The article discusses the importance of employee engagement for organizational
and business performance through the prism of ergonomics. The issues that are
discussed in this paper comprise the modest contribution that ergonomics as a
discipline has made. The relevance of workplace health and ergonomics work relate
with that of participation, safety culture and further implications for participatory
ergonomics approaches. Based on recently published conceptual framework that
recognises the dynamic and multi-dimensional nature of safety culture, the paper
highlights the due significance demanded by ergonomics and that which is equally
ignored by top management. The paper concludes by considering the much needed
empirical survey on this issue in almost all industries and prompt action being taken
to implement it. Also, the paper gives a glimpse of various approaches for an
empirical study, within an organisation which is noted as important to the success of
ergonomics projects
AN ANALYSIS OF WORKPLACE ENTERTAINMENT AMONG COLLEGE TEACHERS ON WORK ENGAGEMENTIAEME Publication
The purpose of this study is to explore the effects of workplace entertainment on work engagement among college teachers. An empirical study conducted among the 200 college teachers in Tiruchirappalli District, Tamil Nadu. Purposive sampling method under non probability sampling technique was adopted for selecting samples for this study. Questionnaire survey was conducted for data collection. The major findings were workplace entertainment have both positive and negative effect on the work engagement of college teachers. Socialising with co-workers and Personal freedom at work have positive effect on factors like cognitive, emotional and social work engagement while celebration at work has positive effect on emotional work engagement and negative effect on cognitive and social work engagement of teachers. Authorities of colleges are major beneficiary of findings of this study. They will get a clear picture about the current pulse of workers regarding the effects of workplace entertainment on work engagement experienced by the college teachers.
Banking and Government Sectors in North Nigeria: A Comparative Study on Work ...inventionjournals
Introduction and Purpose: The research at hand explores employee motivation in Nigerian context with banking and government sectors as the backdrop. Contemporary organizations have put much emphasis to understand the dynamics of job performance, the impact of intrinsic rewards and training on employees and the intertwined relationship they have with motivation, which the present study tries to explain. This is specially so because a happy and motivated worker is an efficient performer. Methodology: Set in North Eastern part of Nigeria a sample size of 146 employees which included 88 from government organizations and 58 from private banking sector were taken up for the study through nonprobability convenience sampling method. The data collection instrument gathered the demographic profile of the respondents while information for other above mentioned variables was drawn together through different Likert type scales employed in earlier researches. Cronbach’s Alpha values were put to confirm the validity of the instrument, moreover Pearson Correlations, Pearson Chi Square Test, One Way Analysis of Variance (ANOVA), Levene Statistics, Games-Howell Test, Simple Means, Standard Deviation and Percentages were additional data analysis tools. Findings: The comparative analysis of bank and government employees vis-à-vis variables tested gave out findings which were similar as well as different for these two sectors. Government employees were found to be more motivated, having positive views on intrinsic rewards and training that they received, which was in sharp contrast to banking professionals. Despite being less motivated bankers nonetheless were better performing job wise than their government sector counterparts. Age and income also had affect on the above mentioned independent variables for the employees surveyed. Originality, Limitation and Implication: The novelty aspect of the study is sustained right from the initial research on the topic, continuing with theory level/conceptual framework, literature review to findings. Despite the research having resource crunch is unique in the manner that no such work in has been carried out in North Eastern part of Nigeria, the area which is vastly uncharted. The study is likely to fuel academic and scholarly pursuits in future studies which are similar in nature, it can be a guiding light to human resource practitioners in the corporate world as well as researchers in the field of management. Keywords: Work Motivation, Job Performance, Intrinsic Rewards, Training, Nigeria, Government and Banking Sectors
Effect of Staff Performance Appraisal Outcomes on Employee Job Performance a ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
Impact of Extrinsic Rewards on Job Satisfaction of Banking Sector Employees o...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
The article discusses the importance of employee engagement for organizational
and business performance through the prism of ergonomics. The issues that are
discussed in this paper comprise the modest contribution that ergonomics as a
discipline has made. The relevance of workplace health and ergonomics work relate
with that of participation, safety culture and further implications for participatory
ergonomics approaches. Based on recently published conceptual framework that
recognises the dynamic and multi-dimensional nature of safety culture, the paper
highlights the due significance demanded by ergonomics and that which is equally
ignored by top management. The paper concludes by considering the much needed
empirical survey on this issue in almost all industries and prompt action being taken
to implement it. Also, the paper gives a glimpse of various approaches for an
empirical study, within an organisation which is noted as important to the success of
ergonomics projects
AN ANALYSIS OF WORKPLACE ENTERTAINMENT AMONG COLLEGE TEACHERS ON WORK ENGAGEMENTIAEME Publication
The purpose of this study is to explore the effects of workplace entertainment on work engagement among college teachers. An empirical study conducted among the 200 college teachers in Tiruchirappalli District, Tamil Nadu. Purposive sampling method under non probability sampling technique was adopted for selecting samples for this study. Questionnaire survey was conducted for data collection. The major findings were workplace entertainment have both positive and negative effect on the work engagement of college teachers. Socialising with co-workers and Personal freedom at work have positive effect on factors like cognitive, emotional and social work engagement while celebration at work has positive effect on emotional work engagement and negative effect on cognitive and social work engagement of teachers. Authorities of colleges are major beneficiary of findings of this study. They will get a clear picture about the current pulse of workers regarding the effects of workplace entertainment on work engagement experienced by the college teachers.
Banking and Government Sectors in North Nigeria: A Comparative Study on Work ...inventionjournals
Introduction and Purpose: The research at hand explores employee motivation in Nigerian context with banking and government sectors as the backdrop. Contemporary organizations have put much emphasis to understand the dynamics of job performance, the impact of intrinsic rewards and training on employees and the intertwined relationship they have with motivation, which the present study tries to explain. This is specially so because a happy and motivated worker is an efficient performer. Methodology: Set in North Eastern part of Nigeria a sample size of 146 employees which included 88 from government organizations and 58 from private banking sector were taken up for the study through nonprobability convenience sampling method. The data collection instrument gathered the demographic profile of the respondents while information for other above mentioned variables was drawn together through different Likert type scales employed in earlier researches. Cronbach’s Alpha values were put to confirm the validity of the instrument, moreover Pearson Correlations, Pearson Chi Square Test, One Way Analysis of Variance (ANOVA), Levene Statistics, Games-Howell Test, Simple Means, Standard Deviation and Percentages were additional data analysis tools. Findings: The comparative analysis of bank and government employees vis-à-vis variables tested gave out findings which were similar as well as different for these two sectors. Government employees were found to be more motivated, having positive views on intrinsic rewards and training that they received, which was in sharp contrast to banking professionals. Despite being less motivated bankers nonetheless were better performing job wise than their government sector counterparts. Age and income also had affect on the above mentioned independent variables for the employees surveyed. Originality, Limitation and Implication: The novelty aspect of the study is sustained right from the initial research on the topic, continuing with theory level/conceptual framework, literature review to findings. Despite the research having resource crunch is unique in the manner that no such work in has been carried out in North Eastern part of Nigeria, the area which is vastly uncharted. The study is likely to fuel academic and scholarly pursuits in future studies which are similar in nature, it can be a guiding light to human resource practitioners in the corporate world as well as researchers in the field of management. Keywords: Work Motivation, Job Performance, Intrinsic Rewards, Training, Nigeria, Government and Banking Sectors
Effect of Staff Performance Appraisal Outcomes on Employee Job Performance a ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
Impact of Extrinsic Rewards on Job Satisfaction of Banking Sector Employees o...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications
The Factors Influencing to Job Satisfaction with Work Motivation as Moderatorinventionjournals
In order to get achieve job quality is aimed and optimally. major component to achieve the goal is employees as HRM in institutional that continue level toward any program. This research aims to examine, analyze to investigate, the condition and influence work design, training and development, empowerment to motivation and a partial simultaneous. also the influence of the job design, training and development, employee’s empowerment, and working motivation as partial and simultaneous to job satisfaction in Municipality Government Ternate. While testing and analysis of data was done using Structural Equation Model (SEM. Output of study proved the existence of the influence of job design, training and development, empowerment both in the partial and simultaneously. The contribution of R2 = 0.57, it most significant influence of empowerment and motivation of two other variables. While job design, training and development, empowerment, to get synergic with work motivation proved both partial and simultaneously it has positive effects and significant on the job satisfaction by contribution total influence direct and indirect R2 = 0.79 among the fourth variables that influence the achievement of the having valuedominant are motivation
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Quantitative assessment of a Senge learning organizationintervention, articled by P. Jay Kiedrowski, Public and Non-profit Leadership Center, Humphrey Institute,
University of Minnesota, Minneapolis, Minnesota, USA
An Empirical Study of Employees’ Motivation and its Influence Job SatisfactionAI Publications
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and recognitionservice. The aim of this thesis is to analyze the level of employee satisfaction and work motivation. It also deals with the effect the culture has on employee satisfaction. The theoretical framework of this thesis includes such concepts as, job satisfaction, motivation, and rewards differences. One of the biggest strength of the organization is the relationship and communication between the employees and the managers.
The Influence of Job Satisfaction towards Employee Performance on the Anteced...IOSRJBM
This study aims to describe the competence, OCB, job satisfaction and employee performance, analyze the effect of competence and OCB towards employee satisfaction, analyze the effect of competence and OCB towards employee performance, analyze the influence of job satisfaction towards employee performance, competence and OCB , analyze the influence of performance towards employee satisfaction. Type of research was including explanatory research with no design quantitative approach. The population of this study is all employees of the National Trafic management Center (NTMC) of National Police Traffic Corps (Korlantas) of Indonesian National Police (Polri) consisted of police officers and civil servants as many as 135 people. The analysis technique used was descriptive analysis and Analysis of Structural Equation Modeling. The results of the analysis show that the Competence and OCB affected on job satisfaction. Competence and OCB have influence over the employee performance. Job satisfaction has influence over the employee performance and it also mediates the influence of competence and OCB towards employee performance.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
: This study aims to examine the effect of work discipline and compensation on employee
performance, as well as organizational commitment. Respondents in this study were 125 drivers working at PT.
Gojek Indonesia in the Special Region of Yogyakarta (DIY) in 2018.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
This research aimed to analyze the effects of organizational commitment, competency, and reward
on employee performance. The population of this research was local public officers in the Yapen Islands
Regency.
The Factors Influencing to Job Satisfaction with Work Motivation as Moderatorinventionjournals
In order to get achieve job quality is aimed and optimally. major component to achieve the goal is employees as HRM in institutional that continue level toward any program. This research aims to examine, analyze to investigate, the condition and influence work design, training and development, empowerment to motivation and a partial simultaneous. also the influence of the job design, training and development, employee’s empowerment, and working motivation as partial and simultaneous to job satisfaction in Municipality Government Ternate. While testing and analysis of data was done using Structural Equation Model (SEM. Output of study proved the existence of the influence of job design, training and development, empowerment both in the partial and simultaneously. The contribution of R2 = 0.57, it most significant influence of empowerment and motivation of two other variables. While job design, training and development, empowerment, to get synergic with work motivation proved both partial and simultaneously it has positive effects and significant on the job satisfaction by contribution total influence direct and indirect R2 = 0.79 among the fourth variables that influence the achievement of the having valuedominant are motivation
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Quantitative assessment of a Senge learning organizationintervention, articled by P. Jay Kiedrowski, Public and Non-profit Leadership Center, Humphrey Institute,
University of Minnesota, Minneapolis, Minnesota, USA
An Empirical Study of Employees’ Motivation and its Influence Job SatisfactionAI Publications
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and recognitionservice. The aim of this thesis is to analyze the level of employee satisfaction and work motivation. It also deals with the effect the culture has on employee satisfaction. The theoretical framework of this thesis includes such concepts as, job satisfaction, motivation, and rewards differences. One of the biggest strength of the organization is the relationship and communication between the employees and the managers.
The Influence of Job Satisfaction towards Employee Performance on the Anteced...IOSRJBM
This study aims to describe the competence, OCB, job satisfaction and employee performance, analyze the effect of competence and OCB towards employee satisfaction, analyze the effect of competence and OCB towards employee performance, analyze the influence of job satisfaction towards employee performance, competence and OCB , analyze the influence of performance towards employee satisfaction. Type of research was including explanatory research with no design quantitative approach. The population of this study is all employees of the National Trafic management Center (NTMC) of National Police Traffic Corps (Korlantas) of Indonesian National Police (Polri) consisted of police officers and civil servants as many as 135 people. The analysis technique used was descriptive analysis and Analysis of Structural Equation Modeling. The results of the analysis show that the Competence and OCB affected on job satisfaction. Competence and OCB have influence over the employee performance. Job satisfaction has influence over the employee performance and it also mediates the influence of competence and OCB towards employee performance.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
: This study aims to examine the effect of work discipline and compensation on employee
performance, as well as organizational commitment. Respondents in this study were 125 drivers working at PT.
Gojek Indonesia in the Special Region of Yogyakarta (DIY) in 2018.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
A Study Of The Effect Of Organization, Employees Opinion, Experience And Comm...IOSR Journals
Employees form the basis and foundation for the growth of the organization just like a seed giving
rise to a huge tree bearing fruits and vegetables. The employees promote the growth of an organization to
produce useful products beneficial to mankind and the country. Employee satisfaction is defined as “a function
of perceived performance and expectations”. The reasons such as high stress, lack of communication within the
company, recognition, good working conditions or limited growth opportunities force the employees to resign.
My study is focussed on determining the effect of some of the above stated reasons on the employees in order to
achieve maximum career success. To assess the degree of Employee Satisfaction, Questionnaires were
administered to the employees in the real estate company taking a random of seventy employees for the study
and the research methodology to be used for analysis of the study was descriptive and inferential statistics. The
validity of the questionnaire was tested, using the Cronbach Reliability Calculator software. Further, the
influences of demographics such as gender, age, educational qualification, designation and years of experience on their opinions were examined by Chi-Square Test and the effect of the Constructs on Employee Satisfaction were determined by Regression Analysis.
This research aimed to analyze the effects of organizational commitment, competency, and reward
on employee performance. The population of this research was local public officers in the Yapen Islands
Regency.
International Journal of Business and Management Invention (IJBMI) inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Employee Motivation and Job Performance of Selected Construction Companies in...Dr. Amarjeet Singh
This study was to investigate the relationship
between employee motivation and job performance of selected
construction companies in Rivers State. In this study, we have
two variables employee motivation as the independent
variable and job performances as the dependent variable.
Both of these variables have their dimensions and measures
which will assist the researcher to find out the relationship
that employee motivation and job performances of selected
construction companies in Rivers State, the methodology
adopted was descriptive research design to collect both
primary and secondary data. The population of this study
consists of 100 (one hundred) staff in the selected construction
companies in Rivers State. The instrument used for data
collection was a questionnaire in four point likert scale. 100
copies of questionnaire were distributed to employees of
selected construction companies in Rivers State which 90 was
retrieved for the analysis. The test-re-test method was adopted
in assessing the reliability of the study instrument. The data
were analysed using t-test, while three hypotheses were tested
using cronbach alpha with the help of Statistical tool to
establish the significance of relationship between employee
motivation and job performance of selected construction
companies in Rivers State. From the above it was
recommended that organizations should emphasize on
induction training. Employee motivation plays a vital role in
job performance. Management should evaluate employee
suggestion scheme and use the feedback from the workforce to
improve the company’s environment and fulfill their needs
and skills. People are different and they are motivated by
diverse needs, such as physiological needs, safety requirements
and self-actualization needs. Thus, managers should focus on
reducing job dissatisfaction (working conditions, salary,
supervision, relationship with employee), while using
motivating factors such as achievement, recognition,
promotion and conducive work environment. If employees feel
appreciated for their work and are involved in decisionmaking, their enhanced enthusiasm and motivation will lead
to better productivity and loyalty. The study recommends that
Construction Companies should create better work
environment, recognition and promotion for better job
performance. The study recommends that Construction
Companies should include employees in policy making which
will boost their job performance.
The Effects of Motivation on Employees’ Commitment in the Banking Industry in...ijtsrd
Banking industry represent a proportion of the service sector in every country and it is widely recognized that they contribute to employment growth. Since business establishments are human organizations, people are very essential in its existence and success. In spite of the efforts being made by the financial industries to improve staff commitment, employees’ motivation is still relatively challenging. This study adopted survey design because it provides the opportunity to describe the variables through the collection of primary data with the use of structured questionnaire. The population of this research is 5,200 employees of national, state and unit banks located across Lagos State, Nigeria. The sample frame from which employees of banks from the five geo political zones in Lagos State Badagry, Mainland, Epe, Island, and Ikorodu were selected regardless of their location in the State. This research work considered all participating banks in Lagos State. Senior and junior staff of participating banks were selected within the framework and a total of one thousand five hundred 1500 respondents were used. A self constructed and validated instrument titled, Staff Motivation and Employees Commitment in Banks Questionnaire SMECBQ . This was validated and a reliability test was performed, and the Cronbach’s alpha for the whole instrument is 0.79. The result showed that the questionnaire has a high level of reliability. The results of the findings revealed that The Pearson Correlation of motivation and employees’ job commitment was computed and established as 0.289 p value=0.000 showing a weak significant and positive relationship between the two variables. This means that there is a weak positive relationship between motivation and employees’ job commitment in the banks in Lagos State. The study concluded as motivation increases so do employees’ job commitment to the banks. Hence it was recommended that banks should align their reward system with those of other comparable institutions and that the safety and health needs of staff should continue to be addressed particularly for those on the field. Odunayo, H. A. "The Effects of Motivation on Employees’ Commitment in the Banking Industry in Lagos State, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51843.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51843/the-effects-of-motivation-on-employees’-commitment-in-the-banking-industry-in-lagos-state-nigeria/odunayo-h-a
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
A STUDY ON JOB ON JOB SATISFACTION OF EMPLOYEES AT VIJAYALAKSHMI ENGINEERING ...IAEME Publication
Human resource is considered to be most valuable asset in any organization. It is the sum-total of inherent abilities, acquired knowledge and skill represented by talents and aptitude of the employed person who comprise executives, supervisors and rank file employees. It may be noted here that human resources should be utilized to maximum possible extent, in order to achieve individual and organizational goals.
It is thus employee performance, which ultimately decides the attainment of goals. However, the employee performance is to large extent, influence by motivation and job satisfaction. So an attempt has been made by the researcher to study the job satisfaction level of the staffs in VEWL located at Thuvakudi-Trichy.
Effects of Employee Commitment on Academic Performance of Secondary Schools i...paperpublications3
Abstract: Employee commitment always plays a very key role in improving the academic performance. Distinguished performing companies perceive that employee commitment is a premier contributing factor toward maintaining continual success and composing value. A committed employee is participative and energized about their work and performs in an aspect that will progress the organization’s interest. The purpose of this study was to determine the effects of employee commitment on academic performance of secondary schools in Elgeyo- Marakwet County. The objectives of the study were: to determine the effect of emotional commitment of the headteacher on school’s academic performance, to establish the effect of normative commitment of the headteacher on school’s academic performance, to examine the effect of continual commitment of the headteacher on school’s academic performance. The study adopted a census case design that entailed having all the headteachers of all the secondary schools in Elgeyo-Marakwet County as the respondents. The three constructs of employee commitment i.e. the normative, emotional and continuous commitment were treated as the independent variable while academic performance was the dependent variable. Data was analyzed using SPSS and both descriptive and inferential statistics was used. Regression was used to construct models that were used to determine the nature of the relationships between the variables of interest. All the hypothesized relationships developed were found to be statistically significant at level p < 0.05 i.e. emotional commitment (r = 0.401, p < 0.000), continual commitment (r = 0.410, p < 0.000), normative commitment (r = 0.273, p < 0.000) were correlated to academic performance significantly and positively. all the organizational commitment constructs of emotional commitment, continual commitment, and normative commitment have significant positive relationship with academic performance (emotional commitment: β=.258, p-value= 0.000; continual commitment: β= .137, p-value= 0.020; normative commitment: β= .056, p-value= 0.044). The results of this study will form the framework for policy making on the issue of organizational commitment and academic performance.
Antecedent And Consequence Of Internal Auditors Job Satisfaction And Organiza...pitaloka .
The purpose of this study is to analyze how the work environment as antecedent of job satisfaction and organizational commitment, and how job satisfaction, organizational commitment have an impact on organizational citizenship behavior. About 162 survey questionnaires were distributed by using in person and email. The data were processed using Path Analysis. The results showed that the work environment is antecedent of job satisfaction and organizational commitment. Job satisfaction and organizational commitment significantly affect organizational citizenship behavior. A conducive work environment lead to job satisfaction organization commitment. Job satisfaction and organizational commitment encourage employee to show organizational citizenship behavior in achieving organization goals.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Organizational Change Leadership Agile Tour Geneve 2024
T35149163
1. American International Journal of Business Management (AIJBM)
ISSN- 2379-106X, www.aijbm.com Volume 3, Issue 5 (May 2020), PP 149-163
*Corresponding Author: 2
Aketch Ng’ong’a www.aijbm.com 149 | Page
Perceived Influence of Performance Contracting on Employee
Satisfaction at Kenya Power Company - Kisumu Branch
1
Beatrice Akinyi Obuong’ and 2
Aketch Ng’ong’a, PhD
1
Certified Human Resource Practitioner, Kenya
2
Business Strategy Consultant, Kenya
*Corresponding Author: Beatrice Akinyi Obuong’, Human Resources Practitioner, Kenya
ABSTRACT: Performance contracting is a management tool that states functions, responsibilities and terms of
performance for the agreed firm`s target. It is crucial for organizations to put into consideration the idea of
perception to be able to establish factors that affect peoples’ behaviour. The study investigated the perceived
influence of performance contracting at Kenya Power Company. Descriptive research design was used. The
entire 135 management (Senior and standard terms) employees of Kenya Power – Kisumu, drawn from all the
departments were used as the target group. The entire population was interviewed thus this was a census survey.
Semi - structured questionnaires were used to collect data. The study concluded that Performance contracting
did affect organizational performance and it was deemed as a management instrument to be used to achieve the
set objectives and target. The study findings showed that performance contracting and employees’ satisfaction
had connection, since it ensured that employees have a set targeted for achieving organizational objectives and
that getting employees on performance contracting process helped them understand the goals of the
organization. This worked as a job satisfaction indicator to the employees. Finally the study concluded that
performance contracting lead to motivation, positive work culture, work efficiency, reduced turn over. The
study recommends that there is need for employee involvement in the performance contracting processes since it
helps in eliminating possible resistance and ensuring commitment of the workforce. This research focused on
Perceived Influence of Performance Contracting on Employee Satisfaction at Kenya Power Company - Kisumu
Branch. The findings of this study was confined to management (Senior and standard terms) employees of
Kenya Power – Kisumu, drawn from all the departments and did not generalize on the entire staff of KPC -
Kisumu. The research suggests a further research on the Perceived Influence of Performance Contracting on
Employee Satisfaction not only at Kenya Power Company - Kisumu Branch but also in the private firms.
Keywords: Performance Contacting, Perceived Influence, Employee Satisfaction, Kenya Power Company-
Kisumu
I.
II. BACKGROUND OF THE STUDY
Competition alongside immense pressure to achieve results in contemporary organizations has forced them
to think strategically and to put strategic plans into action. Thus Management has been made to set targets to
which they are held accountable and evaluated against at the end of the stipulated period based on their
performance contract. Performance contracts are seen as management tool used to attain the set target and
objectives in any organizational set up (Nzuve & Njeru, 2013). According to Mullins (1999) while performance
contracting continues to draw different perceptions, employers consider performance contracts as a critical
management gradient used to attain results. With the ever changing business arena, employers believe that the
only means to achieve employee satisfaction, growth and sustain performance is to adopt performance
contracting policy as a management and control tool. Cole (1997) a critical factor that can influence the success
of performance contracting is how employees perceive it. Unlike other resources in an organization, employees
are complex human beings, who are influenced by and can act based on their perception. The study will be
based on goal setting theory (Latham and Locke, 1979), expectancy theory of work motivation (Vroom, 1964)
and attribution theory (Weiner, 1972). According to Latham and Locke (1979) organizational performance
increases when individuals set goals and more so if the goals are specific. The theory established an intimate
link between goal setting and positive workplace performance. Lack of goals may lead to agency achieving
objective not related to mandate. Vroom (1964) suggest that individuals are motivated to achieve certain
objectives if they are more of good and less of harm. A goal is worth accomplishing if it is desirable to
undertake. Weiner’s (1972) asserts that most important factors affecting one`s attribute is ability; effort, task
difficulty, and luck.
Kenya Power is public corporation that was established in 1983. In Kenya Power Company;
performance contracting was established in 2004 with an aim of improving the workforce productivity and
general output. The Kenya Power Kisumu Branch has 350 employees of which 155 of them are on contract,
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while 195 of the employees are on permanent terms. With an aim of leading by example and attaining
workplace balance, management of Kenya Power Kisumu is thus on performance contract. Kenya Power (KP)
Kisumu branch is mandated to transmit and distribute electricity within Kisumu County. The company serves
over 155,000 customers. Other than its core mandate of efficient electricity distribution to its customers in
western Kenya, the other objective of Kenya Power Kisumu branch is focused on managing reinforcement and
extensions of the distribution grid and metering. (KPC Journal, 2008). Performance Contracting is an
administration control implement and a component of primary administration. Khan (2007) performance
contract is a laid down consensus between different parties for a common objective, accompanied with certain
binding terms and conditions. Kobia (2006) performance contracting is a performance measuring tool for
monitoring and continuous improvement. Hope (2001) stated that performance contract explains a course of
action, plan and mandate required by state for a stated duration. Hope (2001) advances that the idea behind
performance contracting is the decentralized system of management in which a lot of focus is process oriented
thus providing a room for behavioral changes among employees.
Moyes, Shao and Newsome (2008) describe employee satisfaction as how comfortable and happy
employees are in their work place. Employee satisfaction is dependent on how individual employees are
contented with their work. Effective organizations should therefore put a lot of emphasis on ensuring a happy
workforce (Bhatti and Qureshi, 2007). Locke (2002) argued that lack of employee satisfaction will amount to
employee tardiness, absconding of duties, strikes, turnover which will in turn affect the firm`s productivity.
Effective Employee satisfaction amounts to employee`s positive feelings about their work (Cole, 2002).
According to Khan (2007), while intellectual occupation fulfillment may realize full of feeling representative
fulfillment, the two builds are unmistakable, not straightforwardly related, and have distinctive predecessors and
outcomes. Khan (2007) extends that a portion of the key parts of representative fulfillment incorporate
acknowledgment for a vocation well done, a solid workplace, a perfect, sufficiently bright satisfactory space
with the best possible gear, fair pay, connected to life span or rank, as well as to execution, the opportunity to
work with fascinating, spurred, mindful individuals, whose individual and expert objectives are in arrangement
with one's own particular and employment adaptability with individual flexibility among others. A motivated
and satisfied workforce works dedicatedly towards attaining the set goal (Ostroff, 1992). Employers find it hard
to identify the exact needs and wants of the employees.
Braun & Clarke (2006) define perception as the procedure by which an individual chooses, composes and
translates boosts into a significant and reasonable photo of the world. Hope (2003) define perception as a
process in which one interprets sensory inputs such as smell, sight, sound or feelings. One`s impression of
occasions when he or she takes a gander at an objective and endeavors to translate what he or she sees is
intensely impacted by individual qualities of the individual perceiver. Hope (2003) further says individual
qualities that influence recognition incorporate a man's mentalities, identity, thought processes, interests, past
encounters and desires. Perception are the thoughts and minds of employees towards organizations` operations
and systems (Armstrong, 2004). According to Nzuve (2007), research evidence has shown that individuals'
emotions and convictions about somebody or something appeared to be just approximately identified with how
they carried on towards it and therefore the investigation of representatives' recognition is basic toward plan and
administration of strategies in an association. Hope (2013) maintains that the components of acknowledgment
for performing great, odds of advancement, expert development, remuneration, and impetus plans, are seen as
propelling variables by numerous representatives who will thus feel fulfilled. Hope (2013) further argued that
initiating systems of compensation, recognizing employees’ efforts and creating enabling environment for
employees is one of the critical factors of assuring employee satisfaction. Nzuve (2007) articulated importance
of perception by stating that people behavior is based on their perception to the reality. In support Latham &
Locke (2009) highlights that observation adds intention to data assembled by means of the five faculties of
touch, notice, hearing, vision and taste; it is the essential vehicle through which we come to comprehend the
encompassing and ourselves. Factors such as physical senses, health differences, general intelligence, nature and
effects of experiences, innate abilities and learned skills, individual values and attitudes, personality differences,
individual aspirations and goals, status, situation or context (Cole, 2002) influence perception.
Research problem
In modern firms, performance contracting is becoming a critical tool in ensuring that firms meet desired
targets and goals. Remaining competitive in the market has become a core driver behind this policy. Luthans
(1998) argues that the contribution of performance contracting policy in organizations has achieved greater
heights. Muthaura (2008) stated that the public sector has with time adapted strategies used in private sectors for
instance the performance contracting upon the employees out of which positive results have been evident.
Various stakeholders, employees and the policy makers have had different perceptions with regard to the
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performance contracting. Hope (2001) argues that while people perceive things and events differently, the
ultimate results of their actions or conclusions normally relate in one way or the other.
Performance contracting was introduced in Kenya Power Company, in the year 2004 with an aim of
improving workforce productivity and the general output. The center order of this procedure has been for joined
and successful administration conveyance with the perspective of taking care of the various client's requests
(KPLC Journal, 2008). Kenya Power Company Kisumu branch is included in various exercises, for example,
power conveyance in the whole Kisumu area, electric metering, permitting, charging, crisis power
administrations, and client relations (KPLC, 2008). With the change of structure and operations in Kenya
Power, Kisumu Branch strives to position itself within dynamic environments. Performance contracting has
been adopted to improve the general productivity and enhance service delivery (KPLC, 2008). Firms which
have initiated this policy to enhance their productivity have had to contend with various perceptions and
attitudes of employees across the divide with regards to performance contracting. The lingering question has
been whether or not performance contracting is key to the organizational success. Several local studies have
been done on perceived influence of performance contracting.
Ominde (2014) on his study on perceived as ‘Influence of Performance Contracting on the Performance
of Kisumu Polytechnic’ observed that performance contracting has yielded significant benefits to Kisumu
Polytechnic in terms of organizational performance. Samuel (2013) focused on representative impression of
execution contracting process in the service of nearby government and resolved that there was limited capacity
among the employees to understand and conceptualize the performance-contracting concept. Besides, Samuel
(2013) concluded that inability of the employees to link the Ministry’s strategic objective with individual
performance is a hindrance to the successful implementation of the performance contracting process. Langat
(2006) studied the components vital for the outline of a decent execution contract in state companies. The study
established that for a fruitful plan of execution contract it is important for an association to obviously
characterize its vision, mission and vital goals. Korir (2006) focused on the effect of execution contracting in
state organizations with particular reference to East African Portland Cement Company. In his findings, Korir
(2006) established that there is employee involvement in the setting and negotiations of performance contracting
across all the departments.
From the above studies, there is hardly any coverage on the performance contracting and employee
satisfaction. The studies have instead concentrated on the results accrued from the implementation of
performance contracting and the factors affecting performance contracting. For instance, Ominde (2014) on his
study on perceived Influence of Performance Contracting on the Performance of Kisumu Polytechnic, focused
more on the general benefits accrued from the performance contracting. Langat (2006) focused on the factors
necessary for the design of a good performance contract in state corporations while Korir (2006) focused on the
impact of performance contracting in state corporations with specific reference to East African Portland Cement
Company. Therefore, the research was done on the perceived influence of performance contracting on employee
satisfaction at Kenya Power Company Kisumu Branch.
III. RESEARCH OBJECTIVE OF THE STUDY
The main objective was to establish the Perceived Influence of Performance Contracting on
Employee Satisfaction at Kenya Power Company - Kisumu Branch.
IV. THEORETICAL FOUNDATION
This study was anchored upon the attribution theory, goal-setting theory and expectancy
theory: Attribution hypothesis focuses on the routes in which individuals clarify the conduct of others. It
investigates how people ‘characteristic’ causes to occasions and how this psychological recognition influences
their inspiration (Heider, 1958). According to Locke & Latham (2002), objective setting includes the
improvement of an activity arrange intended to persuade and manage a man or gathering toward an objective.
Locke & Latham (2002) develops that more particular and driven objectives prompt to more execution change
than simple or general objectives. Vroom (1964) believes that the expectancy theory is about the mental
procedures with respect to decision, or picking. It clarifies the procedures that an individual experiences to settle
on decisions.
Heider (1958) was the first to propose a psychological theory of attribution. Weiner, (1974)
built a hypothetical system that has turned into a noteworthy research worldview of social brain science. Heider
(1958) discussed what he called ‘naïve’ or ‘commonsense’ psychology. In his view, Heider (1958) argued that
individuals resembled beginner researchers, attempting to comprehend other individuals' conduct by sorting out
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data until they landed at a sensible clarification or cause. Weiner (1974) Attribution theory is concerned with
how people decipher occasions and how this identifies with their reasoning and conduct. A man looking to
comprehend why someone else accomplished something may trait at least one causes to that conduct. According
to Heider (1958), a man can make two attributions, inner attribution, the derivation that a man is acting surely in
view of something about the individual, for example, disposition, character or identity, outer attribution, the
induction that a man is carrying on a specific path as a result of something about the circumstance he or she is
in.
Locke & Latham (2002) put forward the Goal-setting theory of motivation. This theory states
that goal setting is essentially linked to task performance. “It states that specific and challenging goals along
with appropriate feedback contribute to higher and better task performance. Locke and Latham (2006) argue that
it is not sufficient to urge employees to ‘do their best’ ‘doing one's best’ has no external referent, which makes
it useless in eliciting specific behavior. Locke and Latham (2006) to elicit some specific form of behavior from
another person, it is important that this person has a clear view of what is expected from him/her. Locke and
Latham (2002), a goal is thereby of vital importance because it helps an individual to focus his or her efforts in a
specified direction. In other words, goals canalize behavior. Locke and Latham (2002) stated that the goal
setting theory was based on the premise that much human action is purposeful, in that it is directed by conscious
goal (O'Neil & Drillings, 1994). O'Neil & Drillings (1994) the decision to set a goal results from dissatisfaction
with current performance levels. Locke and Latham (2002) setting a goal should include setting a structure that
directs actions and behaviors which improve the unsatisfactory performance. Setting a goal will change a
person's behavior in order to work towards achieving the set goal. Goal-setting theory predicts that people will
channel effort toward accomplishing their goals, which will in turn affect performance (Locke & Latham, 1990).
According to Vroom (1964) Expectancy theory is based on four assumptions; one assumption
is that people join organizations with expectations about their needs, motivations, and past experiences. These
influence how individuals react to the organization (Vroom, 1964). Vroom (1964) a second assumption is that
an individual’s behavior is a result of conscious choice. That is, people are free to choose those behaviors
suggested by their own expectancy calculations. A third assumption is that people want Different things from
the organization (good salary, job security, advancement, and challenge). A fourth assumption is that people will
choose among alternatives to optimize outcomes for them personally. Vroom (1964) argued that leaders should
try to increase the belief that employees are capable of performing the job successfully. Ways of doing this
include: select people with the required skills and knowledge; provide the required training and clarify job
requirements; provide sufficient time and resources; assign progressively more difficult tasks based on training;
follow employees’ suggestions about ways to change their jobs; intervene and attempt to alleviate problems that
may hinder effective performance; provide examples of employees who have mastered the task; and provide
coaching to employees who lack self-confidence. In essence, leaders need to make the desired performance
attainable.
Vroom (1964) Expectancy theory is about the mental processes involved in making choices. In
organizational behavior, expectancy theory embraces Victor Vroom's definition of motivation. Vroom (1964)
proposed that a person decides to behave in a certain way, selecting one behavior over other behaviors, based on
the expected result of the selected behavior. Vroom (1964) for instance, people will be willing to work harder if
they think the extra effort will be rewarded. In essence, the motivation behind chosen behavior is determined by
the desirability of the expected outcome. At the theory's core is the cognitive process of how an individual
processes the different motivational elements. Mullins (1999) processing is done before an individual makes the
final choice. The expected result, therefore, is not the sole determining factor in the decision of how to behave
because the person has to predict whether or not the expectation will be fulfilled (Mullins, 1999). Expectancy
theory can help managers understand how individuals are motivated to choose among various behavioral
alternatives. To enhance the connection between performance and outcomes, managers should use systems that
tie rewards very closely to performance. Managers also need to ensure that the rewards provided are deserved
and wanted by the recipients. To improve the connection between effort and performance, managers should use
training to improve employee capabilities and help employees believe that added effort will in fact lead to better
performance” (Mullins, 1999).
Performance Contracting
Kobia & Mohammed (2006), the concept of performance contracting has attracted considerable attention
from scholars due to its potential to transform service delivery. Kobia & Mohammed (2006) extend that most of
the available literature has focused on employee awareness and participation, the linkage between PC and
individual targets, linkage between PC and reward systems, effects of PC on performance, training and the
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theories that underpin the concept. A performance contract is an agreement for mutual understanding between
an employer and an employee within the sub-field of performance management. In other terms, it is an
agreement between two parties that specify their obligations towards each other (Kobia, 2006). The
management of the Public Service in Kenya has been a challenge and has been undergoing changes and
evolving over time towards improved service delivery to the citizens and none has born better results than
performance contracting. Key trend in the New Public Management (NPM) approach in crisis states is the
increasing resort to performance contracting as an instrument to reform state-owned enterprises (Kobia &
Mohammed, 2006). Introduction of performance contracting emanated from the realization that public service
was not clear about its goals as it had several functions with multiple objectives to fulfil where some were not
related to their core mandate. It’s also from realization that what gets measured gets done, a philosophy that has
been practiced widely in the private sector (Government of Kenya, 2005). Kobia & Mohammed (2006) in a
study “Kenya Experience with Performance Contracting reckon that performance contracting has revolutionized
service delivery in the public service.
Spector (1997) noted that from a performance improvement perspective, employees deserve clear direction
from management. Spector (1997) extends that employees should have a clear understanding of what the
organization is trying to accomplish and what role they play in making it happen. Mathura (2007) explains that
the first principle of performance is to focus on results and avoid the risk of losing sight of the outcomes that are
required to meet the organization’s goals. Employees’ focus is about making sure goals, objectives, activities,
deliverables, and measures are aligned and congruent (Spector, 1997). Spector (1997) Once people know the
goals, they should know what is expected of them and the direction the organization is heading, they will require
tools that help them perform the job. Mathura (2007) asserts that performance contracting is both a philosophy
and a tool for coordinating employees towards achievement of results. Performance Contracting is widely
known as a compelling strategy, which several companies are adopting nowadays. From small to large-scale
establishments, they have been using it to continually maintain their stable status in today’s overly competitive
market. Its emerging power as a business tool is undoubted. Since its inception, service contracting has spread to
companies of all industries both private and public as an alternative to simply using internal resources (Kotler,
2003).
Employee Satisfaction
Vroom (1964) defined employee satisfaction as affective orientations on the part of individuals toward
work roles which they are presently occupying. Employee satisfaction is a worker’s sense of achievement and
success on the job. It is generally perceived to be directly linked to productivity as well as to personal well-
being. Employee satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts.
Employee satisfaction further implies enthusiasm and happiness with one’s work (Vroom, 1964). Spector (1997)
performance based contracts contributes to satisfaction when followed with the right human value by the firm
and conducive work environment. It is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfilment (Kaliski, 2007).
Spector (1997) identified features of employee satisfaction. According to Spector (1997) organizations
should be guided by human values. Such organizations will be oriented towards treating workers fairly and with
respect. In such cases, the assessment of employee satisfaction may serve as a good indicator of employee
effectiveness. High levels of employee satisfaction may be sign of a good emotional and mental state of
employees. Second, the behaviour of workers depending on their level of employee satisfaction will affect the
functioning and activities of the organization's business. From this, it can be concluded that employee
satisfaction will result in positive behaviour and vice versa, dissatisfaction from the work will result in negative
behaviour of employees. Third, employee satisfaction may serve as indicators of organizational activities.
Through employee satisfaction evaluation, different levels of satisfaction in different organizational units can be
realized (Spector, 1997).
Perception
Armstrong (2006) defines perception as a way individuals select, organize and interpret information
inputs to create a meaningful picture of the world. He further observes that motivation is also perceptual. In
addition, Armstrong (2006) further says that it is the process of receiving, organizing and assigning meaning to
information or stimuli detected by our five senses. In other words, it is an approximation of reality because what
we perceive is the meaning. Greer & Gray (1999) defines perception as personal constructs channels that
employees conceptualize and anticipate events. According to Johnson & Scholes (2002) perception of any
process in an organization, including that of change is therefore critical as individuals act and react on the basis
of their perceptions not on the basis of objective reality. For each individual, reality is totally a personal
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phenomenon based on that person’s needs, wants, values and personal experiences. Therefore, Johnson &
Scholes (2002) further stated that to the organization, employee expectations are much more important than
their knowledge of objective reality. It is not what actually affects their actions, and because individuals make
decisions and take actions based on what they perceive to be reality, it is important that organizations
understand the whole notion of perception and its related concepts to more readily determine what factors
influence peoples’ behaviour.
Senge (1999) adds that people respond to situations based on their perception about reality rather than the reality
itself. Perceptions may also differ from organization to organizations. Senge (1999) some organizations perceive
that aggressive and dominating culture and the maintenance of conformity of all employees to certain beliefs
and values is essential for their success. But some organizations perceive that cooperation, team culture and
preservation of individual’s identities are crucial for their success”. According to Kobia (2006), organization is
considered as a structural process in which individuals bound together in a formal relationship and interacts with
each other to accomplish certain common objectives. The success of any organization depends highly on the
efficiency, role performance and job satisfaction of its employees (Kobia, 2006). A study by Kobia (2006)
revealed that factors like affiliation, recognition, behavior of superior and self-perception of job responsibility
had positive and significant relationship with the job performance. The overall level of job performance was
moderate. Kobia (2006) extends that the personal traits of employees of educational institutes like age,
education, monthly income, experience, and weekly hours, opportunity for advancement and rewards and
punishment had positive but non-significant relationship with employee satisfaction.
Perceived Influence of Performance Contracting on Employee Satisfaction
Scholes (2002) performance contracting is seen as a major catalyst of improving efficiency and
effectiveness in organizations. Organizations are required to set targets and achieve them in a given period of
time. In a competitive world today, organizations are challenged and required to improve quality of service,
productivity, profitability, service delivery and customer satisfaction. According to Ominde (2014) incentives
being set aside to award employees for meeting performance contracting targets should be adequate to motivate
employees to perform, sanctions for not meeting the performance contracting targets should be made known in
order to avoid fear of performance contracting as a practices of enhancing performance. In his study Ominde
(2014) finalized that in order to improve performance there is need for employee involvement across the board.
Armstrong (2000) asserts that performance contracting is based on the principle of management by agreement or
contract rather than management by command. Further, Armstrong (2000) defines performance contracting as a
strategic and integrated approach to delivering sustained success in organizations by improving the performance
of people who work in them and developing capabilities of teams and contributors. Performance contract is
legally binding contractual obligations that tie an organization or individual in undertaking specified tasks at
predetermined levels of performance within a given period of time (Ominde, 2014).
Wildavsky and Dake (2001) the perception of an individual, when he or she looks at a target and attempts
to interpret what he or she sees is heavily influenced by personal characteristics of the individual perceiver.
Personal characteristics that affect perception include a person’s attitudes, personality, motives, interests, past
experiences and expectations. People in organizations are always judging each other; managers must appraise
their employees’ performances and evaluate how much effort they are putting into their jobs” (Wildavsky and
Dake, 2001). A New person who joins a work team is immediately sized up by other members. In many cases,
these judgments have important consequences for the organizations and one such specific application is the
performance evaluation. An employee’s performance appraisal is very much dependent on the perceptual
process. His/her future is closely tied to appraisal, rewards such as promotions, pay raises and continuation of
employment is among the very most obvious outcomes. The performance appraisal presents an assessment of
the employer’s work” (Wildavsky and Dake, 2001). The manager can successfully plan, organize the work of
employees, help them to structure their work more efficiently, and effectively. However, all these efforts might
not succeed due to the perception of employees towards those efforts. The issues such as fair pay for work
performed, the validity of performance appraisals and the adequacy of the working conditions are not judged by
employees in a way that ensures common perceptions, nor can there be assurance that individuals will interpret
conditions about their jobs in a favorable light (Ulleberg and Rundmo, 2003).
V. METHODOLOGY
This study adopted descriptive survey design. The main advantage of this type of design is
that it enables the researcher to assess the situation within the study area at the time of the study (Kothari, 2011).
According to Kothari (2011), a descriptive study is concerned with finding out who, what, where and how a
phenomenon which is the concern of this study. It is because of this that the study adopted this design as it
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allowed investigation on perceived influence of performance contracting on employee satisfactions at Kenya
Power Kisumu. A population or universe for a study is any group of individuals or institutions which have one
or more characteristics in common that are of interest to the researcher (Kothari, 2011). The study targeted the
entire 135 management (Senior and standard terms) employees of Kenya Power – Kisumu, drawn from all the
departments. The entire population was used as the sample size thus a census survey.
The study used descriptive statistics to analyze data. Kothari (2011) descriptive statistics is used to describe
the basic features of the data in a study. They provide simple summaries about the sample and the measures.
Together with simple graphics analysis, they form the basis of virtually every quantitative analysis of data. The
analysis process begun with the cleaning of the data collected through the questionnaires where possible
corrections and adjustments were done. Researcher observed trends in the data whereby this assisted the
researcher in undertaking further statistical procedures to make conclusions. Descriptive statistics is the
discipline of quantitatively describing the main features of a collection of information, or the quantitative
description itself (Kothari, 2011). The data was presented in charts, graphs and tables and complemented by the
researchers own interpretation.
VI. FINDINGS AND DISCUSSION
Performance Contracting
The study sought to investigate if the company had a performance contracting policy. From
the findings, the entire respondents were on performance contract. This was based on the 122(100%) of the
respondents and the target group.
Performance Contracting affects Employee Performance
The study sought to investigate if performance contracting did affect the employee. From the
findings, 92 (75%) strongly agreed, 12 (10%) agreed, 6 (5%) were not sure while 12 (10%) disagreed. See
Figure 2 below.
Figure 2: Performance Contracting affects Employee Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strongly
Agree
Agree Not Sure disagreed
Strongly Agree
Agree
Not Sure
Disagreed
Source: (Research data, 2016)
From the findings, it was evident that performance contracting did affect organizational
performance. This was based on the 92 (75%) of the respondents who strongly agreed and 12 (10%) of the
respondents who agreed. The respondents argued that performance contract was a management instrument used
to attain certain company targets through defined and clear objectives posed on individual employees.
According to Samuel (2013) performance contracting contributes to improved organizational
performance since it helps promote accountability, work planning and teamwork which are key organizational
performance indicators.
Relationship between Performance Contracting and Employee Satisfaction
This research investigated the possibility of link between performance contracting and employee
satisfaction. From the findings, 87(71%) strongly agreed, 14(11%) agreed, 9(8%) were not sure while 12(10%)
disagreed. These are as presented in table 4 below.
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Table 4: Relationship between Performance Contracting and Employee Satisfaction
Category Number of respondents Percentage of respondents
Strongly Agree 87 71%
Agree 14 11%
Not sure 9 8%
Disagree 12 10%
Total 122 100%
Source: (Research data, 2016)
It was evident that performance contracting did have a relationship with employee satisfaction. This
was based on the majority of the respondents 87 (71%) who strongly agreed while 14 (11 %) agreed. The
respondents argued that performance contracting ensured that performance expectations and goals for
individuals are channelled toward achieving organizational objectives and that getting employees on
performance contracting better understand and tackle their roles and responsibilities. Ominde (2014) agrees that
Performance contracting is seen as “a major catalyst of improving efficiency and effectiveness, employee
satisfaction in organizations. Organizations are required to set targets and achieve them in a given period of
time”.
Different Employees have different Perception with regard to Performance Contracting
The study father sought to establish if different employees had similar opinion or different opinions with
regards to performance contracting. From the findings, 120 (98%) of the employees strongly agreed while only
2(2%) of the employees disagreed. These are as presented in figure 3 below.
Figure 3: Different employees have different perception with regard to performance contracting
Strongly agree
Disagree
2%
98%
Source: (Research data, 2016)
It was evident that different employees had different perception with regard to performance
contracting. This was based on the majority of the employees 120 (98%) of the employees who strongly agreed
while only 2 (2%) disagreed. The respondents argued that individuals perceive different things on an individual
and unique capacity and they act on the same differently. According to Johnson & Scholes (2002) “for each
individual, perception is totally a personal phenomenon based on that person’s needs, wants, values and
personal experiences”.
Performance Contracting has led to Positive Change in Attitude
The study sought to investigate if performance contracting had led change in attitude. From the findings,
90 (74%) strongly agreed, 24 (20%) agreed while 8 (6%) were not sure. It was evident that performance
contracting did lead to positive change in attitude. This was based on the majority of the respondents 90 (74%)
who strongly agreed. The respondents’ argued that performance contract was the only way employees remained
committed to the responsibilities. They said that performance contract to a large extent ensured that employees
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approached their daily roles with positive mind set and attitude as they were always determined. Samuel (2014)
performance contract helps in improvement in performance due to positive work attitude, accountability, work
planning, teamwork and motivation as a result of the performance contracting process.
Performance Contracting Process on improved Accountability
The study sought to establish if performance contracting did lead to enhanced accountability. The findings
showed that 87% strongly agreed, 10% agreed, 3% were not sure. See figure 4 below.
Figure 4: Performance Contracting Process on improved Accountability
0%
20%
40%
60%
80%
100%
Strongly agree agree not sure
Strongly agree
agree
not sure
Source: (Research data, 2016)
The study revealed that indeed performance contracting lead to accountability and utilization of
resources. This was based on the majority of the respondents 106 (87%) who strongly agreed, 12 (10%) agreed
and only 4(3%) were not sure. The respondents argued that contracted employees were always eager to deliver
in their respective areas of operation with an aim of automatic renewal of their respective contracts. They argued
that at the end of the day, they always remained accountable and responsible for their actions. Samuel (2014)
opines that performance contract helps in improvement in performance due to positive work attitude,
accountability, work planning, teamwork and motivation as a result of the performance contracting process.
Performance Contracting Process has led to Improved Employee Planning
The studies investigate if performance contracting did lead to improve employee planning. From the
findings, 60 % strongly agreed, 17 % agreed, 6% were not sure, 7% disagreed while 10% strongly disagreed.
See figure 5 below
Figure 5: Performance Contracting Process on Improved Employee Planning
0%
10%
20%
30%
40%
50%
60%
Strongly agree agree not sure disagree strongly disagree
Strongly agree
agree
not sure
disagree
strongly disagree
Source: (Research data, 2016)
The study revealed that performance contracting did contribute to improved employee
planning. This was based on the majority of the respondents, 60 % who strongly agreed and 17 % who agreed.
The respondents argued that performance contracting enabled employees to be more organized in such a way
that they could easily plan for their set targets. Kobia & Mohamed (2006) “performance contract makes
employees plan accordingly since the plan will also set out how the staff member's performance will be
measured or evaluated against set objectives”.
Performance Contracting improves Communication
The study sought to investigate if performance contracting did lead to improved employee
communication. From the findings, 45% of the employees strongly agreed, 30% agreed, 8% were not sure, 10%
disagreed while 7% strongly disagreed. See table 5 below.
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Table 5: Performance Contracting Improves Communication
Category Number of respondents Percentage of respondents
Strongly Agree 55 45%
Agree 36 30%
Not sure 10 8%
Disagree 12 10%
Strongly disagree 9 7%
Total 122 100%
Source: (Research data, 2016)
From the findings, the study revealed that performance contracting did play a role on
employee communication. This was based on the majority of the respondents 45% of the employees who
strongly agreed and the 30% who agreed. The respondents argued that communication was key to any
employee performance and since performance contracting was being seen as a performance improvement tool, it
was obvious that this could only be achieved through various factors including communication.
Performance Contracting Process has led to Improved Team Work
The study further sought to investigate if performance contracting had led to the improved team work.
From the findings, 39% strongly agreed, 36% agreed, 15% were not sure, 5% disagreed while 5% strongly
disagreed. See figure 6 below.
Figure 6: Performance Contracting Process has led to Improved Team Work
0%
5%
10%
15%
20%
25%
30%
35%
40%
Strongly
agree
not sure strongly
disagree
Strongly agree
agree
not sure
disagree
strongly disagree
Source: (Research data, 2016)
From the findings, it was evident that performance contracting did contribute to the improved team work.
This was based on the majority of the respondents 39% who strongly agreed and 36% who agreed. The
respondents argued that performance contracting was widely adopted as a strategy to bring employees together
and achieve a common course which aimed achieving firm’s objective. Mathura (2007) asserts that
“performance contracting is both a philosophy and a tool for coordinating employees towards achievement of
results”.
Employees are Motivated as a result of Performance Contracting
The study sought to investigate if performance contracting contributed to employee motivation. From
the findings, 89% of the employees strongly agreed while 11% of the employees were not sure. See figure 7
below.
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Figure 7: Employees are Motivated as a result of Performance Contracting
Strongly agree
agree
11%
89%
Source: (Research data, 2016)
It was evident that performance contracting led to the employee motivation. This was based on the
majority of the respondents 89% of the employees who strongly agreed. The respondents argued that
performance contracting ensured that employees remained committed. The respondents argued that
performance contracting motivated employees to remain committed and become more result oriented.
According to Specter (1997) “employees’ focus is about making sure goals, objectives, activities, deliverables,
and measures are aligned and congruent”.
Performance Contracting Process has led to a Positive Work Culture
The study sought to investigate if performance contracting contributed to positive work culture. From
the findings, 92% of the respondents strongly agreed while 8% disagreed. See figure 8 below.
Figure 8: Performance Contracting Process has led to Positive Work Culture
0%
20%
40%
60%
80%
100%
Strongly
Agree
Disagree
Strongly Agree
Disagree
Source: (Research data, 2016)
It was evident that performance contracting process has led to positive work culture. This was based
on the 92% of the respondents who strongly agreed. The respondents argued that performance contracting offers
employees a chance to develop work oriented minds and attitude. They argued that by promoting positive work
culture, there was accountability, motivation and result oriented performance. Samuel (2014) “performance
contracting is considered as essential tool for enhancing good governance and accountability for the results”.
Performance Contracting is a Tool for ensuring Employee Commitment
The study established if performance contracting did contribute to the employee commitment. From
the findings, 85% of the employees strongly agreed 10% agreed while 5% of the employees disagreed. See
figure 9 below.
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Figure 9: Performance Contracting is a Tool for Ensuring Employee Commitment
0%
20%
40%
60%
80%
100%
Strongly Agree Agree Disagree
Strongly Agree
Agree
Disagree
Source: (Research data, 2016)
It was evident that performance contracting did contribute to the employee commitment. This was
based on the 85% of the respondents who strongly agreed and 10% of the respondents who agreed. The
respondents argued that with performance contracting, employees remained focused and committed with a view
to attaining sure goals, objectives, activities and organization`s deliverables. Besides, they argued that through
performance contracting, employees were more aware of their roles and objectives to the firm. Mathaura (2007)
“performance contracting is widely known as a compelling strategy which several companies are adopt to attain
commitment desired results”.
Performance Contracting Reduces Employee Turnover
The study investigated if performance contracting ensured reduced employee turnover. From the findings,
73% of the employees strongly agreed while 27% of the respondents disagreed. See figure 10 below.
Figure 10: Performance Contracting Reduces Employee Turnover
Strongly Agree
Disagree
27%
73%
Source: (Research data, 2016)
The study revealed that performance contracting did reduce the turnover of employees. This was based on
the 73% of the respondents who strongly agreed. The respondents argued that performance contracts were short
time affair, with targets which rarely saw employees leave before the set target. They argued that with the set
targets, employees were always self-driven and motivated. They further argued that performance contracts had
better term which also offered batter grounds for employees to stay longer till completion of the assigned
targets.
Performance Contracting Promotes Work Efficiency
The study further investigated if performance contracting promoted work efficiency. From the findings,
88% of the respondents strongly agreed, 9% agreed while 3% were not sure. See table 6 below.
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Table 6: Performance Contracting Promotes Work Efficiency
Category Number of respondents Percentage of respondents
Strongly Agree 107 88%
Agree 11 9%
Not sure 4 3%
Total 122 100%
Source: (Research data, 2016)
It was evident that performance contracting did promote efficiency. This was based on the 88% of the
respondents who strongly agreed and 9% of the respondents who agreed. The respondents argued that
performance contracting ensured utilization of resources, result based performance and attaining desired goals
which lead to the work efficiency. According to Muthaura (2007) “with performance contracting, employees’
focus is about utilizing resources efficiently, making sure goals, objectives, activities, deliverables, and
measures are aligned and congruent”.
VII. CONCLUSION AND RECOMMENDATIONS
Conclusion
This research concluded that performance contracting is a critical management tool in the modern
organizational set up since it helps create commitment and define responsibilities among employees. Above
findings confirm the findings by Mathaura (2007) where he found that “performance contracting is both a
philosophy and a tool for coordinating employees towards achievement of results”. Besides, there existed
relationship between performance contracting and employees satisfaction, as it ensured that individuals are
channelled toward achieving organizational objectives and that getting employees on performance contracting
process helped them understand the goals of the organization. This worked as a job satisfaction indicator to the
employees. The above conclusion contradicts a study by Spector (1997) where he argued that performance
based contracts only contributes to satisfaction when followed with the right human value by the firm and
conducive work environment.
Performance contracting equally promoted positive work culture as employees approached their daily roles
with positive mind set and attitude as they were always determined to attain the desired targets. It was equally
clear that performance contracting lead to motivation, positive work culture, work efficiency since performance
contracting lead to motivated employees, ensured efficient utilization of resources, ensured employee remain
focused on objectives and targets. Kobia (2006) asserts that “there is a direct linkage between performance
contracting and employee awareness, participation, individual targets, reward systems and training”. His study
does not focus on the link between performance contracting and positive work culture, motivation,
communication and efficiency.
Recommendation for Policy and Practice
Perception is important in the successful implementation of any process in the organization. Individuals
act on the basis of how they perceive a situation and will act positively only if they perceive situations as being
favourable to their personal interests and objects. Firms must therefore, treat and put into practice the
perception of employees as long as the perception leads to positive outcome that would benefit organization.
KPLC management must involve its staff in the critical aspects of performance contracting process to win their
ownership, loyalty and commitment for successful implementation of the process.
The management of KPLC should also train and sensitize their employees on critical aspects of
performance contracting. KPLC - Kisumu leadership should also put in place an Integrated performance
management system and reward based system by linking Performance to all the aspects of Human Resource
Management especially employee development and reward. It should also institutionalize effective planning
and budgeting to effectively and efficiently implement policies so as to eliminate possible resistance to change.
Area for Further Study
The research suggests a further research on the perceived influence of performance contracting on
employee satisfaction not only at Kenya Power Company - Kisumu Branch but also in the private firms.
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*Corresponding Author: Beatrice Akinyi Obuong’,
Human Resources Practitioner, Kenya