EMPLOYEE PARTICIPATION STRATEGIES AND ORGANIZATIONAL COMMITMENT AMONG EMPLOYEES OF KENYA REVENUE AUTHORITY

Main Article Content

Purity Njeri Nzau
Dr. Wabala Samuel - PhD

Abstract

Employee commitment is critical to the success of organizations, yet many public sector institutions, including the Kenya Revenue Authority (KRA), struggle with maintaining high levels of employee loyalty and engagement. This study investigated the influence of employee participation strategies on organizational commitment among employees of the Kenya Revenue Authority (KRA). Guided by Stakeholder Theory, and Human Capital Theory, the research explores how Employee Involvement Programs and Staff Training contribute to enhancing organizational commitment. The study utilized a descriptive research design, targeting a sample size of 177 management employees at KRA, with data collected through structured questionnaires and analyzed using descriptive statistics, correlation, and regression analysis. The findings revealed that all variables significantly impacted organizational commitment, with coefficients of 0.287 (p < 0.05) for Employee Involvement Programs, and 0.309 (p < 0.05) for Staff Training, indicating that these strategies are crucial in enhancing employee loyalty and engagement. The study concluded that effective implementation of these strategies fosters a committed workforce, with Staff Training having the most substantial impact. It is recommended that KRA enhances structured involvement programs, and alignment of training opportunities with strategic objectives to further boost employee commitment.

Article Details

How to Cite
EMPLOYEE PARTICIPATION STRATEGIES AND ORGANIZATIONAL COMMITMENT AMONG EMPLOYEES OF KENYA REVENUE AUTHORITY. (2024). Journal of Applied Social Sciences in Business and Management, 3(2), 211-224. https://grandmarkpublishers.com/index.php/JASSBM/article/view/40
Section
Articles
Author Biographies

Purity Njeri Nzau, Jomo Kenyatta University of Agriculture and Technology

Masters Degree in Human Resource Management 

Dr. Wabala Samuel - PhD, Jomo Kenyatta University of Agriculture and Technology

Lecturer

How to Cite

EMPLOYEE PARTICIPATION STRATEGIES AND ORGANIZATIONAL COMMITMENT AMONG EMPLOYEES OF KENYA REVENUE AUTHORITY. (2024). Journal of Applied Social Sciences in Business and Management, 3(2), 211-224. https://grandmarkpublishers.com/index.php/JASSBM/article/view/40

References

Abubakar, A. M., Elrehail, H., & Alatailat, M. A. (2019). Knowledge management, decision-making style, and organizational performance. Journal of Innovation & Knowledge, 4(2), 104-114.

Agyemang, C. B & Ofei, S. B. (2023). Employee participation strategies and organizational commitment: a comparative study of private and public sector organizations in Ghana. European Journal of Business and Innovation Research, 1(4), 20-33.

Al-Qudah, M. A., Obeidat, A. M., & Shannak, R. O. (2019). The effect of strategic human resource management practices on organizational commitment: A Jordanian study. Administrative Sciences, 9(2), 18.

Atoko, S & Taylor, T. K & Sichinsambwe, C. (2020). Impact of employee participation strategies on affective commitment in organizations situated in Lusaka, Zambia. International Journal of Economics, Commerce and Management, 7(3), 256-275.

Blair, M. M. (1995). Ownership and control: Rethinking corporate governance for the twenty-first century. Brookings Institution Press.

Blaug, M. (1976). The empirical status of human capital theory: A slightly jaundiced survey. Journal of Economic Literature, 14(3), 827-855.

Bontis, N., Keow, W. C. C., & Richardson, S. (1999). Intellectual capital and business performance in Malaysian industries. Journal of Intellectual Capital, 1(1), 85-100.

Ishimwe, F & Narayan, S. S. (2024). Effect of employee participation strategies on organizational performance in Rwanda. a Case of International Training and Motivation Africa Limited. Journal of Innovation and Implications in Education, 8(1), 203–212.

Islam, M & Islam, S. (2021). Impact of employee participation strategies on organizational commitment and performance: a review of private companies in Bangladesh. Journal of Business Studies, 42(1), 41-58.

Jena, L. K., & Pradhan, S. (2019). Workplace spirituality and employee commitment: The role of emotional intelligence and organizational support. Business: Theory and Practice, 20(1), 81-93.

Jensen, M. C. (2002). Value maximization, stakeholder theory, and the corporate objective function. Business Ethics Quarterly, 12(2), 235-256.

Kundu, S. C., Kumar, S., & Gahlawat, N. (2019). Employee engagement: A comprehensive study of opportunities and challenges. Journal of Business and Management Research, 14(1), 1-17.

Marimuthu, M., Arokiasamy, L., & Ismail, M. (2019). The importance of human capital management in enhancing organizational performance. International Journal of Business and Management, 14(1), 123-136.

Meyer, J. P., Stanley, L. J., & Vandenberghe, C. (2021). Employee commitment and well-being: A critical review, theoretical framework, and research agenda. Journal of Organizational Behavior, 42(5), 665-683.

Mugenda A. &Mugenda O. (2019).Research Methods: Quantitative & Qualitative approaches. African Centre for Technology Studies (ACTS)

Mwandihi, N. K, Iravo, A. M & Sakwa, M. M. (2020). Influence of employee participation strategies on performance of public servants in Vihiga County, Kenya. Journal of Public Policy & Governance, 2(1), 80-98.

Ng, T. W. H., & Feldman, D. C. (2020). The relationship of age with job attitudes: A meta-analysis. Personnel Psychology, 73(1), 125-165.

Ngumbao, E & Muturi, P. M. (2022). Influence of employee participation strategies on service delivery in Nairobi City County, Kenya. Journal of International Business and Management 1(3), 1-10.

Njehia, J. M, Wasike, S & Muturi, B. (2022). Employee participation strategies and organizational performance: a case of teacher’s service commission, Kenya. International Journal of Research in Engineering, IT and Social Sciences, 9(10), 1-9.

Pandita, D., & Bedarkar, M. (2020). Factors influencing employee training effectiveness: Evidence from Indian IT sector. Journal of Organizational Effectiveness, 7(1), 52-70.

Schultz, T. W. (1993). The economic importance of human capital in modernization. Education Economics, 1(1), 13-19.

Sekaran, U., & Bougie, R., (2019). Research methods for business: A skill building approach (5th ed.). Chichester, West Sussex:

Shahzad, M. A., Bashir, S., Azam, I., & Khan, I. M. (2019). Employee involvement and organizational performance: The moderating role of job security. Journal of Business and Management, 21(2), 89-100.

Siddiqui, M. A., & Sahar, N. (2019). The impact of employee training on employee performance in the banking sector. Journal of Business Studies, 14(3), 115-127.

Valeri, M, Matondang, A. R & Siahaan, E. (2020). The influence of employee participation strategies and employee readiness to employee commitments against corporate strategy (spin off) through organizational support as a moderating variable on BPD Banks. International Journal of Research and Review, 7(2), 56-71.

Similar Articles

You may also start an advanced similarity search for this article.