Article : Influence Of Employee Engagement On Operational Performance Of Counties In Western Kenya


Influence Of Employee Engagement On Operational Performance Of Counties In Western Kenya


AKETCH, Josiah Roman, Dr. Fredrick Aila, Dr Benjamin Owuor Ombok

Employee engagement (EE) in a new environment of inequitable reward system, multiple reporting to political and administrative offices requires investigation. The County revenue absorption rate is still below 50%, and revenue collection is below 25% in western counties compared to the national average of 47 percent, indicative of low operational performance. The study investigated the effect of employee engagement on the operational performance of the county governments of western Kenya. The study was anchored on Human Capital and Social Exchange theories. Correlation research design was used for the study in selected counties in the western Kenya region. The target population was 170 sectional heads of devolved county departments. Census sampling was undertaken and data collected using questionnaire, interviews, observations and document analysis. For construct validity, factor loadings of more than 0.3, and content validity approval by experts’ opinion were realized.  Cronbachs’ alpha coefficients were between 0.841 and 0.862, above the threshold value of 0.7 for reliability. Standard multiple regression models used established that Employee Engagement had a significant effect on COP (β=.714, p=.000) and accounted for 54.4% change in COP. The study concluded that EE had an effect on COP. The study recommended an enhancement of Employee Engagement by realigning administrative systems and rewards. The findings may be utilized to enhance strategic human resource procurement policy and legislation framework for establishment of strategic human capital to enhance operational performance.

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