How managerial interactions affect employees' work output in Ghanaian organizations

James Baba Abugre (University of Ghana Business School, Accra, Ghana)

African Journal of Economic and Management Studies

ISSN: 2040-0705

Publication date: 14 September 2012

Abstract

Purpose

The purpose of this paper is to examine how managerial interactions with employees affect work output, using Ghanaian organizations as a study.

Design/methodology/approach

The paper adopts a survey method, using questionnaires to collect data from 120 workers from four Ghanaian organizations to form the basis of the study.

Findings

It was found that regular interactions between managers and employees have a direct positive effect on employee work output. Results emerging from the analysis show that for organizations to make any significant impact on performance, both managers and their subordinates must have a very good climate of social interactions. The involvement of lower level employees in organizational activities and decision making is of crucial importance to organizational performance.

Research limitations/implications

The study is limited to the four organizations of the sample and the number of respondents.

Practical implications

The paper's findings call for some behavioural directions for managers in organizations to pay serious attention to the total involvement of workers through effective communication in the running of the organizations.

Originality/value

The paper discusses organizational communication by focusing on managerial interaction with employees, and how it can affect organizational work output. The consequences of lack of effective managerial interaction with employees would result in an increased tendency for individuals to leave the organization due to a lower level of satisfaction with their managers.

Keywords

Citation

Baba Abugre, J. (2012), "How managerial interactions affect employees' work output in Ghanaian organizations", African Journal of Economic and Management Studies, Vol. 3 No. 2, pp. 204-226. https://doi.org/10.1108/20400701211265009

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

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