Gender of the Respondent
The researcher classified the respondents into two groups based on gender; this was to obtain
responses from both male and female respondents and to enhance gender distribution. The results
obtained were then presented in table 4.1.
Table Gender of the Respondents
Frequency Percent
MALE
106 43.3
FEMALE
139 56.7
Total
245 100
The study findings revealed that 43.3% of the respondents were male and 56.7% of the
respondents were female. This implies that both male and female respondents participated in the
study.
Age of the Respondents
The researcher used the respondents‟ age groups in order to find answers to the questionnaire;
this was to establish answers from different age groups so as to avoid age biasness across the
different age groups. The findings were then represented in table
Table 4.2Ages of the Respondents
Age Frequency Percentage
20-30 years 16 6.5
31-38 years 82 33.5
39 -46 years 131 53.5
47 years and above 16 6.5
Total
245 100
Source: Field work (2022)
The study results indicated that the respondents aged between 39 - 46 years were 53.5% of the
total respondents. Those aged between 31- 35 were 33.5 %, those between 20 - 30 years were 6.5
%, and another 6.5% were between 47 years and above. This implies that the researcher was able
to get views from respondents of all ages.
Experience of the Respondents
The researcher sought information from the experience of the respondents, and classified the
respondents into different categories based on their level of experience in the sector this was to
obtain responses from all the levels of experience. The findings were then presented in table 4.4;
Table Experience of the Respondents
Work Experience Frequency Percentage
Less than 5 years
105 42.9
6– 10 Years
67 27.3
11 – 15 Years
50 20.4
Over 15 years
23 9.4
Totals
100
Source: Field Work (2022)
The study findings revealed that 42.9% of the respondents had experience of less than 5 years,
while 27.3% had experience of between 5 – 10 years. 20.4% had experience of between 11 -15
years, and 9.4 % of the respondents had experience of above 15 years.
Levels of Education
The researcher classified the respondents into different categories based on the levels of
educational backgrounds this was to obtain responses from all the levels of education. The
findings were then presented in table 4.3;
Table Levels of Education
Education levels Frequency Percentage
Diploma
123 50.2
Degree
62 25.3
Masters
52 21.2
Other
8 3.3
Totals
245 100
Source: Field work (2022)
The study findings revealed that 50.2% of the respondents are diploma holders, 25.3% are degree
holders, 21.2% are master‟s holders and 3.3%had other qualifications.
How Salaries of the Employees influence employee performance in the MTRH The
researcher sought to establish the levels of employee‟s salaries influence employee performance
in health care systems in Kenya; the findings are as illustrated in table
Table Salaries of Employees
Key: SD – Strongly Disagree, D – Disagree, UD – undecided, A – agree, SA – Strongly Agree
SA
A
UD
D
SD T
M
Better pay motivates employees
to work harder
F
83 142 5 14 1 245 4.19
%
25.71 57.96 2.04 5.71 0.41 100 83.83
Good pay keeps employees
focused
F
63 125 12 28 17 245 3.77
%
25.71 51.02 4.90 11.43 6.94 100 75.43
Level of Pay contributes to
employees satisfaction
F
64 134 18 21 8 245 3.92
%
26.12 54.69 7.35 8.57 3.27 100 78.37
Other financial benefits such as
retirement schemes contributes
to employees satisfaction
F
57 119 38 21 10 245 3.79
%
23.27 48.57 15.51 8.57 4.08 100 75.67
Source: Field work (2022)
The study findings revealed that 83.83% (mean= 4.19) of the respondents agreed that better pay
motivates employees to work harder, while 78.37% (mean= 3.92) strongly agreed that the level of
Pay contributes to employees satisfaction. Furthermore, 75.67% (mean= 3.79) of the respondents
strongly agreed that other financial benefits such as retirement schemes contributes to employees
satisfaction and 75.43% (mean= 3.77) of the respondents strongly agreed that good pay keeps
employees focused. From the findings majority of the respondents agreed that better pay
motivates employees to worker harder.
This study concurs with a study by Fox, (2007) who argues that compensation which includes
direct cash payment, and indirect payments in the form of employee salaries, benefits and
incentives to motivate employees to strive for higher levels of productivity is a critical component
of the employment relationship. He added that compensation is affected by forces as diverse as
labor market factors, collective bargaining, government legislation and top management
philosophy regarding pay and benefits. A good compensation package is a good motivator.
Hence, the primary responsibility of the HR manager is to ensure that the company's employees
are well paid. Other objectives of compensation include; to attract capable applicants; retain
current employee so that they don't quit; motivate employees for better performance; reward
desired behavior; ensure equity; control cost; and facilitate easy understanding by all i.e.
employees operating manager and HR personnel (Robbins, 2009).
How work environment influence the employee performance in MTRH
The study sought to investigate how work environment influences the employee performance in
the health sector. The findings are as illustrated by the table 4.6;
Table Work Environment
Key: SD – Strongly Disagree, D – Disagree, UD – undecided, A – agree, SA – Strongly Agree
How the work environment
influence the employee
performance in MTRH
SA
A
UD
D
SD T M
Good work environment
promotes employee
commitment to an
organization
F
81 91 31 21 21 245 3.78
%
33.06 37.14 12.65 8.57 8.57 100 75.51
Good working environment
keeps employees focused
F
67 98 42 38 1 245 3.80
%
27.35 40 17.14 15.51 0.41 100 75.92
Better work environment is
essential for employee
development
F
51 84 24 61 25 245 3.31
%
20.82 34.29 9.80 24.90 10.20 100 66.12
Work environment contributes
to employees job satisfaction
F
71 89 12 45 28 245 3.53
%
28.98 36.33 4.90 18.37 11.43 100 70.61
Source: Field work (2022)
The study findings revealed that 75.95% (mean= 3.90) of the respondents strongly
agreed that good working environment keeps employees focused, while 75.51%
(mean=3.78) strongly agreed that good work environment promotes employee
commitment to an organization. Moreover, 70.61% (mean= 3.53) strongly agreed Work
environment contributes to employees job satisfaction, and 66.2% (mean= 3.31)
strongly agreed that Better work environment is essential for employee development.
From the findings it can be concluded that majority of the respondents agreed that good
working environment keeps employees focused.
These findings concur with those of Brill (1992) who estimated that improvements in
the physical design of the workplace may result in a 5-10 percent increase in employee
productivity. His study further argues that increasingly an organization‟s physical
layout is designed around employee needs in order to maximize productivity and
satisfaction. They argue that innovative workplaces can be developed to encourage the
sharing of information and networking regardless to job boundaries by allowing
communication freely across departmental groups.
Another study by Statt (1994) argues that the modern work physical environment is
characterized by technology; computers and machines as well as general furniture and
furnishings. To achieve high levels of employee productivity, organizations must ensure
that the physical environment is conducive to organizational needs facilitating
interaction and privacy, formality and informality, functionality and cross-disciplinarily.
Consequently, the physical environment is a tool that can be leveraged both to improve
business results and employee well-being. Ensuring adequate facilities are provided to
employees, is critical to generating greater employee commitment and productivity. The
provision of inadequate equipment and adverse working conditions has been shown to
affect employee commitment and intention to stay with the organization as well as
levels of job satisfaction and the perception of fairness of pay.
