Empirical Analysis on motivation and employee performance
Job Switching and Staff Turnover
At Mount Kenya University, Ajusa and Atambo (2016) performed research on the impact of job rotation on
organizational productivity. The sample size was calculated using Slovin's formula and was 288 respondents.
For the investigation, a probability sampling design was used. Study results based on regression model value
that 83.6% of the changes in the dependent variable could be explained by the tested variables. This finding
shows that organizational productivity is influenced by employee engagement, motivation, and training and
development.
Adjei (2014) investigated the effects of job rotation on workers' performance using Utrak Financial Services
Limited as a case study. Additionally, structured interviews were used to gather data. According to the
report, job rotation is a crucial program for enabling employees to learn new skills, improve staff efficiency,
form new connections within the firm, and gather knowledge necessary for future career advancement.
Respondents, however, complained that they were left out of the implementation process. They also disclose
that the program's biggest problems included employee opposition, resistance from superiors, and a lack of
proper training prior to an employee being transferred to a new area. When interviewed, the job rotation
program participants showed a high level of satisfaction with it. The survey found that the respondents
valued the efficiency of their organization's work rotation program.
Coaching and Employee Turnover Bweng (2014) studied how the Co-operative Bank of Kenya's employees
felt coaching affected their performance. Both primary and secondary data were employed in the
investigation. Through the use of a questionnaire, primary data was gathered from line managers and the
employees who report to them. The essential players in controlling and coaching employee performance
were involved in this approach of data collection, making it the most suitable. The study gave managers and
coaches insight and supports the notion that they are open to the advantages of a coaching style of
management, which has the potential to change workplace dynamics.
Productivity
The study did discover that since coaching began, employee performance at the bank as determined by the
quarterly performance reviews had improved. The total bank performance, as determined by the key
performance metrics, has increased over the past four years, which confirms this.
Chumo et al. undertook a study on the impact of on-the-job training on employee satisfaction at the Kapsara
tea industry in 2017. Using the random sampling technique, 60 employees of the Kapsara Tea Factory were
chosen as a sample. In order to determine the association between the variables, the study used a descriptive
research approach. The data analysis made it clear that training through mentoring has a significant impact
on employee job satisfaction and retention. In order for employees to feel satisfied with their work, it is
crucial to maintain them competent in it. The study concluded that training is essential for an organization's
employee satisfaction, productivity, and retention.
Tutoring and Staff Turnover
In Nairobi's private businesses, Ndungu (2016) conducted a study on the impact of mentoring on employee
career advancement. Human resource managers participated in this survey as respondents. The demographic
information of the respondents was examined using descriptive statistics, frequencies, and percentages. The
findings indicate that, when controlling for all other variables, a unit increase in the mentoring function will
result in 0.345 unit improvements in staff members' career success scores. The probability value of 0.607
suggests that mentorship has an impact on staff members' job achievement. According to the study, there is a
link between employee career success and mentorship.
Ngari (2015) evaluated the impact of in-service training on worker performance in a case involving Nairobi
County, Kenya's lower courts of justice. The study used a descriptive survey approach that included both
paradigms for qualitative and quantitative research. The target group consisted of 203 members of the
judiciary, including magistrates, head of stations, and paralegal staff. According to the report, the majority of
workers have received on-the-job training in the form of job rotation, coaching, and mentoring. It has been
discovered that mentoring has a favorable impact on performance by raising skill levels, productivity, and
customer happiness.
The impact of employee career development programs on employee commitment at Oxfam International,
Kenya, was examined by Appointment on Acting Capacity and Employee Turnover Ondimu (2013). A
survey study methodology was the most effective method for analyzing the research issue, and primary data
were gathered utilizing a likert scale questionnaire. The survey concluded that employees are devoted to
Oxfam and are willing to work and stay with Oxfam as an employer, and that Oxfam International in Kenya
does have and really conduct career development initiatives focused at advancing the careers of its
employees. The managers believe that there is a connection between employee career development programs
and employee commitment and that having such programs has a beneficial impact on such commitment.
At the Nairobi City County Government, Mohamed (2015) performed research on the perceived relationship
between career advancement and employee commitment and engagement. The chosen study design was a
descriptive survey. 443 employees of the Nairobi County government made up the study's target
demographic. The sample size is determined using the stratified random sampling procedure. According to
the study, professional development techniques (career planning,)
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