Publication: Effect of workplace environment on employee performance in the county assembly of Meru Kenya
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2024-06
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Mount Kenya University
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Abstract
The devolution process led to a large number of staff being transferred from the national
government to county governments. However, human resource management became a
major challenge for most counties due to limited capacity. Consequently, there has been
widespread job dissatisfaction among county government employees, which could
negatively impact both employee and overall county assembly performance. Thus, there
is a need to implement motivational strategies to improve employee performance and
achieve desired outcomes. The purpose of this study is to explore the relationship
between workplace environment and employee performance in the Meru County
Assembly in Kenya. Specifically, the study examined how psychosocial environment,
physical environment, supervisor support, and work-life balance influence employee
performance. Theoretical frameworks used included person-environment fit, Maslow's
hierarchy of needs, social exchange theory, spillover theory, and Herzberg's two-factor
theory. Additionally, this research utilized a descriptive research method. The study
targeted 118 employees in human resources, finance/accounting, marketing, operations,
research/development, and information/communication technology departments at the
county assembly. A census method was used to select respondents, making the sample
size 118 participants. Data collection utilized a structured questionnaire. A pilot test
evaluated the questionnaire's validity and reliability. Using SPSS version 28.0,
descriptive statistics such as percentages, means, standard deviations, and frequencies
analyzed the quantitative data. Information from open-ended questions were examined
via narrative analysis. Also, correlation analysis assessed the strength of association
between variables. This study investigated the influence of workplace environment on
employee performance in the County Assembly of Meru, Kenya, focusing on physical
environment, psychosocial factors, supervisor support, and work-life balance. Findings
indicated that employees perceive their physical workspace positively, highlighting
efficient task performance and conducive lighting and air quality. Psychosocially,
flexible work schedules and supportive supervisor behaviors were valued, contributing
to stress reduction and job satisfaction. Supervisor support was reported as adequate,
though areas for improvement in role clarity and colleague support were noted.
Conclusions suggest that optimizing physical workspace, enhancing psychosocial
support mechanisms, clarifying roles, and fostering colleague support can significantly
enhance employee performance. Recommendations include implementing ergonomic
improvements in workspace design, enhancing supervisor training in supportive
leadership practices, clarifying job roles, and promoting teamwork and peer support
initiatives. Future studies should employ longitudinal designs to track the sustained
impact of interventions, conduct comparative analyses across different public sector
institutions, and explore qualitative methods to capture nuanced employee experiences.
Addressing these areas can advance understanding and inform strategic interventions to
optimize workplace environments and promote sustained employee performance in
similar organizational contexts.
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Keywords
Devolution process, human resource management, Psychosocial environment, Workplace environment