The Impact of Organizational-Based Self Esteem on Work Engagement among State Corporations Employees in Kenya

Work engagement as a work place behaviour is gaining currency in discussions in management literature. Evidence has been adduced linking high levels of work engagement with enhanced individual employee’s and organizational performance. The general performance in the public service is perceived to be low globally; this has been attributed to low levels of work engagement among employees. In a survey involving 389 managerial employees in 32 State Corporations in Kenya, organizational-based self esteem was examined as a predictor of work engagement.325 returned questionnaires were analyzed to derive descriptive and inferential statistics. Instruments were checked for reliability and validity and found to be within the recommended threshold. The respondents rated themselves high on Work engagement and Organizational-based self esteem mean =4.14 and 4.32 respectively. Relationship between work engagement and Organizational-based self esteem was high (r2=0.39.1, p< 0.01) β=.601.This demonstrated evidence that organizational-based self esteem highly influence Work engagement .Employees would exhibit high levels of work engagement when they perceive themselves as valued competent members of their organizations. Managers have a responsibility to identify and nurture organizational-based self esteem as a strategy towards improving their employees’ ability to voluntarily invoke vigour, dedication and be totally absorbed in their working. Key words; Organizational-based self esteem, Work engagement, Positive organizational behaviour

Effects of Demographics on the Relationship between Optimism and Work Engagement among Employees of State Agencies in Kenya

Organizations desire highly engaged employees for higher productivity. Both personal and organizational factors drive work engagement. Work engagement in the public sector is low globally. In a survey of 389 managerial employees in 32 state agencies in Kenya, the study explored whether optimism and demographic factors influence the level of work engagement.325 returned questionnaires were analyzed to derive descriptive and inferential statistics using SPSS version 21. The reliability and the validity of the questionnaire items were checked. Work engagement levels was high (mean 4.14), Optimism was moderate (mean 3.44).Work engagement positively and significantly correlated with optimism (r=0.257, p< 0.01).Age positively and significantly correlated with work engagement (r=0.153, p<0.01).Optimism and demographics predicted 6.6% and 3.5% of work engagement respectively. The study demonstrated evidence that optimism influence work engagement more than demographic factors. Employees can exhibit high levels of work engagement when they are psychologically positive about their future. Keywords: Optimism, Work engagement, Positive organizational behaviour, Public sector

INFLUENCE OF OPTIMISM ON WORK ENGAGEMENT OF MANAGERS IN STATE CORPORATIONS IN KENYA

The concepts of optimism and employee engagement as mechanisms to improving individual performance have been discussed in management literature. Although studies on optimism in the workplace are relatively limited, evidence certainly exists that links the concept to improvement in individual and workplace performance. This study sought to investigate the extent to which optimism influence work Engagement among middle level managers in State Corporations in Kenya. The study was informed by social learning theory. To achieve this, the study adopted a cross sectional quantitative survey design. The target population was the middle level managers in State Corporations in Kenya. A total of 389 middle level managers were sampled and self-administered questionnaires issued. The data collected was analysed using descriptive and inferential statistics using SPSS computer software. Multiple regression model indicated that optimism predicts 0.036 (3.6%) of work engagement which was insignificant. Consequently, the predictor did not have a statistically significant effect on Work engagement. The coefficients show that the prediction of work engagement in relation to optimism was insignificant (β1= 0.013, p>.01). Thus optimism was not a significant predictor of work engagement, though methodological limitations may have impacted on this result. This study recommends government agencies in Kenya to assess and identify optimistic employees and also cultivate a working environment that promotes optimism. Executives would promote optimism by instituting measures and practices within its operating systems that create a work environment that assures the employees of their future. Managers ought to be faithful to its promises, particularly on matters touching employees. They should also be able to identify and nurture optimistic employees, by so doing they enhance the level of employee engagement and subsequent improvement of organizational performance. JEL: L10; L20; L23  Article visualizations