INTRODUCTION

Good work relations are very important at the work place; especially, the boss-subordinate
relationship. It is said to be essential in terms of company productivity. If such relationships
are built on understanding and trust, then both the manager and the employee deliver their
duties diligently and efficiently. Poor working relationships that are complex have serious
implications in the production of the organisations and may result in high turnover rates as
stressed by Hansen, 2015. Work pressure is usually expected to be synonymous with personnel
abilities as well the amount of resources given to execute duties on a daily basis. Employees
can also control their work depending on the support that they get from their superiors.
Employers are capable of creating a conducive environment where employees are happier if
they engage mediations like work gratification, responsive aptitude, constructive passions and
also able to access the strengths and weakness of their subordinates. To evade a toxic
environment at work; organisations need to set clear operating procedures.

Creation of a healthy conducive environment for both the bosses and their subordinates at the
workplace is the aim of this study. The research will be conducted at Zimbabwe Open
University, an institution of higher learning that specialises in Open and Distance education.
Due to the nature of the business at this institution, there is a likelihood of strained relationships
between the boss and their subordinates since there is need to coordinate with staff members
within the ten political regions of the country. According to Yusuf and Metiboba, (2012)
“any type of work environment or organisational environment includes
systems, procedures, practices, values and philosophies which operate
under the control of management”.

Both bosses and subordinates have to abide by the rules and laws of the institution, therefore
there is need to have good working relationships between the two to avoid costly mistakes
which have a likelihood of tarnishing the image of the organisation and the state. In the past
few years, Zimbabwe Open University made newspaper headlines with negative news which
could have been a result of bad relations between bosses and their subordinates within the
institution. A lot of activities are taking place within the organisation which could be caused
by boss - subordinate relationships that are not favourable. The research seeks to concentrate
on the relationships between senior managers and their subordinates at the ZOU national
centre in Harare.

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The interest to carrying out a study on the relationship complexities between bosses and
subordinates at Zimbabwe Open University National Centre came to be because a university
comprise of various interpersonal, intellectual, socio-economic, political, and most
importantly; employment relationships. It is a remarkable kind of workplace environment
where an assortment of academics and other well-educated persons who have diverse social,
traditional, indigenous and spiritual backgrounds come together to follow diverse objectives
and purposes (Akinsanya and Oludeyi, 2013). The different backgrounds of people’s
demographic and professional characteristics, education, direction, understanding, culture,
identity, sex, religion as well as skills, makes them respond in different ways to work
environment. Workers’ interpersonal relations at the workplace have a tendency of influencing
their morale which is also likely to have an effect on their commitment to the job.

BACKGROUND
Studies on human relations at the workplace have noted that organisations around the world
have a tendency of focusing on increasing their profit margins, to reduce their losses and to
gain on their returns and in the process fail to pay attention to the welfare of their staff. Most
bosses may not see value in their personnel and therefore may not treat them as valuable
resources. Hinkin and Tracey, (2000) state that many managers may fail to realise that
productivity increase can be obtained by motivated and content workforce through. Over the
years, at ZOU, there have been alleged reports about employees who do not feel comfortable
working with their bosses and vice versa. This has resulted in poor performance and
absenteeism from work by some subordinates. Bosses on the other hand; end up requesting
for the transfer of subordinates whom they do not have good working relationships with.
Hinkin and Tracey, (2000) state that “toxic or negative co-workers can make work unbearable
and that unenthusiastic employee attitudes can harm workplace culture, affecting morale as
well as employee engagement, and may also result in a ripple effect of unhappy customers”.
Negativity within the organisation is an escalating predicament in the workplace being
perpetuated by work related stress, particularly when employees have an extreme workload
and are feeling under-appreciated and overworked (Oludeyi, 2015). Lack of inclusion of junior
staff members in decision making process fuels negativity and results in a disgruntled work
force. Privileged treatment can cause disappointment to others, thus, breeding negativity
towards work and the employer. Lack of professionalism, in both bosses and subordinates
makes the workplace resemble a kindergarten; there is no respect from either part as they treat
each other as liabilities and not assets (Oludeyi, 2015).
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Zimbabwe Open University (ZOU) is a State owned University mandated; by the government
of Zimbabwe through an Act of Parliament in 1999 to offer Advanced Tutoring through Open
and Distance Learning (ODL). All Zimbabwe Open University programmes are recognized
by the national regulator, the Zimbabwe Council for Higher Education (ZIMCHE). ZOU offers
degrees (undergraduate and postgraduate), diplomas, certificates; and short courses in the seven
faculties. The Universities student enrolment has been budding steadily from the time of its
formation. The institution operates from the ten (10) political regions in the country and has
its headquarters in the Central Business District of Harare dubbed as the National Centre.
Students within Zimbabwe Open University are mostly adults who are on a mission of
empowering themselves academically, to enhance their current careers. Recently, the student
population is gradually shifting from adults to school leavers since its fees are affordable to the
general public. Staff at ZOU are divided into two groups; the teaching staff and the non-
teaching with the latter outnumbering the former. Therefore; the research will target the non-
teaching staff since most problems were detected in that group; particularly the managers and
their subordinates.

PROBLEM IDENTIFICATION AND DEFINITIONS

The relationships of managers with subordinates are an important area of interest for the study
as it is one of the many factors that influence the development of an organisation. Work
surroundings consist of assets, elements or influences that might possibly have an effect on
both physical and mental welfare of workers. How well employees connect with factors in their
working environments influences to a great extent their error rate, level of innovation and
collaboration with other employees, absenteeism and ultimately, how long they stay in the job
(Briner (2000). Although there is a low job turnover at ZOU, there are quite a number of
absenteeism due to fatigue and unfavourable work conditions that include bad relations with
bosses and subordinates.

Chandrasekhar (2011) identified aspects in the workplace surroundings which either lead to
engagement or disengagement of workers. “These factors include goal-setting performance
feedback role congruity defined processes workplace incentives supervisor support,
mentoring/coaching opportunity to apply new skills job aids environmental factors and
physical factors” Kyko (2005) identified factors that determine whether the workplace
environment will be favourable or toxic. The primary element is a water-tight management that
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is resembled by set unclear vision, mission and goals, imperfect distinct schemes, procedures,
protocols or directions; uncertain duties; debased supervision ideologies; indolent and
incompetently used assets; a disturbed union of knowledge (Kyko, 2005). Most people within
the institution under study do not understand the vision and mission of Zimbabwe Open
University and therefore they operate unguided and tend to be frustrated as they have no
direction. Individuals may be asked to set their goals at the beginning of each year but may
fail to do so if they are not conversant with their job descriptions and purpose at the work place.
This has a danger of causing conflicts between subordinates and their bosses since they have
different expectations and hinders productivity.

In addition, Kyko (2005) notes that the bosses who show a fondness for certain personnel over
others in the department, a supervisor who declares acknowledgment for assistant’s
achievement; a boss who blocks outstanding work of personnel to the upper administration; a
person in charge who shatters an employee’s sense of worth; a superior who cannot give lucid
instructions; a manager who holds back important facts from the member of staff; causes a lot
of pessimism among staff members. Notably, subordinates who do not get information through
the right channels depend on the grapevine as a source of information. Resultantly, employees
tend to spend more time finding out what the grapevine has to say instead of concentrating on
their work. When the work output is low and deadlines are missed the boss fails to understand
that lack of communication has played a big role in the delays. The boss may blame the
employee if things go wrong (Kyko, 2005).

Other factors which either lead to commitment or detachment of workers as pointed out by
Kyko (2005) include business procedures especially Win-lose policies, power domination, the
formation of advantaged clusters, padlock rule, meagre benefits and too much red tape are all
noxious to the workplace. Unfavourable working conditions for example; too hot, deafening
operational background, hazardous areas, filthy workstations, inadequate capitals, time worn
equipment and ancient devices do not ogre well for the organisation (Kyko, 2005).
Furthermore, interpersonal relationships may not be good for the organisation. Thus, unhealthy
scheming, deficiency in collaboration in the midst of workers, “back stabbing”, territory
construction, gossip, isolation, uncertainty and interference are toxic to the work environment
(Kyko, 2005). According to Kyko (2005) other aspects such as pay below the market rate can
also have a detrimental effect to the work environment and boss-subordinate relationship. The
basic question in this study is what the influences factors noted above, are members of staff at
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universities capable of creating a toxic environment? A practical questioning and response to
this enquiry will serve as a guide to management, instructive procedure makers, to ascertain
influences in a campus atmosphere that need crucial amendment or attention.

The problems highlighted above have a direct effect on the boss, the subordinate, the institution
as a whole and also affects people in their individual capacity. Stressed employees tend to
burst even in social circles; their families can be affected by work relationships that have gone
wrong. Stakeholders (in this case students, prospective and former students, part time lecturers,
fulltime lectures, staff members in other departments) may also feel the effects caused by
above-mentioned problems. When stakeholders are not happy with the services of the
institution they tend to break associations and cut relations, which becomes a problem if they
take their business away from the institution. Some may get frustrated to an extent where they
write or comment badly whenever they are asked to make recommendations concerning the
institution. There is a danger that such phenomenon may be published in newspapers and
thereby tarnish the image of the institution. Therefore; it is equally important to be as
professional as possible in the workplace in order to maintain good work relations and make a
conducive environment for everyone. Whenever a problem arises between boss and
subordinates, the issues should be fixed promptly. It is important to have policies and structures
that govern and prevent problems from growing in to a big cancer.

Felner, Felner, and Silverman (2000) states that

“to have a realistic hope of fighting stress problems,
psychological intermediation must include energies to
condense the prevalence of new cases of the social problem
or dysfunction”

If community efforts and complications in living are the consequence of a poor fit between a
person’s needs and environmental resources, then these should be prohibited by strengthening
a person’s competence, or refining services existing in the community. Policies can be shared
to enhance the person-environment fit and avoid the manifestation of social problems and
mental illness (Scileppi et al., 2000).

An intervention approach such as emancipation drives away from upgrading the depressing
characteristic of a condition by penetrating for the optimistic feature (Cowen, 2000).
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“Enhancing wellness instead of fixing problems identifying strengths and competencies instead
of listing risk factors and searching for environmental influences instead of blaming victims
characterise such an empowerment approach (Zimmerman, 2000)” An emancipation attitude
substitutes relationships such as “worker”, “boss” with “partaker” - “facilitator” and renames
characters as proficient colleagues (Zimmerman, 2000). “As a co-worker the supervisor learns
about the participants in their settings learns from the participants works with the participants
and does not impose his or her skills interests or procedures on the community but rather
becomes a source for the community (Zimmerman, 2000)”

Community members need assurance of being in the right place and a mutual feeling that links
individuals in a supportive union (McMillan and Chavis, 1986). Four major essentials of
shared sense have been identified by the above- mentioned authors as follows: membership,
influence, incorporation and achievement of desires. Membership refers to an intellect of
investment of a person in the community and the mark of their sense of belonging to it or
identifying with it. Influence - refers to the power that associates have greater than the centre
of the population and the universal authority that the cluster dynamics relate to partakers.
Connection is also improved by common morals among members, as well as trade off of
resources and discharge of diverse requirements between the centre of the population. The
communal emotional connections characterize a “spiritual bond” based on mutual account
amongst members of the community. This represents, according to McMillan and Chavis
(1986), the definitive element for the true community. “Sarason (1974) defines a community
as a readily available mutually supportive network of relationships on which one can depend
and that the absence or dilution of the psychological sense of community is the most destructive
dynamic in the lives of people in our society”

Ecological perspective
It is one of the major roles of a Community Psychologist to educate the community about the
effects of work related stress and to encourage a sense of the community to both the employees
and the supervisors. Since people come from various backgrounds with different cultural
norms and values, they need to have a respect for diversity to ensure that the workplace is an
enjoyable place all the time. Due to the diverse ecological perspectives that individuals live in,
there is need to understand each other in our natural settings as encouraged by Prillentsky in
Zimmerman (2000). This perspective acknowledges that “all behaviour occurs in a context or
setting; and to understand why a particular behaviour occurs, it is necessary to investigate the
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person and within their environment, and the fit of the person-and-environment” (Zimmerman
2000). “The person and the systems in which he or she functions and adapts become
understandable when they are examined as part of a multi-level multi-structured multi-
determined social context” (Bronfenbrenner, 1979 and Rappaport, 1977).Therefore, there is
need to identify with the interactions among individuals or a precise centre of the population
and their community environments impact their development (for instance, are junior staff
members being supported or marginalised in the various departments).

Social justice
An important significance of community psychology is in quest of shared objectivity through
explorations. Community psychologists often campaign for equal opportunities and policy that
encourage welfare of all people, mostly marginalised populations. “Community psychologists
concentrate on human rights that people are entitled to and how they afford them the privilege
to achieve change towards a more equitable allocation of resources (Dede and Ryan 2001)”
Equity intensifies inhabitant involvement (nothing for us without us) which ultimately makes
for communities that are endowed to develop their value of life.

The density of work is unavoidable owing to hassles of contemporary work backgrounds.

Strain professed tolerable by people, could have employees observant, encouraged, capable to
work and become skilled, depending on accessible assets and individual description
(Armstrong, 2006). Nevertheless, when that anxiety turns out to be extreme or else
uncontrollable it leads to stress. Stress can damage an employees' health. Work-related stress
can be caused by poor work organisation (the way we design jobs and work systems, and the
way we manage them), by poor work design (for example, lack of control over work processes),
poor management, unsatisfactory working conditions, and lack of support from colleagues and
supervisors (Armstrong, 2006). Research findings show that the most stressful type of work is
that which values excessive demands and pressures that are not matched to workers’ knowledge
and abilities, where there is little opportunity to exercise any choice or control, and where there
is little support from others (Armstrong, 2006).

NEEDS ASSESSSMENT AND ANALYSIS

A logical method for defining and addressing desires or breaches among contemporary
circumstances and considered necessary conditions or wants to improve performance and to
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correct certain circumstances. Needs evaluation helps in the development of guiding principles
or program resolutions primary to enhance the execution and attainment of desired outcomes
(National Resource Centre, 2010). Refining results is usually a sensible and priceless effort.
The outcomes of an assessment guides succeeding conclusions as well as the proposal, carrying
out, and the valuation of studies and programs that lead to achievement of required results
(NRC, 2010).

An assessment of complex work relations was done at Zimbabwe Open University, after certain
observations were made which include:
 The rate of applications for internally advertised posts by some employees who wished
to change departments since they were already in the grades with advertised posts.
 The rate of fatigue which was observed with work that was being done with plenty
mistakes and as well as in staff members who are rude and cold to colleagues and
clients.
 Complaints raised through social media groups- mainly issues of lack of information
as well as the number of people who were being sent for disciplinary committees after
having bad working relationships with their immediate bosses.

 Rotation of administrative staff mostly secretaries was a major contributor of work

related stress since the rotations were not explicitly explained. Some secretaries felt
that after working in a department for more than 5 years and then be transferred to
another department without an explanation could mean that their immediate supervisors
were not satisfied with their work and could have probably asked for a transfer of their
subordinate.

The Researcher noted the problems and will approach the gate keepers to seek permission to
carry out a study and to implement interventions that will rectify the current problems being
faced by bosses and their subordinates in various units of Zimbabwe Open University. If
permission is granted, the student intern will meet with the bosses and subordinates separately
and listen to the problems they face as they work every day. The researcher will use the
following methods to get assess how the boss subordinate relations can be improved.

Focus Group Discussion

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According to (Kauffman, 2003),
“focus groups are sessions in which community members can
answer questions about different aspects of the intervention
in the form of planned discussions”.

Focus Group Discussions help researchers to discover the needs and anxieties of
community and help them to find ways of addressing those gaps

Informal conversations
-play a vital role in research and they allow researchers to develop ways of conducting
campaigns which have specific goals for a specific group of participants. Informal
conversations have an advantage of being able to measure the effectiveness of interventions
that can be tailor-made to suit a specific group of people. They also help researchers to build
relationships with people who have an interest in research studies. These will be conducted
with colleagues to determine the complexities between bosses and subordinates and to develop
interventions that address the complexities if any.

Direct, and participant, observation -direct observation involves seeing for yourself and
understanding people/community without interfering with the day to day activities. This allows
the research to understand the individuals within their comfort zone or in other instances being
a participant observer or becoming part of the culture.
A questionnaire - is an exploration tool containing a number of inquiries used to gather data
from participants. Information can be collected by conducting interviews face to face, on the
using or computer or by telephone. A questionnaire shall be distributed to members of staff to
determine the whether are any complex relationships between bosses and their subordinates at
the institution.

ACTION FRAMEWORK
The study seeks to improve the relationship between bosses and their subordinates as well as
fostering well-being and to reduce stress at the institute, to intensify operations, to improve
relationships, to reduce ill health and truancy rates at the work place. A Community

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psychologist wears many hats in the community. He /she can be a facilitator, an educator, an
advocate, a researcher as well as an evaluator. These roles need the support of the community
itself since the Community Psychologist is not an expert. It is highly expected that both parties
will learn extensively from this intervention. The novel and distinct part of community
psychology are vaulted mutually by an outstanding idea: of serving the helpless, (Kloos et al,
2012). Community Psychologists labour towards the formation of shared structures that
encourage person augmentation and thwart societal and psychological wellbeing, to present
instant and proper structures of intrusion when and where needed; allow those categorized as
“deviant” to live renowned lives (Kloos et al, 2012). “For example a community psychologist
may create and evaluate an array of programs and policies which help people control the
stressful aspects of community and organizational environments assess the needs of a
community and teach its members how to recognize a budding problem and deal with it before
it becomes difficult or study and implement more humane and effective ways for formerly
institutionalized populations to live productively in society’s mainstream (Kloos et al, 2012).

In this study, the researcher will undertake the following duties:

 Research on the causes of complexities of boss –subordinate relationships.
 Educate workers and the employers on the effects of complex boss –subordinate
relationships. “It is crucial to inform workers and involve them in the changes that will
take place they need to know who should be involved in the process of change
anticipation of workers is crucial as they best understand their work and often have
ideas on how to improve it only through participation will any existing resistance to
change in organizations be reduced sometimes others outside of the organization can
facilitate the change process”.
 Advocate for workers who are being marginalised if the research uncovers them as well
as campaign for policy change to cater for the same.
 To facilitate programmes that target behaviours, practices, policies and procedures that
are responsible for complex relationships between bosses and their subordinates.
 Identify risk factors
 Counselling the affected groups and foster resilience.
 Implement an action design
 Assess the interventions made to determine

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INTERVENTION STRATEGIES
Interventions are activities that are executed to bring about change in people (Rappaport, 1981).
Quite a number of interventions designed for various types of issues. The aim of involvement
is to find the root cause of problems. Psychological interventions have a higher or additional
direct focus on an individual’s community surroundings in contact with their mental operation.
Psychological intercessions can also be used to encourage high-quality psychological
wellbeing in decree to avoid psychological mess. Interventions are designed to promote well-
being. Rappaport 1981 denotes that “interventions can be diverse and can be tailored
specifically to the individual or group receiving treatment depending on their needs”. In this
study, the student intern will use the following interventions to curb complexities between boss
and subordinate relationships in order to strengthen the good professional relations at the works
place.

MINDSET CHANGING
“The success of positive interventions being implemented by the employer relies heavily on
the employee’s own mind-set behaviour, and willingness to enact their own positive
interventions” The employer makes an effort to build, sustain and form a favourable work
environment for personnel (Vijayakumar, 2009). “Positive Psychology intercession that the
member of staff performs to develop their own welfare and reach contentment can comprise of
emotional intelligence one’s ability to distinguish and regulate his/her emotions taking into
considerations other people’s emotions charisma powers an character’s mark strengths and job
crafting altering the importance of one’s work (Vijayakumar, 2009)”

a) Positive Coping
In an unsettled atmosphere categorized by fiscal insecurity, dynamic developments in
technology, rising numbers of civilian stabilities and pressures, and a volatile trade market
place, it is can be concluded that there is no stability the current economy. “Emotional
intelligence (EQ) refers to one’s ability to identify analyse and manage the emotions of one
self as well as others”

The purpose of responsive aptitude is to help individuals to distinguish and cope positively.
Psychological obstacles linked with pessimism will be overcome at the same time, boundaries
will be eliminated. Basically, responsive aptitude culminates in desired outcomes basis for

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positive psychology. (Luthans, 2002). “Another positive emotion is optimism with the major
conceptual difference between the two being that optimism expectancies are formed through
external forces outside the self-whereas hope is an intrinsic force “Employees can achieve goals
by being optimistic and having a positive attitude towards work unlike if they uphold negative
thoughts which has potential to lead to mental problems. (Curr et al., 1997).

b) Evaluating Personality Strengths

Personality powers are equal to signature strengths. Each person has their own distinctive
powers which can not to be mixed up with physical powers, but more so intrinsic abilities are
rooted inside one’s focal point that stimulates engagements that pursue (Steger and Dik,
2010).“By assessing their own character strengths and weaknesses, employees are better
equipped to take on such tasks such as self-evaluation, self-improvement, and self-motivation”

Supervisors should help personnel build on their strengths by giving feedback and provide
prospects for development. (Cabrera, 2012). Hodges and Asplund (2010), propose that

“Organizations that emphasise on appreciating and employing their

workforce’s strengths will be able to absorb their core enthusiasm
by means of their interest, values, and strengths to encourage them”.

Motivation levels are likely to increase inventiveness that leads to high levels of productivity.

c) Work Skill
“One of the more important interventions that an employee can take to help create
meaningfulness where there is none is by embracing the concept of job crafting Job crafting is
essentially the process by which employees voluntarily perform tasks that do not fall within
their realm of responsibility”” According to Wrzesniewski and Dutton (2001), “employees
craft their jobs in order to alter the significance of their work, and their job characters.” “By
embracing the concept of job crafting employees are able to foster job satisfaction as well as
engagement thriving at work and resiliency job crafting which is interchangeable with job
control to a certain extent provides the employee with a sense of control and a perceived ability
to exert some influence over one’s work environment thus allowing them to make their work

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more rewarding” Crafting work skills helps workers to alter their ways of performing duties at
the workplace.

Excellent managers appreciate their personnel and acknowledges that they are important
chattels at the institute. Gratified and self-confident employees put in extra willpower in
executing their duties (Fredrickson, 2001). remedy to creating a positive work environment
while mediating stress factors that would often result in employee burnout or high turnover
would be to implement positive interventions at the workplace” basic needs management can
implement policies that benefit their staff and the overall organization”

d) Finding Meaning in Work

How employees perceive their work has a lot of significance on their perception of life.
Individuals who value their work have a sense of purpose in life. “According to Steger andDik
(2010) meaning consists of two primary components: comprehension and purpose”
When employees value their work they also put efforts to develop themselves professionally
in order to understand the world of work and how best they can fit and relate to the world. “It
is the employer’s responsibility to provide a clear understanding of the unique and crucial role
that every individual employee plays in fulfilling the mission of their organization”
A boss encourages employees to prioritise their work by introducing essential ethics that have
the capacity to produce a vibrant workforce. Steger and Dik, 2010 purports that work can have
an optimistic force on one’s life despite of earnings and everyday duties executed. “When
people see how their efforts impact the greater good they tend to find satisfaction in the work
they do no matter how mundane the tasks or what the remuneration” Therefore, the member of
staff feel connected and enhance a concentration in amazing ways. If individuals appreciate
how they relate to their work, they have to be enhanced and engage in team work in order to
belong and to be more committed to their organization (Steger and Dik, 2010).

e) Healthy and Safe Surroundings

Bosses and subordinates should be able to generate an atmosphere whereby each person is
comfortable to contribute to issues pertaining to their day-to-day duties. Generation of an
environment of inclusion comprise of encouraging open exchange of ideas, shared input, and
precision (Thompson, 2012). Employers should execute safe and sound and conversations
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where every member of staff contribution is appreciated and incorporated, not just noted.
Thompson, (2012 states that

“when employees are allowed and encouraged to share their

thoughts, business processes can become streamlined, new
products can emerge, and communication can improve”

Hackman and Oldham (1976) “direct involvement in initial concept to finished product affords
employees the opportunity to be internally motivated to perform effectively on their jobs”.
Employers declare transparency by encouraging inclusion and open communication among
subordinates. Subordinates are motivated and have their sense of security secured when
provided with clear goals and future plans (Thompson, 2012). It also brings in innovative ideas
consequently creates positive results for both the staff and management.

Employers ought to carry out an investigation to establish the virtues of a potential employee
and how they handle clashes and traumatic circumstances.

f) Work Scheme
Work scheme is a plan or schedule that is projected to stimulate and empower staff and can be
executed by the employer using exterior mediation in order to bring an optimistic outcome on
personnel. Subordinates work efficiently if their duties are clear, have enough information and
agreed time lines “A clear fit between the employees and their roles is critical for employees’
sense of commitment to the organization and indirectly their ability to work toward
organizational goals (Turner et al, 2002)” Bosses and their subordinates should put into
consideration the intentions of the organisations and the importance of their contributions.
These factors help the team to set realistic expectations and they should identify the challenges
they are likely to face when going about their daily routine to avoid frustrations. “The ideal
result is that with the proper job design an employee will perform better and increase
productivity”. strengths, interests, passions, and motivations (Berg et al., 2008).

g) Recognition of employees
By the creation of a place of inclusion, bosses should find ways of making employees feel like
valued at an organisation. Whilst it is difficulty to please everyone, a balance can be striked by
meeting certain needs such as
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h) Exercising flexibility

Both bosses and subordinates should work around a flexible schedule. Considering that
individuals have families to look after therefore; problems that need a subordinate to be away
for some time, bosses and subordinates should be able to compromise. However, the flexibility
should not be limited to the boss but to subordinates as well therefore; they should be willing
to put in extra time in order to meet targets.

Benefits
Once in a while, organisations should pamper their staff members in order to keep them motivated.
Benefits such as luncheon, family fun days, picnics, hosting physical fitness sessions, offering free
or discounted gym memberships, funding wellness fairs, can be engaged to boost self-esteem.
Wrzesniewski and Dutton, 200 agrees that these strategies result in a happier, more productive
staff and brings staff members together and avoids complications at the work place.

The Plan of activities for intervention

In order to execute the above-mentioned interventions, the intern student has come up with the
following plan of activities influenced by the Logic Model.
The Logic models aids in collaborating activities to everyone involved and even to the people outside
of it in a way which is comprehensive direct and compelling. A good logic model must have all possible
information presented clearly so that even people outside the program will be able to understand it and
see what change it is trying to make”
The model highlights significant sections of study such as the aim , activities to be undertaken,
the duties of the partakers as well as the anticipated outcomes at the end of the program as
illustrated below:

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 ETHICAL ISSUES
The Intern Psychologist is registered with the Allied Health Practitioners Council of Zimbabwe
(AHPCZ) and is therefore guided and protected by the same council. All the activities to be
executed in this study remain confidential and any information gathered will be solely used for
this study purposes only. The Intern psychologist will protect informants in every way
possible.

Informed consent - partakers in a research should knowledgeable on the type of information

being requested by the, aim and how research outcomes will have an impact them directly or
indirectly. The participants will give informed consent after they are given all the information
of the research. The participants in this study will participate voluntarily and the participants
gave written consent.
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Confidentiality - The community psychologist will consider safe keeping of information.
Names or identity of participants will not be recorded in the study. The researcher will not
divulge the concealed statement of partakers

Beneficence and non-maleficence – Mediations chosen for use in this study will not cause
harm to participants and informants in any way. “The psychologist will also take stock of her
held opinions and biases and will not seek to influence any intervention initiatives by her held
opinions” Community’s values, ideals, cultures and preferences will always be appreciated and
maintained.

Withdrawal from a research

Participants have the right to withdraw from the study at any time they wish. They will also be
allowed to withdraw their data. No participations fees will be paid to participants.

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