Drawing on the Job Demands-Resources (JD-R) model, this study examined processes through which informal workplace family resources influence service performance. Our findings reveal that family supportive supervisor behavior (FSSB) and perceived organizational family support (POFS) relate to work engagement directly and indirectly through satisfaction with work-family balance which, in turn, relates to service performance through work engagement. Furthermore, we find that employee expertise negatively interacts with work engagement to influence service performance, suggesting that employee expertise compensates for low engagement in predicting service performance.

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Organizational commitment (OC) has been associated with positive organizational behavior such as decreased employee turnover rate and absenteeism. Research indicate that leader's emotional intelligence (EI) may influence the OC of employees as they feel good about working with emotionally intelligent leaders since they are more likely to react to problems in a more controlled manner and may be more accommodative to different views of the subordinates. The purpose of this study was to investigate the influence principals' EI on the OC of secondary school teachers in county governments in Kenya. This study hypothesized that principal's EI would have no significant relationship with the OC of teachers. The study employed survey research design to establish the relationship between EI and OC. The study population was all the 560 principals in secondary schools in Nairobi, Machakos, Kajiado, and Kiambu counties in Kenya from which a sample of 120 principals was drawn using simple random sampling. 480 teachers that is 4 from schools in which a principal participated in the study were sampled to rate their principals EI and their OC. The method of data collection was through the use of questionnaires which were distributed randomly to respondents. EI questionnaire was constructed through moderation of the Emotional Competence Inventory (ECI) whereas teachers' OC scale was constructed through moderation of TCM Employee Commitment Survey. The data was analysed through descriptive, correlation and regression analysis, using statistical package for social sciences (SPSS) version 16. This study established that principals' EI through the dimensions of self-awareness, self-management, social awareness and relationship management had a statistically significant relationship with teachers' OC. Compared to other EI competencies relationship management was the strongest predictor of teachers' OC. Self-management also had a strong correlation with teachers' OC. The study recommends that teachers' employer needs to put more emphasis on training of EI among principals in secondary schools in Kenya. The study suggests further research on the effect of principals' EI on their OC.

The honesty-humility factor from the HEXACO model of personality has been found to offer incremental validity in predicting several work-related criteria over the remaining factors, yet its interplay with other personality factors is rarely examined. In this study, we examined how honestyhumility (the tendency to be sincere, fair, non-materialistic, and modest) can moderate the relation between agreeableness and interpersonal competency. Specifically, drawing on the theory of self-concept, we proposed that agreeableness will have a stronger association with interpersonal competency among individuals who are higher on honestyhumility, and relatively less so among individuals who are lower on honesty-humility. Across three samples of people in managerial roles from two different cultures (Australia and Kenya), we found that honesty-humility, indeed, moderated the agreeableness-interpersonal competency relation, both when the criterion was measured by selfreport (Sample 1, N = 167; Sample 2, N = 320; Sample 3, N = 296) and other-report (Sample 3, N = 195). In all three samples, the positive relation of agreeableness with interpersonal competency was strongest among those who were

Purpose: The purpose of this study was to compare the relationship between Organizational Culture and Service Quality between public and private universities in Kenya. Methodology: The methodology of this study comprised of descriptive and causal research designs. The target population was 2,475 teaching staff in the 23 chartered public and 17 chartered private universities in Kenya. Sample size comprised of 225 teaching staff in the business program in two chartered public and two chartered private universities in Kenya. The collected questionnaires were 189 (Public 75, Private 114) which resulted in a response rate of 84%. Findings: The study findings showed that, in universities in Kenya, there was a significant difference in means of Organizational Culture between public (mean=3.60, p-value=0.000<0.05) and private (mean=4.13, p-value=0.000<0.05), with private universities having a higher mean. The study findings showed that, in universities in Kenya, there was a significant difference in means of Service Quality between public (mean=3.68, p-value=0.000<0.05) and private (mean=4.18, p-value=0.000<0.05), with private universities having a higher mean. The findings also showed that Organizational Culture has a positive, significant relationship with Service Quality in both public (r=0.649, p-value=0.000<0.05) and private (r=0.587, p-value=0.000<0.05) universities, where the relationship was stronger in public universities compared to private universities. Organizational Culture has a significant influence on Service Quality in Public universities (r2=0.421) and in Private universities (r2=0.345). The study concluded that there is indeed a significant, positive relationship between Organizational Culture and Service Quality in both public and private universities in Kenya. The Study also concluded that Organizational Culture was a significant predictor of Service Quality in both public and private universities in Kenya. Unique contribution to theory, practice and policy: This study made an outstanding contribution to theory by validating use of systems theory of management. The study also contributed greatly to theory by showing a significant relationship between Organizational Culture (using DOCS) and Service Quality (using SERVQUAL) as measurement instruments in public and private universities in Kenya. This study recommended that leadership in public universities needs to emulate the culture in private universities so that there is higher service Quality for the students. Also, leadership in private universities need to improve on how they use their strong and positive organizational culture to deliver Service quality to its students amidst the unique challenges they face.

Purpose: The purpose of the study was to establish the effect of organizational culture on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most telecommunication companies in Kenya employee’s work as a team, rather than hierarchy. The results also revealed that in most Mobile telecommunication companies in Kenya people are viewed as an important source of competitive advantage. The results also revealed that most telecommunication companies in Kenya have consistent core values. The results also showed that majority agreed with the statement that Work is organized so that each person can see the relationship between his or her job and the goals of the organizationUnique Contribution to Theory, Practice and Policy: The Mobile telecommunication sector in Kenya should have clear well communicated long term vision as well as formal and structured induction, orientation and familiarization process. The study also recommends that the mobile telecommunication companies in Kenya should enhance strategy fit culture, involve the employees in decision making and in addition, strive to maintain good working environment, flexible work schedule, and refreshing atmosphere which will boost employee’s morale and encourage team work. Finally, the findings should also be used in comparison with the performance of other companies like the manufacturing and academic institutions in kenya in relation to Human resource practices, organizational culture and employer branding.

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