Effect of Organizational Ownership and Culture on Employee Performance Among Selected Banks in Kenya

Abstract

The role of organizational culture on employee performance has been a subject of interest. The purpose of the study was to establish the effects of organizational ownership and culture on employee performance. The study was guided by Social cognitive theory. Explanatory research design was used. The target population comprised of 403 employees drawn from 12 Commercial Banks in Kenya. Stratified and random sampling techniques were used to obtain sample size of 141 employees. The study used questionnaires as a tool for data collection. In order to test the reliability of the instrument, Crobanch alpha test was used. The study adopted both descriptive statistics and inferential statistics. Pearson correlation and multiple regression analysis were employed to estimate the causal relationships between organization culture and performance, and other chosen variables. Findings indicate that involvement culture (β 1 = 0.230, p-value<0.05) and consistency culture (β 2 = 0.286, p< 0.05) has a positive and significant effect on employee performance. Ownership thus has positive and significant moderating effect of bank ownership on the relationship between involvement culture and employee performance (β = 0.26, ρ<0.05) and (β= -0.2, ρ<0.05) respectively hence concluding that consistency culture and involvement culture improves employee performance. The study recommends that organizations that aim at improving employee performance need to ensure that employees have inputs into issues that affect both their work and the organization in general. Moreover, information needs to be widely shared so that each and every employee can get the information they require to make the appropriate decisions.

Direct Individual Based Participation and Service Delivery in Nairobi City Water and Sewerage Company, Nairobi City County, Kenya

“…Therefore, employee participation should take the center stage as it constitutes a powerful force for re-energizing service delivery, customer satisfaction, satisfactory working conditions and in coming up with holistic decisions. Studies (Addai, 2013;Ambani, 2016;Langat & Lagat, 2017) have all indicated that employee participation is a deep construct to all facet of human resource management known hitherto. If issues affecting human resources are not resolved in an appropriate manner, employees fail to fully involve themselves in their job.…”

Influence of Employee Participation on Service Delivery: A Case of Nairobi City Water and Sewerage Company, Nairobi City County, Kenya

“…Therefore employee participation should take the center stage as it constitute a powerful force for re-energizing service delivery, customer satisfaction, satisfactory working conditions and in coming up with holistic decisions. Studies (Addai, 2013;Ambani, 2016;Langat & Lagat, 2017) have all indicated that employee participation is a deep construct to all facet of human resource management known hitherto. If issues affecting human resources are not resolved in an appropriate manner, employees fail to fully involve themselves in their job.…”

“…Kariuki and Makori (2015) found that employee engagement has positive approach apprehended by workers about their jobs as well as inspiration and effort they place into their jobs concluded that that engagement leads to optimistic members of staff which leads to better performance. Langat and Lagat (2017) conducted a study on organization ownership and personnel performance within commercial banks and noted that involvement of personnel in rewards and recognition systems fostered efficiency and productivity within the firm. The above study however sampled commercial banks whereas current study examined NCWSSC.…”

Employee Attrition Scale (EPS): Scale Development Study

“…Küresel rekabet ortamında, rekabet avantajı sağlamak için özellikle nitelikli işgörenleri uygun koşullarda çalıştırmak ve elde tutabilmek önem taşımaktadır. Çalışanların zihinsel ve psikolojik olarak yıpranmaya maruz kalmamaları, örgütsel sahiplik algılarının güçlenmesi ve verimlilikleri açısından önemlidir (Langat ve Lagat, 2017;Davis, 2018). Yıkıcı rekabet koşullarında nitelikli bir işgöreni kaybetmek örgüt açısından stratejik bir yeteneğin kaybedilmesi anlamına gelmekte, entelektüel sermaye sağlayan bir işgörenin kaybı ise, örgüt açısından yıkıcı bir etkiye neden olabilmektedir.…”

“…Dünya Sağlık Örgütü'ne göre zihinsel sağlık "bireyin becerilerini gerçekleştirdiği, yaşamında normal stresleriyle başa çıkabildiği, yüksek motivasyonla verimli ve üretken bir biçimde çalışabileceği ve yaşadığı topluma katkı sağlayabildiği bir iyilik hali" olarak tanımlanmaktadır. Dünya Sağlık örgütünün psikolojik (ruhsal) sağlık tanımı ise, ruhsal hastalığın yokluğundan öte stresle baş edebilme, yetenekleri geliştirebilme, topluma katkıda bulunma ve üretkenliğin oluşturduğu bir ruhsal iyilik hali" şeklindedir (Langat ve Lagat, 2017;Davis, 2018). Tanımda vurgulanan ifadelere bakıldığında zihinsel sağlık ile psikolojik sağlık koşullarının birbirinden bağımsız olarak ele alınamayacağı anlaşılmaktadır.…”