| dc.description.abstract | Many organizations recognize the importance of cultivating a focused and highly engaged
workforce. Employee engagement and organizational performance has been a topic of interest
for both scholars and human resource practitioners over the previous 20 years with diverse
findings; but still limited comprehensive studies have been conducted to offer an outline on
the impact employee engagement on deposit-taking Saccos performance. The main objective
of the enquiry was to determine the effect of employee engagement and performance of
deposit-taking Saccos in Nairobi, Kenya. The specific objectives of the investigation were to
explore the influence of employee vigor on organizational performance; to evaluate the effect
of employee consultation on organizational performance; to assess the effect of employee’s
absorption on organizational performance; to assess the effect of employee dedication on
organizational performance and to analyze the effect of human resource management practices
on the associations amid employee engagement and organizational performance. The research
was anchored on Personal Engagement Theory as the main theory and Social Exchange
Theory as the supplementary theory. The enquiry applied a cross-sectional design through a
census technique of forty-six (46) deposit-taking Saccos in Nairobi. The respondents were the
Human Resource Managers of the selected deposit-taking Sacco’s that gave data completed in
a structured questionnaire. Reliability of the concepts was tested using Cronbach alpha
analysis while validity was tested using average variance extracted in a pilot study of three (3)
deposit-taking Saccos in Western Kenya. The data was analyzed using descriptive and
inferential analysis. The correlation coefficient amongst employee vigor and organizational
performance (r= 0.303; P-value = 0.076>0.05), which show that the associations among the
two concepts is not statistically noteworthy. The regression results indicate that employee
consultations (R2 - 0.575; t=6.680; P-value=0.000 < 0.05), employee dedication (R2 - 0.394; t
=4.629; P-value=0.000 < 0.05) and employee absorption (R2 - 0.282; t=3.602; P-value=0.001<
0.05) had a significant linkage with organizational performance. In addition, human resource
management practices (R2 = 0.752; P=0.001 < 0.05) had a significant effect on the connection
amongst employee engagement and performance of DT-Saccos in Nairobi, Kenya. However,
employee vigor (R2 - 0.092; t =1.829; P-value=0.076 > 0.05) did not have a significant
influence on organizational performance. This research presents a fresh perspective and
understanding of the relationship between employee engagement and organizational
performance by focusing specifically on deposit- taking saccos in Nairobi, Kenya context. The
study recommends that DT - Saccos should critically address and put more resources towards
HRM practices that improve employee engagement as it highly influences organizational
performance. The scholar suggests that future study should incorporate additional control
variables and use a mixed approach of quantitative and qualitative techniques to validate the
results. | en_US |
