Influence of Employee Involvement Practices on Employee Performance in Public Universities in Kenya
Abstract
The study examined the influence of employee involvement practices on employee performance in public universities in Kenya. The specific objective was to find out how employee involvement constructs (employee voice, information sharing, incentives, and delegation) influence employee performance in public universities. Descriptive survey design was used, guided by Social Exchange Theory (SET), and a positivism philosophy. The target population of the study comprised all employees in 30 accredited public universities in Kenya with a total population of 35,502 employees. A sample size of 385 employees was obtained using the statistical formula of Fisher for calculating sample size and respondents chosen using stratified random sampling technique. The data collected was analyzed using both descriptive and inferential statistic. Descriptive statistics was done by computing the percentages, mean and standard deviation which assisted with the generalization of results. Inferential statistic involved hypotheses testing and testing of relationships between variables using correlations. The study found that there was a significant positive correlation between employee involvement and employee performance with a strong regression coefficient of (β = .809, p ˂ .000). Employee involvement constructs accounted for 65.5% variation in employee performance. This means that when employee involvement practices are well managed, employee performance is likely to increase. The study concludes that employee involvement significantly influence employee performance and recommends the adoption of employee involvement programs by public universities to enhance performance, growth and competitiveness in both regional and global markets. By implementing these recommendations, public universities can foster a more engaging and productivity work environment, leading to enhanced employee performance and overall institutional success.
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