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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.
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.
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.
b) Organizational chart
PRESIDENT
VICE
PRESIDENT
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
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
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
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.
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:
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.
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.
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
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.
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
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.
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?
6- DO YOU HAVE ALL THE MATERIALS YOU NEED TO EXECUTE YOUR JOB?
3
71 59,2 59,2 74,2
Vali
d 4
31 25,8 25,8 100,0
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
2 1 ,8 ,8 ,8
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.
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
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
13- AGE
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
15- INCOME
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
III. Does your supervisor provide you with recognition for your
work accomplishments?
Poor
Below average
Average
Above average
Excellent
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
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
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
Team 5 persons
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
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