Does Employee Work Life Policies And Empowerment Strategies Drive Employee Commitment? Kenyan Perspective, Synergy Approach (Published)

Employees with strong organizational commitment are emotionally attached to the organization and have a strong desire to contribute significantly towards organizational success. The importance of individual commitment to the bottom line of the organization is highly essential for improved performance, higher employee loyalty, increased satisfaction and customer satisfaction. The purpose of this study was to analyse the effects of employee work life and empowerment strategies on employee commitment. The study employed a case study research design that was conducted at Moi Teaching and Referral Hospital. The target population was three thousand two hundred (3200) respondents targeted because the group was highly affected by commitment issues in the organisation. A sample size of 340 employees ware extracted from the target population and the sampling techniques used were stratified sampling for the departments working in and simple random sampling for the individual respondents. Data was analyzed using Statistical Package for Social Sciences (Software).The cronbach’s alpha reliability obtained was 0.623. Multiple regression analyses were used to test the hypotheses. Exploratory factor analysis, specifically principal component analysis was conducted to reduce the variables to a manageable size regression analysis was performed to test the hypothesized relationships. Based on the observed correlation results, work life/policies was the strongest predictor of employee commitment (β = 0.300, t=5.670, p< 0.01), followed by employee empowerment (β = 0.154, t=2.820, p<0.01), the findings indicated that there was a significant positive correlation between employee work life policies strategy and affective commitment (r=0.317, p<0.01); normative commitment (r=0.329, p<0.01); and continuance commitment (r=0.328, p<0.01) the study also established that there was a significant positive correlation between employee empowerment and affective commitment (r=0.186, p<0.01); normative commitment (r=0.194, p<0.01); and continuance commitment (r=0.188, p<0.01).  The study recommends that MTRH lays down proper structures for enhancing employee commitment since as seen from the study employee work life and empowerment drives  employee commitment.

Keywords: Employee Commitment, Strategies., and Commitment

The Influence of School Leadership on Teachers’ Job Satisfaction and Performance in Private Schools in Yei Town, South Sudan (Published)

Educational institutions have a significant impact on the future of a nation thus the school leadership are inevitably charged with the role of motivating and supporting teachers to enthusiastically work towards the realization of school objectives (educational objectives). This paper examines the influence of school leadership on teachers’ job satisfaction and performance. The study employed a survey design that was performed in private schools in Yei town, South Sudan. Simple random sampling technique was used to select the respondents.  Ten private schools were selected in the town from which 10 head teachers were considered for the study and a random sample of 100 teachers from each of the 10 schools. Data collected was analysed using the Statistical Package for Social Science (SPSS) version 12.0. Regression analysis was performed to establish the relationships among the variables. Leadership was found to influence teachers’ job satisfaction and performance in their respective private primary schools.

Keywords: Employee Commitment, Job Satisfaction, Leadership, Performance, Private Schools

Compensation strategies and employee commitment in Kenya: a quantitative analysis on public sector (Published)

A total compensation system provides pay that is sufficient to attract and retain key employees and keep them motivated to perform with the best of their competencies. Unless the total compensation program is perceived as internally fair and externally competitive, good employees are likely to leave (Jackson & Schuler, 2005).The purpose of this study therefore was to analyse the effects of employee compensation strategies on employee commitment. The research hypothesis for the study were; Ho₁ employee compensation ‘strategies’ has no significant effect on employee commitment. The study employed a case study research design that was conducted at Moi Teaching and Referral Hospital. The target population was three thousand two hundred (3200) respondents were targeted because that was the group highly affected by commitment and turnover issues in the organisation. A sample size of 340 was extracted from the target population and the sampling techniques used were stratified sampling for the departments working in and simple random sampling for the individual respondents. Data was analyzed using Statistical Package for Social Sciences (Software). Multiple regression analyses were used to test the hypotheses. Exploratory factor analysis, specifically principal component analysis was conducted to reduce the variables to a manageable size. The cronbach’s alpha reliability obtained was 0.623. Regression analysis was performed to test the hypothesized relationships. Based on the observed correlation results, employee compensation (β = 0.172, p<0.01) was the strongest predictor of employee commitment). The findings indicated that there was a significant positive correlation between employee compensation and their commitment for Ho1, results indicate that there was a significant positive correlation between employee Compensation (r=0.194, p<0.01) and Empowerment (r=0.231, p<0.01). This implies that the perceived empowerment of employees by the hospital was likely to impact positively on their commitment to the hospital.

 

Keywords: Compensation, Employee Commitment, Strategies and Public Organizations

Problems of Employee Commitment from the Perspective of Maslow’s Hierarchy of Needs (Published)

This study is about the Problems of Employee Commitment: Study on a Company from the Perspective of Maslow’s Hierarchy of Needs. This research is motivated by the phenomenon of nonlinearity between the policy of material needs fulfillment and the decline in employee commitment in Maspion. This study used qualitative research method in which data were collected through observation and in-depth interviews, reviewed from the perspective of Maslow’s Hierarchy of Needs to determine whether the company has fulfilled the needs of the employees. Maslow’s Hierarchy of Needs was used to explain the peculiar phenomenon occurred in Maspion. Peculiar here means unlike the linear positivist logic. Therefore, the results of this study was “not proven or no longer significant or other factors may affect the linearity” between material/physical needs and non-material needs in Maspion from the perspective of Maslow’s Hierarchy of Needs.

Keywords: Employee Commitment, the Perspective of Abraham Maslow’s Theory

Compensation Strategies and Employee Commitment in Kenya: A Quantitative Analysis on Public Sector (Published)

A total compensation system provides pay that is sufficient to attract and retain key employees and keep them motivated to perform with the best of their competencies. Unless the total compensation program is perceived as internally fair and externally competitive, good employees are likely to leave (Jackson & Schuler, 2005).The purpose of this study therefore was to analyse the effects of employee compensation strategies on employee commitment. The research hypothesis for the study were; Ho₁ employee compensation ‘strategies’ has no significant effect on employee commitment. The study employed a case study research design that was conducted at Moi Teaching and Referral Hospital. The target population was three thousand two hundred (3200) respondents were targeted because that was the group highly affected by commitment and turnover issues in the organisation. A sample size of 340 was extracted from the target population and the sampling techniques used were stratified sampling for the departments working in and simple random sampling for the individual respondents. Data was analyzed using Statistical Package for Social Sciences (Software). Multiple regression analyses were used to test the hypotheses. Exploratory factor analysis, specifically principal component analysis was conducted to reduce the variables to a manageable size. The cronbach’s alpha reliability obtained was 0.623. Regression analysis was performed to test the hypothesized relationships. Based on the observed correlation results, employee compensation (β = 0.172, p<0.01) was the strongest predictor of employee commitment). The findings indicated that there was a significant positive correlation between employee compensation and their commitment for Ho1, results indicate that there was a significant positive correlation between employee Compensation (r=0.194, p<0.01) and Empowerment (r=0.231, p<0.01). This implies that the perceived empowerment of employees by the hospital was likely to impact positively on their commitment to the hospital

Keywords: Compensation, Employee Commitment, Strategies and Public Organizations

Motivational Factors As Determinants of Employee Commitment and Performance Enhancement in Profit Oriented Firms: A Survey of Selected Brewery Manufacturing Companies in Nigeria (Published)

The objective of the study is to investigate the Impact of Motivational Factors such as extrinsic, intrinsic rewards and social motivational on employee commitment and performance enhancement in profit oriented firms with a focus on selected Brewery Manufacturing firms in Nigeria. Data for this research is obtained from both primary and secondary sources. The sample size for the study is 280 from six (6) Brewery firms. Multiple Regression test was used in testing the two (2) formulated hypotheses. The study findings revealed that motivational factors such as Intrinsic, extrinsic and social motivation have a good relationship with employee commitment and performance enhancement in profit oriented firms especially Brewery manufacturing companies. Other findings were that lack of motivational incentives will lead to employee frustration in these companies. The study recommended that adequate and consistent provision of intrinsic, extrinsic and social motivational incentive packages to staff to facilitate employee commitment and high performance attainment is important at all times. The study also recommended that, establishing organizational objectives and goals by companies is a good starting point by management to know the essential motivational incentives that should be granted to employees for productivity attainment.

Keywords: Employee Commitment, Motivational Factors, Performance Enhancement, Profit-Oriented Firms.

DO EMPLOYEES WORK LIFE POLICIES AND EMPOWERMENT STRATEGIES DRIVE EMPLOYEE COMMITMENT? EVIDENCE FROM KENYAN REFERRAL HOSPITAL, SYNERGY EFFECT (Published)

Employees with strong organizational commitment are emotionally attached to the organization and have a strong desire to contribute significantly towards organizational success. The importance of individual commitment to the bottom line of the organization is highly essential for improved performance, higher employee loyalty, increased satisfaction and customer satisfaction. The purpose of this study was to answer the question does employee work life policies and empowerment strategies drive employee commitment? The study employed a case study research design that was conducted at Moi Teaching and Referral Hospital. The target population was three thousand two hundred (3200) respondents targeted because it was the right respondents in the organisation. A sample size of 340 employees was extracted from the target population using stratified sampling for the departments and simple random sampling for the individual respondents. Data was analyzed using Statistical Package for Social Sciences (Software).The cronbach’s alpha reliability obtained was 0.623. Multiple regression analyses were used to test the hypotheses. Based on the observed correlation results, work life policies was the strongest predictor of employee commitment (β = 0.300, t=5.670, p< 0.01), followed by employee empowerment (β = 0.154, t=2.820, p<0.01), the findings indicated that there was a significant positive correlation between employee work life policies ,strategy and affective commitment (r=0.317, p<0.01); normative commitment (r=0.329, p<0.01); and continuance commitment (r=0.328, p<0.01) the study also established that there was a significant positive correlation between employee empowerment and affective commitment (r=0.186, p<0.01); normative commitment (r=0.194, p<0.01); and continuance commitment (r=0.188, p<0.01). The study recommends that MTRH lays down proper structures for enhancing employee commitment since as seen from the study employee work life and empowerment drives employee commitment

Keywords: Employee Commitment, and empowerment, work life policies