Effects of structural transformation on employee performance in Kenya Electricity Generating Company

Abstract

The study sought to find out the effects of structural transformation on employee performance in the Kenya Electricity Generating Company. It singled out structural parameters such as chain of command, span of control, job-redesign and work teams, and their effects on the performance of employees in the organization.

The study used the survey research design. The target population was nine hundred employees. However, a sample of ninety was selected using proportional stratified sampling technique and the random sampling method within the six business divisions of the Company. A questionnaire and an interview guide were used to collect data. Out of the expected response rate of ninety, a total of seventy-four reacted to the questionnaire and interview.

Data analysis was done using descriptive statistics, where the researcher used an excel spread sheet to draw proportions and percentages for the closed-ended questions, while responses from the open-ended questions and interview were analyzed using discourse analysis.

Findings of the research indicated that changes in chains of command, span of control, work teams as well as job redesign in the organization led to an improvement in employee performance. In line with these findings, and to ensure a sustained improvement of employee performance, the researcher recommends a reduction of management hierarchies, a reduction of the number of supervisors, thus 'larger work teams and the establishment of policy provision to ensure constant review of employee job roles.