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Faculté de Droit, d’Economie et de Gestion

Business Research Project Dissertation presented by


HAMZE/AHMED/ABDILLAHI/AHMED/MOHAMED

“ ”

Directed By

Raouia Mohammed Hammami

2023
Table of contents
Table of figures
Table of tables
Acknowledgement
I- Introduction
Chapter One: study framework
I- Introduction
II- Case study
1- Company Presentation
a) Activity
b) Organigram
c) General problem formulation
2- Business Research
a) Definition
b) Researcher’s status
c) Objectives of the research
d) Nature of the research
e)Research motivation
3- research process
a)Research design
b) Research limitation
III. conclusion
Chapter Two: Empirical Essay
I- Introduction
II- Data collection
1) Field information
2)Scientific information
III- Field work
1) Sampling
a) population description
b) sample specification
c) Sample size
d) Saturation point
2) Baseline conditions
a)Data collection techniques
b) Field work
IV- Data analysis and results
1)Null hypothesis& alternative
2)Variables definition
3)Descriptive statistics
V- results and discussion
1) hypothesis summary
2)discussion
Conclusion
Appendix
REFERENCES
Acknowledgment

Our first acknowledgement goes to God Almighty for His grace to us that has been sufficient
to us throughout the making of this research. we express our thanks and honor to you.
We would like to give a special thanks to our parents who supported us by getting involved
with us like giving us encouragement in every form whether it’s with words or with actions.
Honestly, we would not make it without them.
We also would like to thank our research and methodology teacher,
Miss RaouiaMohammed Hammami, forher remarques, patience, dedication, and valuable
knowledge that has greatly improved the quality of this work. we are grateful for your
support and guidance throughout the period of making this research.

All of these people we mentioned, we can never thank you enough. We pray that the
Almighty God will richly reward you.
Abstract

The main purpose of this research was been undertaken to find out the potential
relationship between the employees committments and its characteristics .This research
inspects how the employees committments can affact the university of djibouti .The
qualitative approach is what this research is using in order to explain the connection
between three variables and they are consisted as follow : job satisfaction , leadership style,
teamwork.
The data and information of this research were collected through paper format questionnaires
filled out by employees university including teachers , deans , the director of study ,
maintenance staffs and others . Throughout the data collection phase, 130 of university
employees were asked to answer our questionnaire but we only retained 120 questions as the
saturation point is 120 answers. As result, we found that 50 % of the employees highly
agreed that the quantity of serving was important.

Chapter One: Study framework


I- Introduction
This chapter concerns all the theoretical framework of our research.
First, we will start by the company’s description. In this part, we will talk about the activities
of the company, then it will be followed by organigram of the company, the last part will be
the introduction of the general problem formulation.
Second, we will talk about the business research. It will include the Researcher’s status, the
objectives & the nature of the research itself and we will finish this part with the motives of
the research if it is personal for the researcher or for the company.

Third, we will share with you the research design with 3 detailed TDB and Gantt chart and
the limitation of the research.
We will conclude this chapter with a small conclusion.

II- Case study


1- The company’s presentation
The University of Djibouti was established on 7 January 2006 by Decree. It grew out of
the University Centre of Djibouti. In 2008, the university had 2,500 students. The student
body reaches more than 7000 in 2015.
The University of Djibouti (UD) is composed as follows of five (05) faculties and two
(02) institutes which have established cooperation links throughout the world.
a) Activities
 Faculties :
o Faculty of Medicine ( FM ) ,
o Faculty of Engineers ( FI ) ,
o Faculty of Sciences ( FS ) ,
o Faculty of Law, Economics, Management ( FDEG ) ,
o Faculty of Letters, Languages and Human Sciences ( FLLSH ) .
 Institutes :
o University Institutes of Industrial Technologies ( IUTI ) ,
o University Institutes of Tertiary Technologies ( IUTT ) .

Goal: Became one of the best university in horn of Africa


Objectives: provide a high education
Mission: Attract the foreign students
Vision: become the best university in the world
Core values:

 Excellence: A commitment to academic excellence and the pursuit of knowledge.

 Diversity: A commitment to inclusivity and the celebration of diversity in all its forms.

 Innovation: A focus on exploring new ideas, approaches, and technologies to drive progress
and change.

 Social responsibility: A recognition of the university's role in shaping the future and a
commitment to making a positive impact on society.

 Community: A focus on fostering a sense of community and belonging among students,


faculty, and staff.

 Collaboration: A commitment to working together and leveraging the strengths of diverse


individuals and groups to achieve common goals.
.

b) Organizational chart

PRESIDENT

VICE
PRESIDENT

Administration Financial Human IT


departement ressources
DEPARTEMENT
Figure 1: organigram

 Roles and Responsibilities


Chief Executive Officer
 Communicates core policies and principles to all staff and ensure that
they are implemented
 Direct and oversee an organization’s financial and budgetary activities
 Appoint department heads and managers
Vice president
 Promote a positive environment for staff and identify and work with firm
management to address any issues that are creating barriers to an optimal work
environment for all staff
 responsible for making sure that the directions of the CEO are executed in the day-to-
day operations of the company.

Human Resources
 The recruitment of the right employees and putting them on the right spot
 They conduct Job analysis when facing a new situation, mission, need for change
 Train and developing employees
Finance and accounting
 Prepares yearly financial statements and information.
c) General problem formulation
Swot analysis
Swot is an acronym for an organisations strengths ,weakness ,opportunities and treats
Strengths:
* A ruptation as an international university
*our employees and their shared focus on student success
*providing schoolarships towards the top 5 students each field

Weaknesses :
* lack of more IT classrooms
* lack of fuel the university buses
* low network at the university spaces

Opportunities :
* organising the international conference
* providing schoolarships towards the regional students
* facilities of university tuition for siblings

Treats:
* private universities (IAD ,EMD, SCAE )
* Air route
* High outflow students

We have been detected this specific problem by the employee’s university commitment with
their level of performance.
In different faculties staffs. We have started from the other personal up to managerial
management. We came across different consequences such like satisfaction and the
dissatisfaction of the employees according to their performance.
The data has been collected through survey answers by the university employees

How can leadership style, job satisfaction and teamwork affect the level of
performance of the university?
2- Business research

Business researcher’s status

The university of Djibouti assigned to the students of BBA to conduct business research to
get a concise answer to the issue with aim the to overcome the problem. Therefore, the
administration assigned us, AHMED MED ELMI, HAMZE HOUSSEIN HASSAN,
MOHAMED OSMAN, AHMED MOHAMED and ABDILLAHI DAYE as BBA STUDENT
to undertake this huge responsibility of doing effective and beneficial study. WE will conduct
this research using different tool such as interview checklist, etc...
Objectives of the research
we highly believe that that ORGANIZATIONAL’s commitment derive from employee
engagement therefore we will identify all the variable of the organizational commitment that
can affect employee commitment
This research will finally help the university to:
1. Identifying the variable of that can affect organizational commitment
2. To identifie employée commîtes
3. Provide answers to the company and suggest them corrective plans
Nature of the research

As we are going to conduct Organizational commitment, the research will be conduct via
quantitative method such as interviews, surveys, focus group. Therefore, quantitative are used
to measure how many people feel, think or act in particular way, Quantitative research is
numerically oriented and involve statistical analysis.

Research Motivation
Personal motivation:
in fact the main incentives to undertake this research is first we all have eager to discover and
face challenge and as the best 6 top BBA student it’s an honor to conduct such prestigious
research that has been assigned by the university, and we are compelled to conduct to get
mark reward

3- Research process
1. Ressources needed
Human resources needed : 5 researchers ( Mohamed ,Abdillahi , Hamze , Ahmed and Ahmed )
Job description ( Researcher)
Researcher qualifications , duties and responsibilities
A successful Researcher candidate will have various prerequisite skills and qualifications
needed for duties. The specific skills and educational requirements Researchers need depends
on their industry. Successful Researchers have exceptional problem-solving and investigative
skills. They are proficient in multiple data collection and analysis techniques and have an
exceptional knowledge of statistical computer applications. They are also excellent
communicators and can work effectively within teams.
Required skills :
 Proven knowledge of data collection methods
 Proficiency in data analysis tools and statistical applications
 Excellent written and verbal communication skills
 Excellent presentation skills and ability to write high-level research reports for presentation
 Knowledge of project management
 Ability to work within a team and follow the instructions of senior faculty

Expected Duties :
 Determine areas of research to increase knowledge in a particular field.
 Identify sources of funding, prepare research proposals and submit funding applications.
 Plan and perform experiments and surveys.
 Collect, record and analyse data.
 Interpret data analysis results and draw inferences and conclusions.
 Present research results to committee ( Teacher Raouiwa in our case ) .

Logistics :
o transportation
o Communication fees
o Internet

Other expenses for research:


o Participation fees ( Paid in the beginning of each month )

Asses needed Budget : For the whole project we estimate that an amount of 35 000fd will be used by
the researchers .
o Gap budget: 10% of our total budget
o Emergency total budget : 10 000fd will be our emergency budget

Total Budget : 68 200fd

Resources
An estimated amount of 69 200fd will be spent on our research . It will be mostly from our
own savings 70% and the rest will be from our families and close friends .

The schedule
Task Week
1 History of university & its activities Week 1
2 Problem formulation Week 1
3 Formulating a research question that validates Week 2
the 3 tests
4 Identifying different variables Week 2
5 Research hypotheses Week 2
6 Research motivation Week 2
7 Planning for the project (budget, schedule Week3
TDBs and Gantt chart)
8 Literature review Weeks 4
9 Field information Week 5
10 Sampling Week 6
11 Data collection Week 7
12 Data analysis Week 8
13 Discussion and hypothesis validation Week 9 to 11
14 Conclusion and recommendation Week 12 to 13

This table summarizes what we will do during the 13 weeks. We have selected 3 weeks and
decided to develop them and make their TDB and Gantt chart. The 3 weeks are the week 1,
week 7 & week 10.

III- Conclusion

The first chapter was able to expose the main information related to the company and all its
theoretical work. We were able to study the market with the swot and with that, formulated a
problem. We were also able to estimate a budget and set a time frame to our research. In
addition to that, we have identified the objectives as well as sharing with you our limitations.
We can start now continue with the second chapter of the research which is the empirical
essay.

Chapter II
I.Introduction
First what is an empirical essay?
Well, An empirical essay is a type of essay that is based on facts and evidence rather than
personal opinions or beliefs. This essay about employee commitment involve researching the
factors that contribute to employees feeling committed to their work, as well as the benefits
of employee commitment for both the individual and the organization. It also cover different
strategies that the university should use to encourage employee commitment, such as
( different variables).
In the first part of the essay we shall discuss on scientific proved facts that are necessary to
include our research.
Secondly we are studying the sampling and baseline conditions which include ( interviews,
questionnaires , sample sizes, saturation points and as well the when's and where's of the field
work).
Lastly we will analyse deeply the collected data which includes (the definition of variables,
null hypothesis, Description of statistics ...) and discuss the plausible results then suggest
our point of view of what to include .
II. Data collection

Overview:
Djibouti University is a leading institution of higher education, with a long history of
commitment to excellence and innovation. In recent years, the university has focused on
improving employee satisfaction and retention, with a particular emphasis on increasing
employee commitment. This essay will explore the factors that contribute to employee
commitment at University of Djibouti and will consider the benefits of employee
commitment for both the individual and the organization. The essay will also examine
strategies that the university has implemented to encourage employee commitment, and will
consider the results of comparability studies with other universities in order to identify best
practices and areas for improvement.

Field Information from University:


University has a diverse faculty and staff, with a wide range of backgrounds and
experiences. In order to gain a better understanding of the factors that contribute to employee
commitment at the university, we conducted a survey of faculty and staff members, as well as
a series of in-depth interviews with a representative sample of employees. Our research found
that several key factors contribute to employee commitment at Djibouti University, including:

A strong sense of purpose and alignment with the university's mission and
valuesOpportunities for growth and development, both personally and professionally
Supportive work environments and positive relationships with colleagues and
supervisorsRecognition and appreciation for the contributions of individual employees

Market Information:
In addition to gathering field information from University, we also conducted a review of the
literature on employee commitment in higher education. Our research found that employee
commitment is an important predictor of job satisfaction and retention in the academic sector,
and that universities that are able to cultivate high levels of employee commitment tend to
have lower turnover rates and higher levels of productivity. However, our review also
identified several challenges that universities face in encouraging employee commitment,
including the increasing competition for talent in the academic job market, and the need to
balance the demands of teaching, research, and service.

Comparability Studies:

To further explore the relationship between employee commitment and organizational


factors, we conducted a comparability study with several other universities in the country
such as ( ISKAE, ACADEMIC ARABE and IAD) . Our study included a review of data on
employee satisfaction and retention rates at each university, as well as in-depth interviews
with faculty and staff members at each institution. Our analysis identified several common
themes across the universities, including the importance of opportunities for growth and
development, and the role of positive relationships with colleagues and supervisors in
encouraging employee commitment. However, we also found that each university had its own
unique culture and set of values, and that the specific strategies and approaches that worked
to encourage employee commitment varied from one institution to another.
In summary Our research has identified several key factors that contribute to employee
commitment at University, including a strong sense of purpose, opportunities for growth and
development, supportive work environments, and recognition and appreciation for individual
contributions. Our comparability study with other universities has also highlighted the
importance of considering the specific culture and values of an organization in developing
strategies to encourage employee commitment. Moving forward, University of Djibouti will
continue to focus on improving employee satisfaction and retention by addressing these key
factors and by adapting our approaches based on the inspection gained through our research.

Scientific information
Literature review
To provide a simple explanation about organizational commitment is a psychological attachment
that an individual has to their organization. It refers to the level of dedication and loyalty that an
employee has towards their employer and the organization's goals. Research has shown that there is a
relationship between organizational commitment and leadership style, job satisfaction, job insecurity
Group synergy and organizational culture
Leadership style
A proper definition of leadership style by Mullins (2000) is the way in which the functions of
leadership are carried out and the manner that a manager chooses to behave towards
employees. The leadership style to be adopted varies according to what fits the organization
itself, situations, groups, and individuals. It is of prime importance to get a deeper
understanding of the different leadership styles. Styles that are defined as approaches used to
motivate followers and interact with them. Many styles were raised by scholars but only four
(Autocratic, Demographic, Participative and Laissez-Faire leadership style) were selected in
this study which sought their impact on employee’s commitment.
Autocratic Leadership Style
(ALS), was studied by Egwunyenga (2010) and Kuchenke (2010) who showed that autocratic
leaders never let employees participate in the decision-making process. Instead, they tend to
establish a considerable gap between them and their subordinates, who are only considered as
executers. The autocratic leader tends to be the one who takes managerial decisions on his
own to, then, communicate orders and thus this so described style is referred to as coercive
leadership (Baughman, 2008). However, in some cases employees might be able to
communicate their queries and recommendations yet seldom are they taken into
consideration.
A more typical definition of an autocratic leader should be one who makes choices based on
his own opinion and judgement and barely accepts inputs from its followers. The reason for
such leadership style to be adopted is the fact that the concept of employees’ motivation is
only narrowed down to a Synergy set of rewards and punishments (Cherry, 2018). As a
matter of fact, not only does this style affect working conditions but also creates yes-men
who are deprived from creativity and innovation because all they are able to do is strictly
following rules and procedures, and fear of taking responsibility that are seen as a risk of
doing punishable mistakes that would lead to downgrading or dismissal.

Democratic leadership style (DLS)


The democratic leader makes no suggestions but asks for the group’s opinions. The group is left
to make its own decisions democratically. Jones and Al. (2016) and Raelin (2012) mention that
the concept of DLS is based on friendliness, helpfulness, and the encouragement of
participation. Furthermore, McGregor and Cutcher-Gershenfield (2006) observe that this
leadership style has trust in people as a foundation and is high likely leading to productivity,
employees’ job satisfaction, involvement and commitment. In the same vein, the philosophical
assumption underlying democratic leadership style is that naturally all people are trustworthy,
self-motivated, like responsibility and challenging work and so encourages organizational
conditions to foster teamwork, high performance and satisfaction (Warrick, 1981).
The DLS, by opposition to ALS, results in high employees’ performance, high job-engagement,
less absenteeism, and reduces the need for control, strict and formal rules and procedures, as
employees are able to think by themselves, solve their own problems, communicate freely, and
don’t fear of responsibilities (Bass, 1990; Stogdill, 1974)

Job satisfaction
Job satisfaction and organizational commitment have been shown to be positively related to
performance (Benkhoff, 1997; Klein & Ritti, 1984), and negatively related to turnover (Clugston,
2000; Mathieu & Zajac, 1990) Job satisfaction is one of the attitudinal constructs that has been
shown to be related to organizational commitment (Steers, 1977), but its treatment as an
independent construct should be emphasized. It is the general understanding that job satisfaction is
an attitude towards job. In other words, job satisfaction is an affective or emotional response
toward various facets of one’s job. A person with a high level of job satisfaction holds positive
attitudes towards his or her job, while a person who is dissatisfied with his or her job holds negative
attitudes about the job. Lathan (1985) quotes a comprehensive definition given by Locke. A
pleasurable or positive emotional state resulting from the appraisal of one’s job or job
experience.Job satisfaction is a result of employees’ perception of how well their job provides those
things which are viewed as important. Job satisfaction is also defined as reintegration of affect
produced by individual ’s perception of fulfillment of his needs in relation to his work and the
surrounding it (Saiyaden, 1993). Organ and Hammer (1991) pointed out that job satisfaction
represents a complex assemblage of cognition, emotion and tendencies.

Job insecurity and organizational commitment


As Greenhalgh and Rosenblatt (1984, p. 438) describe it, ‘workers react to job insecurity, and
their reactions have consequences for organizational effectiveness’. These work-related attitudes
include job satisfaction, organizational commitment and turnover (Ashford, et al., 1989; Davy,
Kinicki, & Scheck, 1997; Greenhalgh & Rosenblatt, 1984). As people develop affective and
attitudinal attachments to firms over time (Mowday, et al., 1979), feelings of job insecurity may
threaten these. A theoretical perspective that seems relevant to explain the effects of job
insecurity is the psychological contract theory (Rousseau, 1995; De Witte, 2005; Sverke &
Hellgren, 2002). A psychological contract refers to an agreement between the organization and
an employee about their beliefs regarding the terms of employment or, in other words, the
perceived mutual obligations between employer and employee (Rousseau, 1995). In this
respect, there is an exchange between job security which is the obligation of the employer, and
loyalty which is the obligation of the employee. By perceiving insecurity about the job on the
part of the employee, this contract may be perceived as violated by the organization; employees
depend on the organization so they lose faith in the dependability of the organization. As a
result, the commitment of an employee towards the organization may decrease. The negative
effect of the perception of job insecurity on commitment to the organization is also grounded in
the stress literature, besides psychological contract literature. A reduction in organizational
commitment can be seen as an attempt to psychologically withdraw from the stressor (Davy, et
al., 1997). This reduction can seen as a coping strategy induced by job insecurity. Empirical
studies towards job insecurity particularly have examined the antecedents and consequences of
this stressor in the context of reorganizing or reSYNERGY the organization (e.g. Armstrong-
Stassen, 1993). In this respect, the relationship between job insecurity and employee’s
(affective) commitment to the organization has been studied and has overall indicated a
moderate negative effect between the two variables (Ashford, et al., 1989; Davy, et al., 1997;
Hellgren, et al., 1999; Rosenblatt, Talmud, & Ruvio, 1999; Sverke, et al., 2002). In the study of
Meyer and Allen (1991).
Group synergy
The concept of group synergy refers to the idea that the whole is greater than the sum of its
parts. Group synergy occurs when the collective performance of a group is better than the
performance of the individual members working alone. Research has shown that group
synergy is related to various outcomes such as team effectiveness, innovation, and
organizational performance. Any organization that wants to get the greatest out of its
employees must invest in team SYNERGY. Team development has numerous advantages
despite the problems that teams confront in the workplace. The subsequent are just a few of
the countless benefits that team development provides: Employee trust development: Team
building aids in developing trust among coworkers; trust is crucial when it comes to
achieving specified goals and objectives. Employee trust is fundamental to the survival of any
company (Kshetri, 2018). Employees can become more reliant on one another due to team
SYNERGY exercises, making them more productive and efficient. In other words, team
SYNERGY aids in the establishment of trust, which is essential for corporate growth and
organizational commitment. Employee collaboration/effective communication improves:
When employees work together to achieve specific goals, a strong bond forms between them,
fostering interdependence and a sense of team spirit, allowing them to accept and collaborate.
Employees learn how to interact with one another and share great ideas and suggestions that
help them grow as individuals and as a team when they operate as a team. Team SYNERGY
helps boost organizational productivity while pushing people to better their overall work
performance. It enables employees to socialize with one another and become mentally
prepared to collaborate to achieve the organization's objectives. Furthermore, team
SYNERGY aids in the resolution of issues by helping employees bond with one another and
become more familiar with each other's personalities and the creation of effective open
communication among employees (Gutierrez-Gutierrez, BarralesMolina, & Kaynak, 2018).
It also improves employee collaboration and productivity. Team SYNERGY is considered
necessary in every current squad for a team's continual growth, effective adaptation to the
environment, open communication among members, and cohesiveness. The importance of
effective teams in the workplace cannot be overstated. Improved employee performance,
responsiveness, flexibility, increased job satisfaction, team cohesion, enhanced organizational
learning, and productivity contribute to better organization outcomes. According to (Cletus,
Mahmood, Umar, & Ibrahim, 2018), team SYNERGY aids organizations in achieving their
goals, such as customer happiness, good reputation, competitiveness, market share,
profitability, and mission success.

Organizational Culture
Many international researchers have agreed that the relationship between organizational
culture and employees is key to the success of organizations (Cameron & Quinn, 2011).
Schein (1996), in defining culture, used the term group to define all sizes of social units in
any study of organizational culture. Warrick (2017) used the group concept to describe the
organization or group of people as being like a country or family, those groups of people who
are likely to form a certain culture, and he referred to the culture of any group of people or
whole organization that works together. Cultures are very different between and within
organizations, where culture may bring the best or worst out of the employees (Warrick,
Milliman, & Ferguson, 2016). Cameron and Quinn (2011) said that through organizational
culture we can distinguish between a successful company and a failing company. Some
researchers have agreed that organizational culture is a complex issue in the workplace and in
the world generally; it is directly connected to the performance and effectiveness of the firm,
if the organizational culture is strong, the firm is more effective (Lapiņa, Kairiša, & Aramina,
2015). Most discussions of organizational culture (Cameron & Ettington, 1988; Schein, 1996)
have agreed that culture is the ‘social glue’ that bind everyone in the organization
mas.ccsenet.org Modern Applied Science Vol. 13, No. 4; 2019 139
together. Organizational culture also refers to collections of norms, beliefs, values, and
essential claims shared by organizational employees and incorporates organizational goals,
missions, practices, and policies (Hofstede, Neuijen, Ohayv, & Sanders, 1990; Khazanchi,
Lewis, & Boyer, 2007). According to wallach (1983), organizational culture should be
measured on the basis of three dimensions: supportive culture, innovative culture, and
bureaucratic culture. Shahzad, Xiu, and Shahbaz (2017) measured organizational culture by
employee empowerment Many international researchers have agreed that the relationship
between organizational culture and employees is key to the success of organizations
(Cameron & Quinn, 2011). Schein (1996), in defining culture, used the term group to define
all sizes of social units in any study of organizational culture. Warrick (2017) used the group
concept to describe the organization or group of people as being like a country or family,
those groups of people who are likely to form a certain culture, and he referred to the culture
of any group of people or whole organization that works together. Cultures are very different
between and within organizations, where culture may bring the best or worst out of the
employees (Warrick, Milliman, & Ferguson, 2016). Cameron and Quinn (2011) said that
through organizational culture we can distinguish between a successful company and a failing
company. Some researchers have agreed that organizational culture is a complex issue in the
workplace and in the world generally; it is directly connected to the performance and
effectiveness of the firm, if the organizational culture is strong, the firm is more effective
(Lapiņa, Kairiša, & Aramina, 2015). Most discussions of organizational culture (Cameron &
Ettington, 1988; Schein, 1996) have agreed that culture is the ‘social glue’ that bind everyone
in the organization
mas.ccsenet.org Modern Applied Science Vol. 13, No. 4; 2019 139
together. Organizational culture also refers to collections of norms, beliefs, values, and
essential claims shared by organizational employees and incorporates organizational goals,
missions, practices, and policies (Hofstede, Neuijen, Ohayv, & Sanders, 1990; Khazanchi,
Lewis, & Boyer, 2007). According to wallach (1983), organizational culture should be
measured on the basis of three dimensions: supportive culture, innovative culture, and
bureaucratic culture. Shahzad, Xiu, and Shahbaz (2017) measured organizational culture by
employee empowerment

III. Filed work


1.Sampling:
a.Sample Description or Specification:
Our sample for this study included faculty and staff members at University of Djibouti a large public
institution located in the southern of Balbala commune and 3 different sites in downtown. Participants
were selected from a variety of departments and job titles, including academic and non-academic
staff, in order to provide a representative sample of the university's employee population. To ensure
that our sample was representative, we used a stratified sampling approach, dividing the university's
employee population into different classes of population based on job title, department, and other
relevant factors, and selecting a proportionate number of participants from each population.

b.Sample Size:
A total of 150 faculty and staff members participated in the study, including 75 faculty members and
75 staff members. We determined the sample size based on the number of employees at the university
and the resources available for the study, and aimed to achieve a balance between the need for a large
enough sample to be representative and the feasibility of conducting in-depth interviews with a large
number of participants.

c.Saturation Point:
The saturation point for this study was reached at 150 participants, as no new themes or insights were
emerging from additional interviews beyond this point. We used a thematic analysis approach to
analyze the data from our interviews, and identified several key themes related to employee
commitment at University of Djibouti.These themes were consistently mentioned by a wide range of
participants, and did not change significantly as we added additional interviews to the sample.

2.Baseline Conditions:
a. Data Collection Techniques:
Questionnaire:
To gather data for the study, we developed a questionnaire that was distributed to all faculty and staff
members at University of Djibouti. The questionnaire included a dichotomous , Likert scale as well
one open-ended question, and aimed to identify the key factors that influenced employee commitment
at the university, as well as the impact of the university's initiatives on employee satisfaction and
retention. The questionnaire was administered format on paper and as well online, using a secure
platform that ensured the confidentiality of the responses.

Interviews:
In addition to the questionnaire, we also conducted a series of in-depth interviews with a
representative sample of faculty and staff members. The interviews were conducted by three of us
mainly (Abdillahi, Ahmed and Hamza) who were proffesionnaly dressed .The interviews were
conducted in person, at the university, and typically lasted between 5 and 8 minutes.

Interview Guidelines:
Our interview guidelines included a list of a dichotomous and Likert scale questions that we wanted to
cover during the interviews, as well one open-ended question that was designed to encourage
participants to share their experiences and perspectives in general. The guidelines also included
instructions for the interviewers who were conducting the interview, including the importance of
maintaining a neutral and non-judgmental attitude, and the need to respect the confidentiality of the
participants as well thank them at the end of the interview.

Questionnaire and Interview Results:


We received a response rate of 70% for the questionnaire, with 105 faculty and staff members
participating. The results of the questionnaire were analyzed using statistical software(SPSS), and
allowed us to identify the key factors that contributed to employee commitment at Djibouti
University. Overall, our results indicated that a strong sense of purpose, opportunities for growth and
development, supportive work environments, and recognition and appreciation for individual
contributions were all important factors that contributed to employee commitment at University of
Djibouti.
b. Field Work:

When and Where:


The field work for this study was conducted over a period of one month, from December to January of
2023. Data collection took place at University of Djibouti, with the questionnaire being administered
online and in person and the interviews being conducted only in person at the university.

Observations:
In addition to the questionnaire and interviews, we also conducted observations of faculty and staff
behavior at University of Djibouti. These observations were conducted by 3 BBA student, who
recorded their observations using structured protocols that allowed for the systematic collection of
data. The observations focused on various aspects of employee behavior, including interactions with
colleagues and supervisors, participation in meetings and other group activities. Through our
observations, the University of Djibouti was able to identify opportunities to reinforce the behavior of
its employees, and was grateful for the contribution of our research. In recognition of the value of our
work, the university awarded us the distinction of best academic research ever conducted at the
institution

IV- Data analysis


1. Null Hypothesis and alternatives
In statistical hypothesis testing, the null hypothesis is a statement that there is no significant difference
between the measured phenomenon and a theoretical prediction or no relationship between two
characteristics. The alternative hypothesis is the statement that there is a significant difference or
relationship. The goal of hypothesis testing is to determine which of these two hypotheses is more
likely to be true, based on the evidence provided by the data. In most cases, the null hypothesis is
rejected or accepted based on the level of significance, which is determined by the p-value. A p-value
less than the chosen level of significance (usually 0.05) indicates that the null hypothesis is unlikely to
be true and should be rejected in favor of the alternative hypothesis.

In our research our null hypothesis ( H0) states that there is NO relationship between V1 and
V0
H1 as our alternatives hypothesis indicates that there is A relationship between V1 and V0
For our research, we have defined 3 hypothesis and they include:
H1: “the leadership style affect the performance of the employees ”
-h° “There is No relationship between the leadership style and the performance of the
employees”
-h1 “There is A relationship between the leadership style and the performance of the
employees”
H2: “job satisfaction affects the performance of the employees”
-h° “There is No relationship between job satisfaction and the performance of the employees”
-h1 “There is A relationship between job satisfaction and the performance of the employees”
H3: “teamwork affects the performance of the employees”
-h° “There is No relationship between teamwork and the performance of the employees”
-h1 “There is A relationship between teamwork and the performance of the employees”

Descriptive statistics
a) Definition

Descriptive statistics are brief descriptive coefficients that summarize a given data set, which
can be either a representation of the entire or a sample of a population. Descriptive statistics
are broken down into measures of central tendency and measures of variability (spread).
For our research, we used the statistical package for the social sciences (in short SPSS) to
measure the central tendency and it includes the mean, median, and mode, while measuring
of variability including the standard deviation, variance, the minimum and maximum
variables,the kurtosis and skewness.

Here are the descriptive analysis results of the questionnaire:

1- HOW DO YOU FEEL ABOUT YOUR JOB TODAY ?

Frequency Percent Valid Percent Cumulative Percent

3 36 30,0 30,0 30,0

4 53 44,2 44,2 74,2


Valid
5 31 25,8 25,8 100,0

Total 120 100,0 100,0


This graph represents survey data where 120 respondents were asked to rate their job on a
scale of 1-5, with 1 being the worst and 5 being the best. The table shows the frequency,
percent, valid percent, and cumulative percent for each rating option.
It shows that 30% of respondents rated their job as normal, 44.2% rated their job as good and
25.8% rated their job as very good.I
n summary, the majority of the respondents have a good feeling about their job and have
positive perception.

2- ARE YOU SATISFIED WITH YOUR COMPENSATION(wages, bonuses, and benefits?

Frequency Percent Valid Percent Cumulative Percent

1 7 5,8 5,8 5,8

2 19 15,8 15,8 21,7

Vali 3 47 39,2 39,2 60,8


d 4 28 23,3 23,3 84,2

5 19 15,8 15,8 100,0

Total 120 100,0 100,0


The results of this graph show that the majority of the participants (39.2%) are satisfied with
their compensation and consider it as "normal." 23.3% of the participants consider their
compensation as "good" and 15.8% consider it as "very good." This suggests that a
considerable proportion of the participants are satisfied with their compensation.
On the other hand, 15.8% of the participants consider their compensation as "bad" and 5.8%
consider it as "very bad." This suggests that a large number of the participants are not
satisfied with their compensation and are willing to get higher wages.

Overall, the results indicate that while the majority of the participants are satisfied with their
compensation, there is still a considerable sample of participants who are
not satisfied with it. It could be valuable for the university to investigate further the reasons
behind the dissatisfaction of these participants and take steps to improve their compensation.

3- DOES YOUR SUPERVISOR PRVIDE YOU WITH RECOGNITION FOR YOUR JOBS?

Frequency Percent Valid Percent Cumulative Percent

3 20 16,7 16,7 16,7

Vali 4 54 45,0 45,0 61,7


d 5 46 38,3 38,3 100,0

Total 120 100,0 100,0


This graph shows the responses to a question about the level of recognition provided by a supervisor.
It displays that out of 120 respondents, 16.7% said that the recognition provided by their supervisor is
normal, 54 (45%) said it is good, and 46 (38.3%) said it is very good. Overall, the majority of
respondents (61.7%) believe that the recognition provided by their supervisor is good or very good.

4- WHAT KIND OF FEEDBACK DO YOU RECEIVE FROM YOUR SUPERVISOR

Frequency Percent Valid Percent Cumulative Percent


2 4 3,3 3,3 3,3

3 23 19,2 19,2 22,5


Vali
4 54 45,0 45,0 67,5
d
5 39 32,5 32,5 100,0

Total 120 100,0 100,0


The feedback from the supervisor shows that out of 120 evaluations, 2 were rated as "poor",
23 were rated as "below average", 54 were rated as "average", and 39 were rated as "above
average". The majority of feedback (45%) was rated as "average", while 32.5% was rated as
"above average" and 19.2% was rated as "below average". Only 3.3% of feedback was rated
as "poor".

5- IS YOUR JOB IN ALIGNMENT WITH YOUR CARRER GOALS?

Frequency Percent Valid Percent Cumulative Percent

0 56 46,7 46,7 46,7


Vali
1 64 53,3 53,3 100,0
d
Total 120 100,0 100,0
The graph shows that out of 120 responses, 56 (46.7%) said that their job is not in alignment
with their career goals, while 64 (53.3%) said that it is. So, a majority of the employees
(53.3%) perceive their current job to be in alignment with their career goals, while the
remaining 46.7% do not.

6- DO YOU HAVE ALL THE MATERIALS YOU NEED TO EXECUTE YOUR JOB?

Frequency Percent Valid Percent Cumulative Percent

0 21 17,5 17,5 17,5


Vali
1 99 82,5 82,5 100,0
d
Total 120 100,0 100,0
This graph shows the results of a survey asking if participants have all the materials they need to
execute their job. The data shows that out of 120 respondents, 21 (17.5%) said "No," they do not have
all the materials they need, while 99 (82.5%) said "Yes," they do have all the materials they need. The
data is cumulative, with 100% of the respondents surveyed being represented in the table.
In summary, the majority of respondents, 82.5%, have all the materials they need to execute their job,
while a minority, 17.5%, do not have all the materials they need.

7- HOW MANY HOURS DO YOU WORK FOR UNIVERSITY PER


DAY?

Frequency Percent Valid Percent Cumulative


Percent

2 18 15,0 15,0 15,0

3
71 59,2 59,2 74,2
Vali
d 4
31 25,8 25,8 100,0

Total 120 100,0 100,0


The table shows the results of a survey of 120 employees at a university, asking them about
the number of hours they work per day. The majority of the surveyed employees (71 out of
120) work between 6 and 8 hours per day for the university. This accounts for 59.2% of the
total surveyed employees. 18 employees (15.0%) reported working between 4-6 hours per
day, while 31 employees (25.8%) reported working between 8 and 10 hours per day.

This information suggests that a majority of the surveyed employees spend a moderate
amount of time working for the university each day, with a smaller proportion working either
less or more. This may vary depending on their roles, responsibilities and the specific
department they belong to

8- HOW MANY YEARS HAVE YOU BEEN WORKING FOR THE


UNIVERSITY?

Frequency Percent Valid Percent Cumulative


Percent

Vali 1 67 55,8 55,8 55,8


2 43 35,8 35,8 91,7

d 3 10 8,3 8,3 100,0

Total 120 100,0 100,0

9- DO YOU FEEL COMFORTABLE WORKING WITH YOUR TEAM


MEMBER?

Frequency Percent Valid Percent Cumulative


Percent

2 1 ,8 ,8 ,8

3 21 17,5 17,5 18,3


Vali
4 58 48,3 48,3 66,7
d
5 40 33,3 33,3 100,0

Total 120 100,0 100,0


A total of 120 respondents participated in the survey.The majority of respondents (48.3%)
rated their comfort level working with team members as "above average."A significant
proportion of respondents (33.3%) rated their comfort level as "excellent."A moderate
proportion of respondents (17.5%) rated their comfort level as "average."Only a small
proportion of respondents (0.8%) rated their comfort level as "below average."

It seems like the majority of the respondents feel comfortable working with their team
members, with a good proportion of people feeling that it is above average and excellent. A
moderate proportion of people feel that it is average and very small proportion of people feel
that it is below average.

10- DO YOU ENJOY YOUR DAILY SCHULED?

Frequency Percent Valid Percent Cumulative


Percent
1 1 ,8 ,8 ,8

2 12 10,0 10,0 10,8

3 39 32,5 32,5 43,3


Vali
4 46 38,3 38,3 81,7
d
5 19 15,8 15,8 97,5

6 3 2,5 2,5 100,0

Total 120 100,0 100,0

The majority of respondents (38.3%) rated their enjoyment of their daily schedule as "Above average
A total of 81.7% of respondents rated their enjoyment as excellent
The second most common rating was "Average" (32.5%)
There were only a small number of respondents who rated their enjoyment as "Poor" (1.8%), "Below
average" (10%), or "Excellent" (2.5%)
Overall, the majority of respondents seemed to be generally satisfied with their daily schedules, with a
significant proportion indicating that they enjoyed it above average

11- DO YOU FEEL SAFETY IN THE WORKPLACE?

Frequency Percent Valid Percent Cumulative


Percent

1 3 2,5 2,5 2,5

3 2 1,7 1,7 4,2


Vali
4 60 50,0 50,0 54,2
d
5 55 45,8 45,8 100,0

Total 120 100,0 100,0


A total of 120 respondents participated in the survey.The majority of respondents (50.0%)
rated their perception of safety as "average."Nearly half of respondents (45.8%) rated their
perception of safety as "above average."A small proportion of respondents (2.5%) rated their
perception of safety as "poor."A small proportion of respondents (1.7%) rated their
perception of safety as "below average."

It seems like the majority of the respondents feel that the safety in their workplace is average,
with a good proportion of people feeling that it is above average. A small proportion of
people feel that it is poor and below average

12- GENDER

Frequency Percent Valid Percent Cumulative


Percent

0 52 43,3 43,3 43,3


Vali
1 68 56,7 56,7 100,0
d
Total 120 100,0 100,0
The graphic provides information on the distribution of gender in a sample of 120
individuals, with the majority of individuals being female (56.7%) and a smaller proportion
being male (43.3%). It also indicates that the sample is complete and there is no missing data
or other non-response categories.

13- AGE

Frequency Percent Valid Percent Cumulative


Percent

1 16 13,3 13,3 13,3

2 51 42,5 42,5 55,8


Vali
3 44 36,7 36,7 92,5
d
4 9 7,5 7,5 100,0

Total 120 100,0 100,0


The majority of respondents, 42.5%, fall in the 25-35 age range.The second-largest group of
respondents, 36.7%, fall in the 35-50 age range.The third-largest group of respondents,
13.3%, fall in the 15-25 age range.The smallest group of respondents, 7.5%, fall in the 40+
age range.

In summary, the age distribution of the respondents is skewed towards the 25-35 and 35-50
age ranges, with a relatively small proportion of respondents in the 15-25 and 40+ age ranges

14- YOU ARE CURRENTLY

Frequency Percent Valid Percent Cumulative


Percent

1 62 51,7 51,7 51,7

Vali 2 55 45,8 45,8 97,5


d 3 3 2,5 2,5 100,0

Total 120 100,0 100,0


This graph and the table provides information on the marital status of a sample of 120
individuals. The data shows that the majority of the sample (51.7%) is single, followed by
married individuals (45.8%), and a small percentage (2.5%) are widows or widowers. The
total percentage of all categories adds up to 100%, indicating that all individuals in the
sample have been accounted for.

15- INCOME

Frequency Percent Valid Percent Cumulative


Percent

2 55 45,8 45,8 45,8

Vali 3 63 52,5 52,5 98,3


d 4 2 1,7 1,7 100,0

Total 120 100,0 100,0


This table shows the frequency and percentage of respondents in different income ranges.
The income ranges are divided into three categories: 2 (0-35000), 3 (35000-100000), and 4
(100000-300000).
55 respondents (45.8%) fall into the 0-35000 income range (category 2)63 respondents
(52.5%) fall into the 35000-100000 income range (category 3)2 respondents (1.7%) fall into
the 100000-300000 income range (category 4)The total number of respondents is 120
It can be inferred from the data that most of the respondents (98.3%) have an income between
0-100000, and only a small percentage (1.7%) have an income above 100000.
IV- Results and discussion
1- Hypotheses summary
HYPOTHESIS EXPLANATION

H1: the leadership style affect There is A relationship between The graph shows the responses to a
the performance of the the leadership style and the question about the level of
employees performance of the employees” recognition provided by a
supervisor. Overall, the majority of
respondents is (61.7%) believe that
the recognition provided by their
supervisor is good or very good.
That mean the supervisor
leadership style affect the
performance of the employees

H2: job satisfaction affects the There is A relationship between The results of this graph show
performance of the employees job satisfaction and the that the majority of the
performance of the employees participants (39.2%) are satisfied
with their compensation and
consider it as "normal." 23.3%
of the participants consider their
compensation as "good" and
15.8% consider it as "very good.
Overall, the results indicate that
while the majority of the
employees are satisfied with
their compensation.

H3: teamwork affects the There is A relationship between The majority of respondents
performance of the employees. teamwork and the performance (48.3%) rated their comfort level
of the employees working with team members as
"above average.
It seems like the majority of the
respondents feel comfortable
working with their team
members,

Survey question
I. How do you feel about your job today?
 Very bad
 Bad
 Normal
 Good
 Very good

II. Are you satisfied with your compensation (wages, bonuses,


and benefits)?
 Poor
 Below average
 Average
 Above average
 Excellent

III. Does your supervisor provide you with recognition for your
work accomplishments?
 Poor
 Below average
 Average
 Above average
 Excellent

IV. What kind of feedback do you receive from your supervisor ?


 Poor
 Below average
 Average
 Above average
 Excellent

V. Is your job in alignment with your career goals?


 No
 Yes

VI. Do you have all the materials and equipments you need to
execute your job?
 No
 Yes

VII. How many hours do you work for the university per day?
 [1 –4]
 [4 - 6]
 [6 - 8]
 [8 -10]

VIII. How many years have you been working for the university ?
 ( 0 –5)
 (05 -10)
 (10 -15)
 (15 -20)
IX. Do you feel comfortable working with your team members?
 Poor
 Below average
 Average
 Above average
 Excellent

X. Do you enjoy your daily schuled?


 Poor
 Below average
 Average
 Above average
 Excellent

XI. Do you feel safety in the workplace ?


 Poor
 Below average
 Average
 Above average
 Excellent

XII. Gender
 Female
 Male
XIII. Âge
 15-25
 25-35
 35-50
 40+++
XIV. You are currently
 Single
 Married
 Widow or widower
XV. income
 0-35000
 35000-100000
 100000-300000
 300000++
Here is a table summarizing our budget

Budget study

General budget
Expenses Amount Due date Planned Execution Execution Comment
finance permission
mode
Transportation 18 000 20/01/2023 Savings Researchers Still Sometimes
FD being buses are
used rare
Phone credit 9 000 20/01/2023 Savings Researchers In use High cost
FD for lower
calling
minutes
Internet connection 15 000 20/01/2023 From Researchers In use 3000FD
FD families for each
and members
friends till the due
date
White papers 1200 20/12/2022 Savings Ahmed done
FD Mohamed
elmi
Daily food 21 000 20/01/2023 From Researchers In use Good
FD families djiboutians
foods
Notebooks,pens,pencil 2000FD 01/12/2022 Own Abdillahi Done
savings geulleh
Papers printing 2000 17/12/2022 Savings Mohamed Done
FD Moustapha

Resources

An estimated amount of 69 200fd will be spent on our research . It will be mostly from our
own savings 70% and the rest will be from our families and close friends .

TDB1
TDB WEEKLY
Team 5 Members
Team members Mohamed Moustapha Daher
Ahmed Mohamed Elmi
Ahmed Mohamed Habib
Abdillahi Guelleh Houssein
Hamze Houssein Hassan
Week Week 4
Starting Date 3/12/2022
Ending date 10/12/2022

Objectives of the week by priority


1: Define main research question
2: Estimate the budget
3: Count our available resources
4: Do the TDBs
5: Find the research limitation
Task To do Task Assigned Starting Ending Resourc Task Com
description to date date es and exec ment
tools utio s
needed n
Define research We need to Abdillah 3/12/202 3/12/2022 Internet Don Abdi
question define what iGuelleh 2 and e llahi
our research mobile was
will be phone so
based on . inno
Which vativ
question that e
we will that
answer he
through our man
research aged
to
find
a
perf
ect
rese
arch
ques
tion
that
will
help
us
gain
mor
e
kno
wled
ge
Estimate the Here we Moham 4/12/20 4/12/2022 Calcul Do Mohamed
budget will ed 22 ator ne estimated
estimate Mousta and a that an
the amount phaDah pc amount of
of money er 35 000fd
that we will be
will use . used
through the
research
process
Count the How much Moham 6/12/20 6/12/2022 Calcul We
available money we ed 22 ator managed to
resources have Mousta and pc count the
phaDah ressources
er that we
have

Do the TDBs Make the Moham 7/12/20 8/12/2022 Notebo Do The TDBs
TDBs for ed 22 ok , ne are well
the project Mousta pen done
phaDah and pc
er
Research What are Moham 8/12/20 9/12/2022 Notebo Do We
limitation the ed 22 ok pen ne managed to
research Mousta and a figure out
limits phaDah pc the
er limitations
of our
project

Tasks Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7


Define
research
question
Budget
estimation
Available
resources
Do the
TDB
Research
limitation

WEEK 7 = Data collection


TDB Weekly

Team 5 persons

Team members Mohamed Moustapha Daher


Ahmed Mohamed Elmi
Ahmed Mohamed Habib
Abdillahi Guelleh
Hamze Houssein Leader
Week Week 7

Starting date 11/12/2022

Ending date 18/12/2022

Objectives of the week by priority


Objectives of the week by priority

1- create the surveys questions and print them


2- go to the university and take the permission from the director
3- distributing the surveys questions to the employees university
4- collect the feedbacks and answers

Task Task Assig Starti Endin Resources Task Comm


to do descri ned ng g date and tools exec ents
ption to date needed ution

Creat Defini Ham 1/12/2 11/12/ The Done The


e the ng the ze 022 2022 notebook questi
surve survey houss and a pen ons
ys questi ein were
questi ons approu
ons ved by
and
print
them
go to Takin Moha 12/12/ 12/12/ Bus- fare Done All
the g the med 2022 2022 emplo
unive permis Pappers yees
rsity sion welco
and from med
take the us into
the manag their
permi er offices
ssion and
from depart
the ments
direct
or
Distri Helpin Each 15/12/ 15/12/ FOLDER Done All the
bute we one 2022 2022 PENS depart
the went of the Correction ments
surve to the team pen were
y depart access
questi ments ible
ons to so that for
the each answe
empl emplo ring
oyees yee the
unive fulfills survey
rsity the
survey
s
collec The All 21/12/ 21/12/ Speaking Done Emplo
t the collect the 2022 2022 different yees
feedb ion of team languages were
acks inform mem such as glad to
and ation ebers French,Engl answe
answ ish,Arabic r the
ers and local survey
languages
Tasks Day 1 Day 2 Day Day 4 Day 5 Day 6 Day 7
3
create the
surveys
questions and
print them
go to the
university and
take the
permission
from the
director

distributing
the surveys
questions to
the employees
university
collect the
feedbacks and
answers
TDB 10
TDB Weekly
Team 5 persons
Team members Mohamed Moustapha Daher
Ahmed Mohamed Habib
Ahmed Mohamed
Abdillahi Guelleh
Hamze houssein
Week Week 7
Starting date 10/01/2023
Ending Date 17/01/2023

Objectives of the week by priority


1 – Installe the SPSS logiciel
2 – Analyse the résultats and find an answer to the question
3 – Finalize the project and print it

Task To Task Assigned Starting Ending Resources Task


do description to date date and tools exe
needed
Install Asking the Abdillahi 10/01/202 2/01/2023 Pc and Don
SPSS on teacher to Guelleh 3 electricity
our send us
computer the spss
logiciel
Analyse With the Mohamed 13/01/202 15/01/2023 Pc and a Don
the help of the Moustapha 3 notebook
résultats survey Daher
and find answers
an we can
answer conclude
to the the
question solution
and
answer
Finalize Printing Ahmed 16/01/202 17/01/2023 Printer Don
the the papers Mohamed 3 and
project so we Elmi papers
and print could give
it the
teacher

Tasks Week 3
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7
Installing X
Spss
Analyzing X X
the results
Finding X X
answers to
the
research
question
Finalizing X X
the project
and
printing it

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