Employee Engagement and Non-financial Performance of National
| dc.contributor.author | Kibara, Roline Kendi | |
| dc.contributor.author | Kiiru, David | |
| dc.date.accessioned | 2021-09-30T06:31:02Z | |
| dc.date.available | 2021-09-30T06:31:02Z | |
| dc.date.issued | 2021 | |
| dc.description | A research article published in International Journal of Business Management, Entrepreneurship and Innovation | en_US |
| dc.description.abstract | Performance of the National Treasury isofcritical importance since it affects service delivery of other public entities. Low performance levels posted by the National Treasury has drawn a lot of attention from the citizens and corporate stakeholders especially with the ever-increasingpublic debt, challenge in policy formulation and the challenge of adapting to information technology dynamics. Through Employee engagement, both public and private organisations attempt to improve organisational non-financial performance. Employee engagement includespractices such asjob design, communication, leadership,andrewards. Although many organizations have made effortsto enhance organizational performance, the measures of organizational performance they have adopted have not been appropriate especially for public and non-profit making organizations, for instance,relying on financial performance measures. The generalobjective of this study therefore wasto establish the effects of employee engagement and non-financial performance of National Treasury in Nairobi, Kenya.The findings of this study wouldbe of great benefit to the National Treasury, Kenya and to all organization in the public. The study wasguided by the following specific objectives; toassess the effects of job design, leadership, communication,and rewards on organizational performance in the public sector in Kenya. This study wasanchored ontheWork Adjustment Theory, Stakeholder Theory, Social Exchange Theory and Vroom’s Expectancy Theory.This study adopteda descriptive research design.The target population wasmade up of 876staff of the national treasury and using stratified sampling technique, a sample of 269 wasincluded in the study. Primary data wascollected using a questionnaire.Analysis of data was done using descriptive analysis and inferential analysis. A positive and significant effect was established between job design, leadership, communication,and rewards on performance. The study concludes that thejob design specifies the contents and procedures of performing the task inthe organization. Hence, it helps in designing organizational structure. Leadership is vital for both in building the strength and power of the organization and in helping to manage relationships and resources. When managers and senior staff are good communicators themselves, they can expect to bring out everyone’sbest skillsand increase performance and through reward systems the employee will feel more motivated to work harder by having a reward system in place the employee will feel more committed to their work and their productivity will increase.The study recommends that through reward systems the employee will feel more motivated to work harder by having a reward system in place the employee will feel more committed to their work and their productivity will increase.The organization should the organization should establish its leadership standards and define the areas where managers need to excel in terms of directing the work of others.The organizational management should create a job description that eliminates ambiguity by clarifying the responsibilities and expectations for each member of your organization. The management of the organization magnify employee recognition by publicizing employee accomplishments across multiple forums such as company newsletters, dashboards and in team meetings. | en_US |
| dc.identifier.citation | Kibara, R., & Kiiru, D. (2021). Employee Engagement and Non-financial Performance of National Treasury, Nairobi City County, Kenya. International Journal of Business Management, Entrepreneurship and Innovation, 3(2), 31-48. https://doi.org/10.35942/jbmed.v3i2.188 | en_US |
| dc.identifier.issn | 2707-8027 | |
| dc.identifier.uri | http://journals.ijcab.org/journals/index.php/jbmed/article/view/188/177 | |
| dc.identifier.uri | https://doi.org/10.35942/jbmed.v3i2.188 | |
| dc.identifier.uri | http://ir-library.ku.ac.ke/handle/123456789/22683 | |
| dc.language.iso | en | en_US |
| dc.publisher | International Journal of Business Management, Entrepreneurship and Innovation | en_US |
| dc.subject | Employee Engagement | en_US |
| dc.subject | Leadership | en_US |
| dc.subject | Communication | en_US |
| dc.subject | Rewards | en_US |
| dc.title | Employee Engagement and Non-financial Performance of National | en_US |
| dc.type | Article | en_US |
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