Employee Engagement and Organizational Performance in Kenya

Abstract

Purpose: The aim of the study was to assess the employee engagement and organizational performance in Kenya.

Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.

Findings: The study highlighted a strong correlation between employee engagement and organizational performance. Engaged employees demonstrate higher levels of productivity, innovation, and commitment to the organization's goals. They are more likely to go above and beyond their job descriptions, contributing positively to teamwork and overall workplace culture. Moreover, organizations with high levels of employee engagement tend to experience lower turnover rates, reduced absenteeism, and increased profitability. Effective communication, recognition of achievements, opportunities for growth and development, and a supportive work environment are key factors that contribute to enhancing employee engagement, ultimately leading to improved organizational performance.

Implications to Theory, Practice and Policy: Social exchange theory, self-determination theory and job demands-resources model may be used to anchor future studies on assessing the employee engagement and organizational performance in Kenya. In terms of practical contributions, organizations should focus on designing and implementing tailored employee engagement initiatives that align with their specific goals, values, and cultural context. From a policy perspective, organizations can advocate for supportive policies and regulations that promote work-life balance, diversity, inclusion, and employee well-being.