Employee Participation and Empowerment
Employee participation and empowerment is believed to influence employee performance.
Employee Participation is a philosophy and a HRM practice undertaken by organizations to give
their employees a chance to make decisions that directly affect their welfare, workplace
environment and jobs, while employee empowerment on the other hand is a corporate structure
that mandates non-managerial employees to make autonomous decisions. Each one of the two is a
mutually, distinctive and exclusive practice, though the benefits are similar. The benefits of
employee participation and empowerment include increased morale, healthier coworker
interrelationships, creative thinking, and more productivity as employees feel part and parcel of
the organization. Respondents were asked to rate employee participation and empowerment in
their organization. A set of twelve statements were used to measure the respondents’ perception
relating to the variables under the human resources management practices.
Table 4.12 Means and Standard Deviations for measures of employee participation and
empowerment
Employee participation and empowerment
N
Mean Std.
Deviation
Questionnaire 288 147.65 84.804
My organization has put in place formal channels
that allow employees to express their views and
opinions before decisions are made
288 3.07 1.149
The management maintains a good
relationship with employees
288 3.46 .980
Formal procedures are undertaken to ensure
officials don't allow personal biases to affect their
decisions
288 3.24 1.032
Communication between management and
employees is highly commendable
288 3.26 1.131
Formal means by which employees
challenge decision they feel are unfair or
erroneous
288 2.95 1.201
The way Management communicates change to
its employees is highly accepted by the
employees
288 3.13 1.079
Employees are given adequate opportunities to air
their views, comments and complains
288 2.93 1.108
Employees get timely and adequate feedback on
their complains and grievances
288 2.82 1.075
Managers meet with employees to identify and
recommend solutions regularly
288 2.93 1.158
Involvement of employees in decision making is
highly acceptable by the employees
288 2.83 1.110
Managers seek employees’ views before
making decisions on regular basis
288 2.54 1.119
Level of powers given to employees in decision
making is high
288 2.59 1.120
Average score 288 2.73 1.112
Cronbach alpha coefficient = 0.936
Results in Table 4.12 reveal that the mean score for Employee Participation and Empowerment
was 2.73. This was interpreted to mean moderate extent. It shows that respondents rated the extent
to which HRM practices (Employee Participation and Empowerment) are carried out in
their organization as moderate. Generally, the respondents were indifferent to the extent at which
they rated human resources management practices in their organizations (Mean 2.73. SD 1.112).
Respondents were asked whether formal channels that allow employees to express their views and
opinions had been put in place by their organization before decisions are made. This item had a
mean of 3.07 and a standard deviation of 1.149, implying that State Corporations in Kenya had
fairly or moderately put in place channels and mechanisms allowing employees to express their
views and opinions a head of decisions. However, the standard deviation reveals that a few
respondents differed with the view of the majority.
On the fact that management maintains a good relationship with employees, the mean was 3.46
and a standard deviation of 0.980. This means that the management had fairly good relationships
with employees which provided a good working environment to enhance employee performance.
Formal procedures were moderately undertaken to ensure officials don't allow personal biases to
affect their decisions (Mean 3.24, SD 1.032). Communication between management and
employees was rated as moderate by respondents on their perception about the statement (Mean
3.26, SD 1.131).
Respondents rated as moderate the statement that, there are formal means by which employees
challenge decisions they feel are unfair or erroneous but were indifferent about it (Mean 2.95, SD
1.201). The statement “the way Management communicates change to its employees” is highly
accepted by the employees as it was rated as moderate by respondents (mean 3.13, SD 1.079)
implying that the communication was accepted by employees. The mean and standard deviation
of the statement, Employees are given adequate opportunities to air their views, comments and
complains was (2.93, SD 1.108) implying there were fair opportunities for employees to air their
views, comments and complains and employees get timely and adequate feedback on them
complains and grievances (mean 2.82, SD 1.075).
Respondents were also asked to rate the statement Managers meet with employees to identify and
recommend solutions regularly. The response was (mean 2.93, SD 1.158) implying fair/moderate
rating. Involvement of employees in decision making was also rated as fair or moderate (mean
2.83, SD 1.110). The statement Managers seek employees views before making decisions on
regular basis was rated fair / moderate (2.34, SD 1.119) and the level of powers given to
employees in decision making was rated as moderate/fair (Mean 2.59, SD 1.120) implying that
employees of state corporations are moderately or fairly involved in decision making. This
analysis implies that on average respondents rated as moderate the practices of employee
participation and empowerment in Kenyan state corporations. This is especially so with
involvement of employees in decision making, managers seeking employees views before making
decisions and employees are given adequate opportunities to air their views, comments and
complains. It can be seen that in all statements, the standard deviation was more than one except
for the statement management maintains a good relationship with employees which was rated
highly by consensus. The standard deviation averagely ranged from 1.03 to 1.58. This means that
there was no consensus in the way the respondents felt about the practices of employee
participation and empowerment in their organizations.
4.1.1 Employee Training and Development
Respondents were to state the extent to which training and development was carried out in their
organizations. Employee training and development has been believed to influence employee
performance. Meir Liraz, (2015) suggested reasons for conducting training among workers as
follows. Training equips employees with specific knowledge or skills to enhance their
competence and task performance. General benefits from employee training and development are;
Boosting morale and job satisfaction among workers, improved motivation for employees,
efficiency in task performance, resulting in increased income, and increased levels to adopting
new technologies and techniques, increased innovation in production strategies, lower employee
turnover, improved organization image, such as training ethical issues, risk management, sexual
harassment and diversity training leading to financial gains. A study by Alum (2013) found out
that training and development significantly improved employee performance. Development on
employee’s future performance, rather than an immediate job role. Table 4.13 shows an analysis
of the responses.
Table 4.13 Means and Standard Deviations for measures of employee training and
development
Employee training and development
N
Mean Std.
Deviation
Training facilities offered by the organization for
its employees are of high standards.
288 3.31 1.115
The organization offers training programs
to various categories of employees
288 3.52 1.142
Effect of training programs organized by
the organization on employee performance
288 3.09 1.194
Effect of further external training programs
on employees performance
288 3.05 1.205
Study leave granted to employees seeking
for further training /education
288 3.40 1.318
1.382
1.271
1.087
1.170
1.190
1.122
The organization sponsors employees for 288 2.92
further training/education
The newly appointed employees undergo a 288 3.38
comprehensive orientation program
The implementation of human resource 288 3.08
management policies by management is done
fairly
The employee manual is effective on 288 3.24
elaborately stipulating what is required of each
employee
programs have personally helped 288 3.39
employees to master the required tasks of their job
Average score
288 3.19
Cronbach alpha coefficient = 0.928
The results in Table 4.13 show an overall Mean score of 3.19 on employee training and development
in state corporations. The standard deviation was 1.122. This implies that respondents were fair or
moderate on rating how employee training and development was conducted in their organizations.
Respondents were indifferent about the extent to which employee training and development was
carried out in their organizations. Training facilities offered by the organization was fairly rated
(Mean 3.31, SD 1.115). Employees rated the Effect of training programs organized by the
organization on employee performance as moderate /fair (mean 3.09, SD 1.104). Organizations offer
training programs to various categories of employees on a large extent as shown by the mean of 3.52
and SD 1.142. On organizations offering training programs to various categories of employees, the
result was (mean 3.52, SD 1.142) implying that employees were indifferent about the extent to which
their organizations offered training programs to various categories of employees. They gave a
moderate/fair rating. On the effect of training programs organized by the organization on employee
performance the rating was moderate or fair (mean 3.09, SD 1.19) meaning that the training programs
offered had an effect on employee performance. The same effect was experienced in the effect of
further external training programs on employee performance (mean 3.05, SD 1.205).
,
Study leave is moderately granted to employees seeking for further training /education (mean 3.40,
SD 1.318), implying that employees were indifferent about the extent to which the study leave is
granted. The same result was experienced in the statement that the organization sponsors employees
for further training/education (mean 2.92 and SD 1.382). The newly appointed employees undergo a
comprehensive orientation program to a large extent (mean 3.38, SD 1.27) though the employees
were indifferent about the extent. The implementation of human resource management policies by
management is done fairly. This statement was rated moderate by respondents (mean 3.08, SD
1.087). The statement, Employee manual was effective on elaborately stipulating what is required of
each employee was rated moderate by respondents (mean 3.24, SD 1.170).
This analysis implies that on average respondents rated as moderate the extent to which training and
development were carried out in Kenyan State Corporations. This is especially so with training
facilities offered by the organization, the effect of training programs on employee performance and
the effect of external training programs on employee performance. The organization offering training
programs to various categories of employees was rated the highest (Mean 3.52 and Std deviation
1.142). It can be seen that in all statements, the standard deviation was more than one. The standard
deviation averagely ranged from 1.087 to 1.382. This means that there was no consensus in the way
the respondents felt about the extent to which training and development programs are carried out in
their organizations. Averagely training and training programs are moderately carried out in Kenyan
state corporations.
4.1.2 Adequate and Fair Compensation
Adequate and fair compensation influences employee performance. Satisfaction of employees in
Salem Steel Plant, is a complete look at how the organization can improve their efforts and measures
towards enriching the employees to achieve better employee performance and increased productivity
from the employees, through adequate compensation hence bringing in profits to the company
(Gohsh, 2015). Table 4.14 shows the analysis of the responses on adequate and fair compensation.
Table 4.14 Means and Standard Deviations for measures of adequate and fair compensation
Adequate and fair compensation
N
Mean Std.
Deviation
Your Pay is in accordance with your qualification
and experience
288 2.82 1.287
Your Exerted efforts in terms of performance is equivalent
to your pay
288 2.69 1.277
Your Monthly payment is in line with the market rates 288 2.65 1.303
Your job provides financial security 288 3.12 1.294
Your Compensation reward is fairly distributed to all
employees in the organization
288 2.74 1.301
You are Satisfied with the rewards received for extra work
done outside normal working hours
288 2.52
3.51
2.86
1.312
1.210
1.283
Your Goals and aims are clear on why you do the job 288
Average score 288
Cronbach alpha coefficient = 0.904
As shown on Table 4.14, adequate and fair compensation are provided in Kenyan state corporations
with respondents rating it as fair or moderate despite indifferences among the same respondents
(mean 2.86, SD 1.283). Respondents agree that their Pay is in accordance with their qualification
and experience (mean 2.82, SD 1.287) and that their exerted efforts in terms of performance is
equivalent to their pay (mean 2.69, SD 1.277) both of which they rate as moderate. On their
Monthly payment being in line with the market rates, respondents are indifferent on the extent to
which the pay is in line with market rates but rate it as fair or moderate (mean 2.65, SD 1.303). The
same situation was seen in the statement your job provides financial security (Mean 3.12, SD
1.294).
Respondents are moderately or fairly satisfied with the rewards received for extra work done
outside normal working hours (mean2.52, SD 1.32) and that their goals and aims are to a large
extent clear on why they do the job (mean 3.51, SD 1.210). This analysis implies that on average
respondents rated as moderate the adequacy and fairness in the compensation provided by in
Kenyan State Corporations. In particular, their pay being in accordance with their qualification and
experience, their job providing financial security, their monthly payments being in line with the
market rates. In all statements, the standard deviation was more than one. The standard deviation
averagely ranged from 1.21 to 1.312. This means that there was no consensus in the way the
respondents felt about the adequacy and fairness of the compensation given to them by their
organizations. However, they rated the provision of adequate and fair compensation as moderate.
