Influence of job characteristics on employee Performance, case of steel manufacturing companies’ in Ruiru sub county Kiambu county Kenya.

Abstract

The steel manufacturing sector in Ruiru Sub County, Kenya, plays a crucial role in supporting industrial growth but faces persistent challenges in employee performance, including absenteeism and job dissatisfaction. Companies such as Ruiru Mabati Factory, Devki Steel Mills, and Taifa Mabati Mills are central to the local economy yet are constrained by suboptimal work environments. This study explored how job characteristics specifically skill variety, task identity, and task significance influence employee performance. It was guided by the Job Characteristics Theory, Self Determination Theory, and Equity Theory. The study employed a descriptive research design targeting 528 employees across five steel manufacturing companies, with a sample size of 158 respondents selected using stratified random sampling. Data were collected using self-administered semi-structured questionnaires and analyzed using SPSS v29.0 through descriptive statistics, correlation, and regression analysis. The findings revealed that all three job characteristics significantly influenced employee performance. Skill variety had a strong positive relationship (r = 0.721, β = 0.276, p < 0.05), indicating that jobs requiring diverse skills enhance performance. Task identity also showed a significant effect (r = 0.658, β = 0.249, p < 0.05), suggesting that employees who can see their role in producing a complete output are more motivated. Task significance registered a moderate influence (r = 0.602, β = 0.223, p < 0.05), implying that meaningful work positively affects performance. Based on these findings, the study concludes that well-structured job designs incorporating skill variety, clear task identity, and socially significant roles can substantially improve employee motivation and productivity in the manufacturing sector. The study recommends that manufacturing firms adopt job enrichment strategies that increase skill utilization, promote ownership of work, and align tasks with broader organizational goals. HR professionals should tailor roles to match employee competencies and offer training for skill diversification. Additionally, further research is suggested on moderating factors such as organizational culture and leadership style in similar industrial settings.