QUALITY OF WORK LIFE, PERSONALITY, JOB SATISFACTION, COMPETENCE, AND JOB PERFORMANCE: A CRITICAL REVIEW OF LITERATURE

The success of any organization is highly dependent on how it attracts recruits, motivates, and retains a high performing workforce. Explaining the factors that influence employee performance remains a fundamental question for human resources management practitioners. The expectancy theories of Vroom, Porter, and Lawler, assert that employee performance depends not only on the amount of effort exerted, but also on the intervening influences of factors such as person’s abilities and traits, as well as their role perceptions. Researchers also suggest that a range of organizational and employee factors could impact employee performance. These include Quality of work life, ability, effort, motivation, attitude, personality, competence, and job satisfaction. This study looked at selected employee related factors, namely: employee personality, job satisfaction, and competence. QWL was included because organizations are known to adopt a strategy for improving employees’ Quality of Work Life (QWL) with the aim of satisfying both the organizational objectives and the needs of the employee. On the other hand, successful organizations consider job satisfaction to be important for work performance. However, job satisfaction alone cannot lead to performance. Having the right competences is important for performance. This review therefore seeks to investigate the employee related factors that influence the relationship between quality of work life and employee’s performance

The Effect of Human Resource Management Practices on the Relationship between Employee Age and Employee Performance in Kenyan State Corporations

A number of studies have established that employee age has a statistically non significant relationship with employee’s performance. This has therefore inspired the need to find out factors that may strengthen this relationship. The study therefore sought to investigate the influence of human resource management practices on the relationship between employee age and employee performance in Kenyan State Corporations. The study was anchored on Expectancy theory which posits that performance depends not only on the magnitude of efforts exerted but also on other factors such as individual abilities and traits. It was also supported by Continuity theory which states that, individuals who age successfully, continue with positive habits, preferences and lifestyles which maintain or improve their performance. The philosophical foundation adopted for the study was logical positivism. A descriptive cross sectional survey research design was used. Employee performance was the dependent  variable, employee age was the independent variable and human resource management practices were the moderating variable. A sample population of 384 employees at all levels was established using the Webster (1995) formula. The number and type of respondents were picked by use of stratified simple random sampling. Primary data was collected on employee performance using a structured questionnaire comprising five point likert type scales. Data was analyzed by use of descriptive and inferential statistical techniques. Both correlation and regression analysis techniques were used to test the relationship hypotheses. Pearson Product Moment Correlation (r) was used to assess direction (positive or negative) and strength of the relationship between the study variables. Simple, multiple and stepwise regression analysis were used to test inferential relationships. Results indicated a statistically non significant relationship between employee age and employee performance contrary to the prediction in hypothesis one. Results indicated that HRM practices moderated relationship between employee age and employee performance. The study concludes that age alone is not enough  to make decisions on issues pertaining to HR development policies and practices that will help to reap maximum benefits from their employees. It is recommended further that State Corporations should facilitate employees to participate in decision making and adequately compensate them to enhance their motivation and performance. The study extents the body of knowledge in age management practices. Further research needs to be done to incorporate other factors such as gender and employee competence. Further research also needs to be extended  to  other sectors like the private sector and non governmental organizations. Key words: Employee age, Human resource management practices, employee performance

The Role Of Competitive Strategies On Performance Of Kenya State Corporations

Competitive strategies are important determinant of performance of State Corporations in Kenya. The main objective of the study was to determine the role of organizational autonomy and strategic positioning in the relationship between competitive strategies and performance of Kenyan State Corporations. This study was guided by positivist philosophy. The study adopted a descriptive cross-sectional census survey on a population of 187 Kenyan state corporations across the public sector. The study used both primary and secondary data. Primary data was collected by questionnaires which were administered to the Chief Executive Officers of the State Corporations. Data analysis entailed both descriptive and inferential statistics. The results indicated moderate mean score for cost leadership an indication that cost leadership was rated by the respondents as being inadequate for the Kenyan State Corporations. The corporations that emphasized efficiency had the highest mean score followed by the organizations emphasizing on time management. The study concluded that competitive strategies had a great influence on performance

QUALITY OF WORK LIFE, PERSONALITY, JOB SATISFACTION, COMPETENCE, AND JOB PERFORMANCE: A CRITICAL REVIEW OF LITERATURE

The success of any organization is highly dependent on how it attracts recruits, motivates, and retains a high performing workforce. Explaining the factors that influence employee performance remains a fundamental question for human resources management practitioners. The expectancy theories of Vroom, Porter, and Lawler, assert that employee performance depends not only on the amount of effort exerted, but also on the intervening influences of factors such as person’s abilities and traits, as well as their role perceptions. Researchers also suggest that a range of organizational and employee factors could impact employee performance. These include Quality of work life, ability, effort, motivation, attitude, personality, competence, and job satisfaction. This study looked at selected employee related factors, namely: employee personality, job satisfaction, and competence. QWL was included because organizations are known to adopt a strategy for improving employees’ Quality of Work Life (QWL) with the aim of satisfying both the organizational objectives and the needs of the employee. On the other hand, successful organizations consider job satisfaction to be important for work performance. However, job satisfaction alone cannot lead to performance. Having the right competences is important for performance. This review therefore seeks to investigate the employee related factors that influence the relationship between quality of work life and employee’s performance

The Mediating Effect of Strategy Implementation on the Relationship Between Corporate Governance and Performance of Firms Listed on the Nairobi Securities Exchange

The purpose of the study was to establish the effect of strategy implementation on the relationship between corporate governance and performance of firms listed on the Nairobi Securities Exchange (NSE) The study developed a corporate governance index as a proxy for corporate governance based on the seven provisions of the recently revised Capital Markets Authority (CMA) draft code of corporate governance practices for public listed companies in Kenya, namely; board operations and control, rights of shareholders, stakeholder relations, ethics and social responsibilities, accountability, risk management and internal audit, transparency and disclosure and supervision and enforcement. The survey questionnaire was the main tool of data collection and was distributed to 56 CEOs and corporation secretaries. The response rate was 87.5%. The study found that strategy implementation mediates the relationship between corporate governance and non-financial performance of firms listed on the Nairobi Securities Exchange. The results have diverse implications for policy, practice and research. Keywords: Corporate Governance, Mediation, CGI_ Score, Strategy Implementation, Firm Performanc

Organizational Performance and Chief Executive Officer’s (CEO’s) Compensation for Firms Listed in Nairobi Securities Exchange, Kenya

This study examined the link between organizational performance and CEO’S compensation of firms listed at the NSE. Past studies on the determinants of CEO’S compensation revealed a lack of consensus to the explanation of increases in CEO’S compensation. While most of the studies confirm linkages between organizational performance and CEO’S compensation, they measured organizational performance using financial indicators of performance, the current study investigates the relationship between organizational performance and CEO’S compensation but differs from the previous studies by expanding the measures of organizational performance to include the balanced scorecard measures of performance. The theoretical foundations of this study were based on agency theory. The study’s population constituted 60 firms listed at the NSE. Descriptive crossectional survey was adopted for this study. Both Primary and Secondary data were used to gather information required for the study. Descriptive statistics and regression were used to analyze and interpret the collected data. The study revealed that there wassignificant and positive relationship between organizational performance and CEO’S compensation. The findings of this study are of benefit to board members of organizations in identifying the performance measures that are important to consider when making decisions on CEO’S compensation

Expatriate Employees’ Perception Of Challenges In Their Work Environment In The Ngo Sector In Nairobi Kenya

This study examined how expatriate employees perceive the challenges in their work environment in the NGO sector in Nairobi, Kenya. The study question was “how do expatriate employees’ workings in the NGOs sector in Kenya perceive the challenges in their work environment?” The study was anchored on person-environment fit theory and the culture shock theory of adaptation to explain the strategies employed by expatriate employees to cope with challenges in their work environment. The research design used was a descriptive survey with a target population of 2394 NGOs based in Nairobi, Kenya. The study sample consisted of 120 expatriates, although only 84 participated in the final study drawn from 60 NGOs. Questionnaires were used to collect the data. Data was analyzed using SPSS. The result showed that expatriate employees working in the Kenyan NGOs respond to challenges in their work environment by finding a fit between the Kenyan culture and that of their countries. However, sometimes there is a big clash between the two cultures which makes it difficult for the expatriates to adjust well. Some have devised some strategies to interact with the locals that have improved their communication skills and ability to work on the assignments. In cases where conversing in the local languages has been a challenge, the expatriates have sought the help of locals as interpreters. Some expatriates accompanied by their families to provide psychological support. The study therefore recommends that since the expatriate employees seem to have integrated well into the Kenya society, they can be a great source of strength to those who are taking up new assignments in this country -Kenya. The future studies could focus on how the extent of expatriate employees ‘adjustment to the conditions in the host country affects their performance. In addition, they are a source of transmission of management ‘know-how’. This makes them a strong pillar as the local employees rely on their explicit knowledge and tacit knowledge to manage the NGOs even after their repatriation

The Effect of Human Resource Management Practices on Employee Outcomes: A Study of Firms Listed on the Nairobi Securities Exchange

Most empirical research on the link between Human Resource Management Practices (HRMP) and employee outcomes has concentrated on the private sector, yet understanding this relationship in publicly listed firms, in the Developing World context is equally important. The effect of HRMP on employee outcomes - has not been established amongst Nairobi Securities Exchange (NSE) listed firms, yet theory has demonstrated that HRMP can have an effect on employee outcomes. This study was motivated by the desire to fill this gap in knowledge. The study objective was to assess the relationship between HRMP and employee outcomes. The research design was cross sectional descriptive survey. Data was collected using a self-administered questionnaire, from a population of 60 NSE listed firms. The response rate was 36(60%). Descriptive statistics, correlation and regression techniques were used to analyze the data. The results indicate that HRMP have a significant effect on employee outcomes. This study confirms the findings of previous studies that have found a significant link between HRMP and employee outcomes. It was recommended that firms have to ensure that they formulate Human Resource Management Practices that will lead to employee outcomes that can enhance employee commitment, competence and empowerment. This will assist the firms towards attainment and sustenance of superior and competitive advantage in their activities. Keywords: Human Resource Management Practices (HRMP); Employee Outcomes; Nairobi Securities Exchange (NSE

The Effect of Business Development Services on Performance of Small and Medium Manufacturing Enterprises in Kenya

Small and Medium Enterprises have been regarded to play significant roles of job creation, poverty alleviation and economic development of many countries worldwide. These enterprises are however affected by many different factors. How these factors manifest singly or jointly is therefore a key concern for these organizations. Vital among these factors are business development services that affect how organizations produce and sell their goods and services. There is however a dearth of studies focusing on effects of aspects of business development services on organizational performance in Kenya. This study aimed at establishing how market access, procurement services and infrastructure facilities affect performance of small and medium manufacturing enterprises in Kenya. The study adopted a cross sectional survey design and examined primary data collected from 150 enterprises in Nairobi. Inferential statistics were used to interrogate relationships between independent variables and performance while descriptive statistics were used to determine distribution, central tendency and dispersion and hence establish conformity to linear regression requirements. Contrary to expectation, the results for market access did not show any relationship but procurement services and infrastructure facilities each had a positive and significant influence on performance of the enterprises. Furthermore, it was established that the joint effect of the three variables on performance of studied firms is greater than their individual effect. This study therefore concludes that, since procurement services and infrastructure facilities showed a positive influence on performance of small and medium manufacturing enterprises in Kenya, these enterprises should adopt strategies that enhance procurement and improve infrastructure facilities to experience better performance

The effect of strategic human resource management practices on performance of manufacturing multinational companies in Kenya: moderating role of employee cultural orientations and mediating role of employee motivation

This study linked strategic human resource (SHRM) practices, cultural orientations, employee motivation and firm performance in foreign manufacturing multinational companies (MNCs) in Kenya. The objectives were: to establish the relationship between SHRM practices and firm performance; to determine the extent to which the relationship between SHRM practices and employees’ motivation depends on employees’ cultural orientations; to establish if the relationship between SHRM practices and firm performance is mediated by employees’ motivation; to gauge the relationship between motivation and firm performance. The respondents were HR managers, marketing managers and production managers, and nonmanagement employees working in 50 foreign MNCs. Data was collected using questionnaires developed by Hofstede and Huselid and modified by the researcher. Hofstede’s instrument contains measures of employees’ cultural orientations, whereas Huselid’s instrument contains measures for SHRM practices, motivation and performance. The findings of the study indicate that: all the variables of SHRM practices, except recruitment and selection were positively and significantly correlated with performance; relationship between SHRM practices and firm motivation did not depend on employee cultural orientations in the case where cultural beliefs were considered, but depended on employee cultural orientations when cultural values were considered; motivation mediated relationship between SHRM practices and firm performance; and motivation affected firm performance