have resorted to employee
rotation an attempt to reduce employee burden. As much as this desirable for the
organization it is affecting the employees’ performance in several ways. The purpose of
this study is to identify the impact of employee rotation on employee performance.
Significance of the Study
This study will bring to light the significant of compensation as a tool for employee
retention and will contribute to knowledge and literatures that will focus on how reward
can be well managed to enable management develop a broader perspective on the human
resource. Furthermore, this study is to provide valuable information for human resource
practitioners and the Human Resource Department of Ghana ports and harbours
authority to improve the process of rewarding its employees.
Main Objectives of the Study
The specific objectives of the study are:
1. To identify the types of work assigned to employees
2. To determine factors the influence employee rotation.
3 To identity the effect of compensation and retention of employees.
4. To determine the influence of employee rotation on employee performance on
the job
Scope of Study
Essentially, the study will be limited to the employees of Ghana Ports and Harbour
Authority. The scope of this study covers all activities of GPHA with regard to whether
they had been able to attract more workers and what measures they have taken to retain
productive employees.
Limitation of Study
There is no research without a problem and this research was no exception. Although
it would have been ideal to conduct this study on the ports in Ghana, due to time
constraints, financial and human resources needed for this study, the study is limited to
examining the impact of the shift-system on employee performance.
Research methodology
This section focuses on the procedures to be used in this study to examine the impact of
job rotation on employee performance and the comprehension of its concepts. It restricts
the study to the description of the methods used in data collection and analysis in order
to arrive at research conclusions. It further describes the procedures that were followed
and instruments used in relevant data collection and analysis.
Research design
The study will be conducted at Tema Port. The researcher’s interest in Tema Port arises
from his many years of working at the port. The researcher will sample officials of the
Tema Port and employees. The choice of these samples is to ensure that no detail within
the reach of the researcher is left out.
Data collection
The researcher will interview fifty (50) carefully selected respondents. Responses to
questions would be coded, tabulated and processed using the Statistical Package for
Social Sciences (SPSS) software and will be analyzed using frequencies with mean,
mode and median indicated. Percentages will be worked out to indicate positions with
measures of central tendencies and measures of dispersions. Dependent and independent
variables will be used for regression analysis. Other data will be statistically treated for
scientific, objective interpretations.
Deriving from the above, data will be presented in tables, graphs, charts, etc. Findings
will be deduced from these followed by logical conclusions which will form the basis
for appropriate recommendations.
Ethical Permission
Before embarking on interviews, administering the research instrument (questionnaire),
and other data collection method suitable for this study, permission will be sought from
relevant individuals and departments of agencies to be sampled. This is to avoid
unauthorized acquisition of data and rights infringement.
The researcher intends to avoid request for names of respondents, as this will not form
the basis for analyzing the research instruments. Commercially sensitive data will be
handled with utmost discretion and for analytical purpose only. This will form part of
my proposal to relevant departments whose staff I intend to seek data and documents for
analysis so as to facilitate my findings.
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