Employee Wellbeing and Performance of County Government of Kakamega, Kenya: The Moderating Role of Organizational Culture

Thesis Title: Employee Wellbeing and Performance of County Government of Kakamega, Kenya: The Moderating Role of Organizational Culture

Student’s Name: Wafula Mercyline Nanjala

Supervisors’ Names:

1. Laura Mamuli
2. Robert Wafula

Abstract

Employee wellbeing has emerged as a critical factor influencing performance and little research has been done, particularly in the public sector. This study examined employee wellbeing and performance of the county government of Kakamega, Kenya: the moderating role of organization culture. Specifically, it investigated four objectives that is, how employee engagement, work-life balance and motivation impact performance and the moderating role of organization culture on performance. The study was grounded on the following theories: Maslow’s hierarchy of needs, self-determination theory and the PERMA theory of well-being. Descriptive survey was employed, targeting a population of 2,913 employees from the Kakamega County Government. A sample of 352 respondents was obtained through simple random and purposive sampling techniques. Data was collected using a self-administered questionnaire distributed to department heads and junior staff. The pilot study, conducted within the County Government of Bungoma, comprised 40 respondents, representing 11% of the overall sample size. The major aim was to assess the validity and reliability of the questionnaires used for data collection. Snowball sampling was used for rapid sample acquisition. To ensure the reliability of the instrument, researchers calculated the Cronbach’s alpha coefficient, which yielded a value of 0.7. In social science research, this value is generally considered acceptable, indicating that the questionnaire had adequate internal consistency. Based on above results, the pilot study was deemed acceptable, allowing the researchers to proceed with confidence in the reliability of the data collection instrument for the main study. Multiple regression analysis showed a significant positive relationship between employee wellbeing factors and organizational performance. Employee engagement explained 22% of the variance, work-life balance explained 22.7%, and employee motivation was the strongest predictor, explaining 40.7% of the variance. A supportive organizational culture moderated the relationship between employee wellbeing and performance. The findings revealed significant positive relationships between employee engagement, work-life balance, employee motivation, and performance. Employee motivation demonstrated the strongest effect on performance. Organizational culture was found to moderate the relationship between employee motivation and organizational performance, but not the relationships involving employee engagement or work-life balance. The study concluded that a holistic approach to employee wellbeing, encompassing engagement, work-life balance, and motivation, is crucial for enhancing organizational performance. Recommendations include implementing comprehensive wellbeing strategies, fostering a supportive organizational culture, and regularly assessing the impact of wellbeing initiatives on performance. The study contributes to the growing body of knowledge on employee wellbeing and its impact on organizational outcomes in the Kenyan context, highlighting the importance of promoting employee well-being initiatives to improve productivity and overall public sector performance, private sector organizations, Non-Governmental Organizations and the to the body of research undertaken by scholars.