Employee performance is key to the success of many organizations. This service is normally provided by the human resources in that organization. Corporate leaders of business organizations provide employee welfare services among them employee counselling services as a way of either motivating their employees to improve their productivity. However, little information is known about such as employee counselling services by all the stakeholders in NGOs. The primary purpose of this study was to focus on the relationship between employee welfare services and performance in non-governmental organizations in Kenya. The specific objectives of the study were: to assess the influence of employee counselling services on performance in NGOs in Kenya. The study is likely to aid the NGOs management boards, policy makers in government, human resource professionals and scholars and researchers in policy formulation for employee counseling services in order to improve performance in NGOs in Kenya. The study employed both correlational and descriptive survey designs. The fundamental model shaping this study was the linear regression model. The target population of the study was 14,283 employees in NGOs in Kenya. The sample size of the study was 372 respondents comprising junior management at 242, middle management at 97 and top management staffs at 33 chosen by simple random stratified sampling technique. Primary data was collected using both questionnaires and interviews. The data was analysed using the Statistical packages for social sciences (version 23). The main findings of the study indicated that employee welfare practices such as employee counselling services influenced performance of NGOs in Kenya. The study also found that 81% of performance in NGOs in Kenya was explained by the independent variables of the study such as employee economic support, recreational facilities at work place, employee counselling services and social support. Finally, the study also contributed to theory and knowledge for humanity. However, the study found that the most significant factor influencing performance of the NGOs in Kenya was employee social support with P-Value at 0.439, followed by employee economic support with P-Value at 0.372, recreation facilities with P-Value at 0.358 and lastly employee counselling with P-Value at 0.208. The study had limitations, that is, the respondents were not consistent and the sample size of the study was limited in scope. The study concluded that employee welfare practices such as employee counselling services had a significant positive relationship with performance in NGOs in Kenya and recommended that a policy on other employee welfare practices such as grievance cells and suggestion schemes be considered and adopted by NGO management boards. This is likely to motivate employees to work better and with determination to enhance performance in NGOs in Kenya.
Employees influence company performance the most. Through the use of human resource analytics, they become more efficient and therefore ensuring that organizations improve their competitiveness. However, the diffusion of this concept among employees in organization has been slow. The purpose of this study was to establish the influence of self-efficacy on employee acceptance levels of human resource analytics in Microfinance institutions in Kenya. It was based on diffusion of innovation theory and theory of reasoned action. A cross-sectional survey was done of 500 employees. Stratified random and purposive sampling techniques were used to obtain a sample of 222 respondents. The study established that employees with high self-efficacy accept and use human resource analytics more. This enables computing of people value and contributions to organizations. Regression results showed that self-efficacy has a statistically significant positive effect on employee acceptance levels and use of human resource analytics (β = 0.879, p = 0.000, R=0.740, p = 0.000). The study recommends that employees nurture their affective state and enactive mastery towards using analytics. This shapes their behavioral intent in accepting and using human resource analytics hence making proactive decisions. Organizations should provide training to build on employees’ confidence in analytical capability.
Performance expectancy is when individuals believe an innovation supports their performance. Myriad challenges facing organizations have forced them to innovate to remain competitive. Human resource analytics is one such innovation which measures human resource functions for purposeful alignment with the organizations’ objectives. Earlier studies showed that 71% of respondents regarded human resource analytics as key. However, other studies found out that the uptake of human resource analytics was slow. The purpose of this study was to establish the influence of performance expectancy on individual adoption levels of human resource analytics among human resource professionals in Microfinance institutions in Kenya. The study was conducted in registered deposit taking Microfinance Institutions in Kenya. A cross-sectional survey was done on 500 human resource professionals. Stratified random and purposive sampling methods were used, obtaining a sample of 222 respondents. Questionnaires were used to collect data. The findings revealed that using human resource analytics improves job efficiency, making human resource professionals strategic. The study concludes there is a significant positive correlation (R = 0.754, p = 0.00) between performance expectancy and individual adoption levels of human resource analytics and that performance expectancy has positive significant effect on adoption levels (β = 0.855, p = 0.000). The study recommends that organizations align data analytical tools with management systems and also train its employees to increase the perceived usefulness of human resource analytics hence aiding with adoption.
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