PERFORMANCE MANAGEMENT AND EMPLOYEE PRODUCTIVITY IN SELECTED BROADCAST MEDIA OUTLETS IN THE WESTERN REGION OF KENYA.

Abstract

Across the globe, many organizations face challenges in achieving their goals, with some even collapsing due to these struggles. A well-designed performance management system (PMS) offers significant benefits, particularly by enhancing employee productivity and aligning individual goals with the broader objectives of the organization. Within media organizations, PMS aims to boost effectiveness through structured processes, including performance planning, appraisals, ongoing feedback, improvement plans, and rewards. However, despite having PMS in place, many media houses continue to struggle with subpar performance. This research sought to examine the impact of performance management on employee productivity within select media houses in western Kenya. The study focused on four key objectives: (1) determining the influence of performance planning on employee productivity, (2) analyzing the relationship between performance appraisals and productivity, (3) assessing how ongoing feedback affects productivity, and (4) evaluating the role of rewards and performance improvement plans in boosting productivity. Guided by Reinforcement and Goal Theories, the study reviewed relevant literature aligned with these objectives. A descriptive research design was employed, targeting five media houses in western Kenya: Western Nyota, MagharibiTV, West TV, NyotaTV, and TandaoTV. From a total of 248 employees across these media outlets, a sample of 153 participants was selected using Slovin’s formula, with stratified sampling classifying respondents into top, middle, and lower management tiers. Data was collected through questionnaires, and the reliability and validity of the instrument were carefully verified to ensure credible results. A trial run was conducted at WTV, although the findings from this phase were not incorporated into the study. The quantitative data underwent analysis using both descriptive and inferential statistical methods. Tables were used for data presentation. Cronbach (Alpha –å) was employed to assess the internal reliability. Multiple regression analysis was utilized to gauge the magnitude and direction of the connection between the independent and dependent variables. These correlations were further subjected to significance test to determine whether the observed correlations will be significant. A threshold of 0.05 was established as the significance level for testing the research hypotheses. The outcomes indicated that performance planning (β=0.127; p=0), performance appraisal (β=0.301; p=0), ongoing feedback (β=0.191; p=0), rewards plus performance improvement plans (β=0.244; p=0) had statistically positive and significant effects on employee productivity in the broadcast media outlets. Consequently, the research deduced that performance management notably influenced employee productivity within the selected media broadcasting establishments in in the western region of Kenya. The study recommended the full adoption and use of PPs, frequent, fair and objective, open, participatory and honest feedback be given and that effective rewards and adoption of good cultures in the selected broadcast media outlets in western region of Kenya. Scholars should use the study and its findings as a reference tool as it contributes new knowledge to existing literature that performance management enhances employee productivity; relevant government agencies should use the findings as a basis to formulate policy guidelines on PM especially in the broadcast media sector since the findings reveal there’s a relationship between the two. The practical implication of the findings is that PM can be used as a business strategy for improving employee job productivity.