The impact of employee relations on job performance among secondary school teachers in the private sector of South Sudan: a case of Juba academy school

Abstract

The study investigated the impact of employee relations onjob performance among secondary school teachers in in the private sector of South Sudan, Juba Academy School in particular. Four specific objectives guided the study; to examine the impact of teacher development programs on teachers’ job performance at Juba Academy School, to investigate the impact of effective communication between management and workforce on teachers’ job performance at Juba Academy School, to determine the extent at which teachers’ involvement in decision making impacts teachers’ job performance at Juba Academy School and to examine the impact of work environment on teachers’ job performance at Juba Academy School. The study adopted a case study design with both qualitative and quantitative aspect. A sample of 69 respondents was selected from 83 target population with the help ofSlovene’s formula. The study descriptive statistics (Mean and SD), Pearson’s linear correction coefficient, and regression model were used in data analysis of data collected through questionnaire. The descriptive results indicated teacher’s development programs were an employee relations factor for improved teachers’ job performance in Juba Academy School with an overall mean of 2.77. The level of communication between management and workforce had an overall mean of 2.79 and the level of teacher involvement in decision making was low with an overall mean of 2.64, which was interpreted as fair. According to Pearson’s Linear Correlation results, Teacher development programs had a significant impact on teachers’ job performance with a coefficient of 0.655(**) at a significance level of 0.000. Effective communication between management and workforce had a great impact on teachers’ job performance (r = 0.617), which was positive with probability value (p = 0.000). Teacher involvement in decision making relatively strong positive impact on job performance, with a correlation coefficient is 0.575(**) at a significance level of 0.000. Employee relations highly contributed positively impacted teachers’ job performance in Juba Academy School. The study therefore concludes that maintaining harmonious relations is very important for the survival, prosperity and growth of the organization. Good and healthy employee relations lead to better job performance and overall organizational performance. The study recommends that there was need for training or introducing training programs in that employees who are not well informed can change their behaviours and improve on interaction skills and even gain more skills hence enhancing staff performance, identifying the right learning opportunities for the employees will help the organisation in achieving its competitive position in today’s global market. Policies, rules and guidelines on employee relations through effective communication platforms should be clearly explained in order to avoid misunderstanding and quarrels. The study recommends that management of these secondary schools should hold consultative meetings with their staff before making key decisions or changes. The researcher recommends future research on employee relation and staff retention in both public and private secondary schools in South Sudan, to guarantee the findings of this study.