Employee Engagement, Organisational Commitment and Performance of Selected State Corporations in Kenya

Cheche, Stephen G.; Muathe, Stephen M. A.; Maina, Samuel

doi:10.19044/esj.2017.v13n31p317

Cited by 13 publications

(14 citation statements)

References 13 publications

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“…Therefore, the engagement is ranked as the third significant factor affecting the success of Kaizen implementation ( =0.811) which is similar to the finding by Stadnicka & Sakano [112]. It is also ranked the fourth in affecting the sustainable performance ( =0.811), further agreeing with [182,[184][185][186][187][188][189][190][191][192][193]. Basically, the engagement from management levels can refer to their supports and commitments, whereas the engagement from employees refers to their participation in relevant activities with their responsibility.…”

Section: Complexitysupporting

confidence: 81%

“…Moreover, they tend to be more satisfied with their jobs, committed, and loyal to their organizations [181] because they believe that they constitute a part of the organization [182]. Siddhanta & Roy [183] found that engagement makes employees more motivated and committed; thus, it positively affects organizational performance [182,[184][185][186][187][188][189][190][191][192][193]. Hence, engaged employees tend to proactively and enthusiastically participate in assigned activities with their full responsibilities.…”

Section: Engagementmentioning

confidence: 99%

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STEAM‐ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam

Nguyễn

2019

Complexity

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The current trend of international integration urges every business organizations to continuously improve their competitive advantage for their survival and sustainable growth. And Kaizen has been a preferable approach in practice. Due to the special role of SMEs in the Vietnam economy, improving their competitiveness is critical. Thus, this study is aimed at identifying determinants of the successful Kaizen implementation and sustainable performance so that SMEs can have proper actions and prioritize their operations within their available resources. Through a formal survey of 213 participants from 62 SMEs which have been successful in implementing Kaizen and appropriate statistical analyses, seven important determinants have been identified, namely, (1) supports from senior management; (2) training; (3) environment; (4) assessment; (5) motivation; (6) mindset; and (7) engagement of all members in the organization. Among them, “mindset” is newly proposed in this study through a qualitative research and found as crucial component in the model. The finding obviously fulfills the existing literature. Moreover, the first letters of the identified factors are orderly congregated as “STEAM-ME” which is a novel model for the successful Kaizen implementation and the sustainable performance of SMEs in Vietnam. “STEAM-ME” implies that organizations need to have a new airflow as “steam” to make all of its members refreshed and brimful of energy to gain significant success in implementing Kaizen, and improve their business performance as well as competitive advantage for their sustainable development. Notably, the novel model can efficiently demonstrate organic relationships among its components which all have positive and significant impacts on the successful Kaizen implementation and sustainable performance of SMEs in Vietnam.

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Section: Complexitysupporting

confidence: 81%

Section: Engagementmentioning

confidence: 99%

STEAM‐ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam

Nguyễn

2019

Complexity

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“…Social relationship are based on the sense of reciprocity between the parties involved such that individuals have expectations from the organization which may include fair and adequate rewards, career opportunities, job security and emotional support (Eisenberger et al, 1986). In reference to SET, Cheche et al (2017) posit that human beings socially tend to conduct themselves in ways that will enable them maximally attaining their personal interests. This means that if the social set up is beneficial employees will reciprocate positively if otherwise negatively.…”

Section: Literature Reviewmentioning

confidence: 99%

Teachers’ Turnover Intentions: Role of HRM Practices in Public Secondary Schools in Kenya

Kamau

Muathe

Wainaina

2021

Cogent Business & Management

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Employees play a key role in the achievement of organizations' objectives and thus every organization endeavors to ensure employee retention. However, as the organization endeavors to do this, they are faced with the challenge of employees' turnover intentions. Although it has been suggested that Human Resource Management (HRM) practices may affect employees' turnover intentions, the extent of this effect has been inconsistent in previous studies. Moreover, literature on HRM practices and turnover intentions in Kenyan context is limited hence prompting this research. The study thus sought to investigate the effect of compensation, career management, performance appraisal and training on turnover intentions of teachers in public secondary schools in Murang'a county Kenya. The study had its basis on Social exchange, Organization equilibrium and Expectancy confirmatory theories. The target population was 3752 Teachers Service Commission (TSC) teachers in 304 public secondary schools in Murang'a county Kenya. A two multi stage random sampling method was applied to select a sample ABOUT THE AUTHOR Kamau, O.M. holds an earned PhD (HRM), from Kenyatta University, Kenya. Has interest in Human Resource management and Organization behavior and recently completed his PhD research on Human Resource management practices, employee engagement, community embeddedness and turnover intentions. Muathe, S.M.A. holds an earned PhD in Entrepreneurship and Management and currently is a senior lecturer in the School of Business, Kenyatta University, Kenya. He has more than 11 years' experience in teaching, research and consultancy work in areas of Business Management, Business Planning, Micro, Small and Medium enterprises, Project Monitoring and Evaluation. Wainaina, L. holds an earned PhD in Human Resource Management and currently is a lecturer in the School of Business, Kenyatta University, Kenya. He has more than 5 years' experience in teaching and research in areas of Business Management and Human Resource Management. His areas of interest are Human Resource Management, Human Resource Development and Organization Behavior.

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“…This assertion is supported by Schaufeli (2013) who states that when the organization provides to the employees resources such as good pay, recognition, and development opportunities they would reciprocate positively towards the organization. SET is thus applicable in employee engagement studies since it considers reciprocal relationship between employers and employees (Cheche, Muathe & Maina, 2017).…”

Section: Review Of Literature Theoretical Reviewmentioning

confidence: 99%

HRM Practices Employee Engagement and Teachers Turnover Intentions: A Cross- Sectional Study from Public Secondary Schools in Kenya.

Kamau¹,

Muathe²,

Wainaina³

2020

IJARBSS

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Employees play a key role in achievement of organizations' objectives and thus every organization endeavours to ensure employee retention. However as the organizations seek to do this they are faced with the challenge of low employees' engagement and turnover intentions. Although it has been suggested that Human Resource Management (HRM) practices may affect employees' engagement and turnover intentions, empirical evidence in Kenyan context is scanty. The study thus sought to investigate the mediating effect of employee engagement in the relationship between HRM practices and turnover intentions of teachers in public secondary schools in Murang'a county Kenya.The study was guided by the Social Exchange Theory (SET). The target population was 3752 Teachers Service Commission (TSC) teachers in 304 public secondary schools in Murang'a county Kenya. The study used multi stage random method to select a sample size of 400 teachers from 40 schools. A self-administered semi-structured questionnaire was used to collect data. The quantitative data was analyzed using descriptive and inferential statistics of binary logistic regression. The findings of the study indicated that employee engagement partially mediates the relationship between HRM Practices and turnover intentions of teachers in public secondary schools in Murang'a County Kenya. Policy implications of study findings have been discussed.

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Employee Engagement, Organisational Commitment and Performance of Selected State Corporations in Kenya

Cited by 13 publications

References 13 publications

STEAM‐ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam

STEAM‐ME: A Novel Model for Successful Kaizen Implementation and Sustainable Performance of SMEs in Vietnam

Teachers’ Turnover Intentions: Role of HRM Practices in Public Secondary Schools in Kenya

HRM Practices Employee Engagement and Teachers Turnover Intentions: A Cross- Sectional Study from Public Secondary Schools in Kenya.

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