The Influence of Staff Welfare on Employee Performance at Public Service Commission in Kenya

Authors

  • Nickson Lumwagi Agusioma 2Doctor of Philosophy Degree in Human Resource Management, Mount Kenya University,
  • Simon Nyakwara
  • Evans Mwiti

DOI:

https://doi.org/10.24203/ajbm.v7i5.5967

Keywords:

Retirement benefits, Allowances, Compensation, Medical Insurance, Staff Performance, Public Service Commission in Kenya

Abstract

Employees represents the human capital factor in all organizations and embodies all human abilities regardless of the intrinsic or learnt qualities, whose worth could be improved by suitable development investments.  Thus, organizations needs to provide more attractive compensation and qualitative packages to enhance the motivation of the people through incorporation of staff welfare practices. The objective of the study was to determine effect of staff conflict resolution on employee performance at Public Service Commission in Kenya. The specific objectives were to establish the influence of retirement benefits, allowances/benefits, compensation and medical insurance on organization performance the Public Service Commission in Kenya. This research adopted descriptive survey research design approach. The target population in this study comprised of  human resource department, staff welfare/public relations, and general management in the Public Service Commission in Kenya. The study sample size of 141 respondents were selected. The study selected the respondents using stratified proportionate random sampling technique. Data was collected mainly by use of semi structured questionnaires. Correlation and regression analysis were used to achieve the study objectives. The study found that staff welfare was positively and significantly affected employee performance. Therefore an increase in these factors will result in increased accessibility to increased employee performance. The study concludes that staff welfare is essential in creating a sense of recognition and satisfaction among the employees which improves their productivity. It is therefore also concluded that unbiased and competitive employee welfare framework should be established to evade poor employee turnover. The study recommends the managers and human resource practitioners to highly prioritize staff welfare as a key strategic practice in the organizations. Therefore, Human Resource Management is recommended to be undertaken as a tool for ensuring staff welfare are well addressed. It will help them in understanding the issues that affect the employees and their productivity.

References

• Agus, M., (2011). Current strategic Human Resource Management (SHRM) practices of BD Kenya Limited in the retention of their core employees. Unpublished MBA Project, University of Nairobi.

• Aldaibat, B. F. & Irtaimeh, H. (2012). The Role of Strategic Human Resource Management at Jordanian Banking Sector through Implementation Total Quality Management (TQM). European Scientific Journal, 8(25)45-56.

• Becker, G. S. (1993). Human Capital, a Theoretical and Empirical Analysis with Special Reference to Education, National Bureau of Economic Research, the University of Chicago Press, Chicago.

• Bernardin, H. J. (2010). Human Resources Management An Experiential Approach (5th Ed.). New York: McGraw-Hill.

• Bowen, D. E. (2010). Empowering service employees. Sloan Management Review, 36 (2), 73-85.

• Cadalian, B. (2013). A new normal Perspective on the Canadian banking industry. Price Water House Coopers.

• Collings, D. G., Demirbag , M., Mellahi, K., & Tatoglu, E. (2013). Strategic orientation, Human Resource Management practices and organizational outcomes: evidence from Turkey, The International Journal of Human Resource Management, 21(14), 2589- 2613.

• Gemba, (2017). Effectiveness of strategic Human Resource Management practices in enhancing organizational performance. Unpublished MBA Project, USIU.

• Government of Kenya (2012), Economic Survey, Nairobi: Government Printer.

• Hunjra, B. (2010). Determinants of Human Resource Priorities and Implications for Industrial Relations, Journal of Management, 15(1), 23-35.

• Kimuyu, P. (2012). Productivity Performance in Developing Countries, Country Case studies. Nairobi: KIPPRA.

• Mitchell, V. (2011). Assessing the Reliability and Validity of Questionnaires: An Empirical Example. Journal of Applied Management Studies, 5(2): 199-207.

• Ngeno E. W. (2010), Employee Performance Management Practices among Insurance Companies in Kenya. Unpublished Project, University of Nairobi.

• Okumbe, J.A. (2010). Human Resource Management. Nairobi: Accts Press.

• Omolo, J. O. (2010). The Dynamics and Trends of Employment in Kenya, Nairobi: Institute of Economic Affairs - IEA: IEA

• Stone, R. J. (2012). Human Resource Management. Syndey: John Wiley & Sons Australia, Ltd.

• Theuri, C., (2017). The effect of employee engagement on employee retention within an organization with reference to Peach Consulting Limited. Unpublished MBA Project, USIU.

Downloads

Published

2019-10-20

How to Cite

Agusioma, N. L., Nyakwara, S., & Mwiti, E. (2019). The Influence of Staff Welfare on Employee Performance at Public Service Commission in Kenya. Asian Journal of Business and Management, 7(5). https://doi.org/10.24203/ajbm.v7i5.5967