Employee Discipline Practices on Performance in Parastatals in Kenya: A Case of Kenya Revenue Authority
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The purpose of this study is to assess the effect of employee discipline on performance in parastatals in Kenya with a specific focus on the Kenya Revenue Authority. The objectives of this study are to determine the influence of organizational policies on performance in Kenya Revenue Authority, assess the influence of leadership styles on performance in Kenya Revenue Authority, deduce the effect of team work on performance in Kenya Revenue Authority, determine the effect of employee relations on performance in Kenya Revenue Authority, and determine the effect of organizational culture on performance in Kenya Revenue Authority. This is a case study of Kenya Revenue Authority. The population will be 430 employees of KRA. The sample size will be 46 respondents. Primary data will be collected from the employees of KRA. This will be collected using questionnaires developed based on the objectives of the study. The tools will be tested for validity and reliability and analysis will be done using descriptive and inferential statistics. The results will be presented in tables and charts where necessary. The next section presents the results of bio-data analysis. This is followed by the descriptive results on employee discipline as well as on organisational performance. Then, the inferential results are presented on the relationship between employee discipline and organisational performance. This study anticipated to get responses from 129 respondents. However, only 120 respondents took part in the survey. This gives a response rate of 93%. This is a high response rate considering the nature of the study (survey). As such, it is appropriate for purposes of generalising to the population of the study. The study found that the mean organisational performance was 4.0 suggesting that most of the respondents noted that the performance scores for their organisation for the last five years ranged from 31-40%. On employee discipline, the most important factors were leadership styles (mean = 4.02) followed by employee relations (mean = 3.92), organisational policies (mean = 3.85), and organisational culture (mean = 3.64). The least factor was teamwork (mean = 3.48). The correlations results showed that there were generally high correlations between performance and the other independent variables in the study namely policies, leadership,teamwork, culture and employee relations. The regression results showed a high correlation between the dependent and independent variables as the correlation coefficient, r, was closer to 1 (r = 0.959). The R-square showed that the model used in the study accounted for 91.9% of the variance in organisational performance (r2 = 0.919). The ANOVA results showed that F-statistic was significant since the p-value falls below 0.05.