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.
Indian Member 40.00
Others Member 3.00