Chapter One: Introduction

1.1 Background of the Study

The performance of employees is a critical factor in the success of an organization. It encompasses not only collective efforts but individual contributions as well. Employee performance has a significant link to the strategic goals of an organization, as it is a multi-dimensional construct aimed at achieving results (Cok, 1997). Leadership plays a vital role in influencing employee performance, building trust through attributes such as ability, honesty, integrity, and responsiveness (Allen & Myer, 1990). Organizational managers address the mental and physical needs of employees to enhance both personal and occupational performance through various means such as training and job design. The success or failure of an organization largely depends on employee performance (Dugguh & Dennis, 2014).

Delegation of authority is considered essential in organizations to distribute tasks efficiently, as no single manager can handle all organizational tasks alone (Chandan, 2006). This process not only eases the workload of managers but also empowers employees, fostering a sense of ownership and boosting morale (Koontz et al., 1983; Al-Jammal et al., 2015). Effective delegation leads to competitive advantages, increased productivity, and effectiveness in task completion. However, despite its importance, the impact of delegation on organizational performance has not been extensively studied in the field of economics and management (Dessein, 2002; Aghion et al., 2004; Fehr et al., 2013).

1.2 Problem Statement Ineffective delegation can lead to numerous organizational issues such as work overload, stress, and low morale among staff (missik, 2004). Poor delegation decisions can have serious implications for the smooth running of an organization. There is a need for planned delegation, particularly for sensitive responsibilities that could affect the organization’s performance if mismanaged (Ruto, 2011). DeVaro and Kurtulus (2010) found a positive link between delegation and organizational performance, supporting the theory that informed agents can effectively implement new technologies.

1.3 Research Questions

1.3.1 Main Research Question

What is the effect of delegation of authority on employee performance in Buea Council?

1.3.2 Specific Research Questions

• To what extent does subordination affect employees’ performance in Buea Council?
• To what extent does the distribution of responsibility affect employees’ performance in Buea Council?
• To what extent does accountability affect employees’ performance in Buea Council?

1.4 Research Objectives

1.4.1 Main Research Objective

To assess the effect of delegation of authority on employee performance in Buea Council.

1.4.2 Specific Research Objectives

• To examine the effect of subordination on employees’ performance in Buea Council.
• To determine the effect of distribution of responsibility on employees’ performance in Buea Council.
• To investigate the effect of accountability on employees’ performance in Buea Council.

1.5 Research Hypotheses

H1: Subordination has a significant effect on employees’ performance in Buea Council.

H2: Distribution of responsibility has a significant effect on employees’ performance in Buea Council.

H3: Accountability has a significant effect on employees’ performance in Buea Council.

1.6 Significance of the Study

The study highlights the importance of delegation in employee development and the survival of organizations in a competitive environment. It will serve as a valuable resource for researchers and scholars, providing documentary evidence for future investigations into the impact of delegation on employee performance, especially within the context of the study area.