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