Other special knowledge, talent or skill other than those of the current job
Respondents were asked to rate the other type of skills they have other than those of their current
job. 85% stated that they have other skills other than those of their current job. Table 4.21 shows the
respondents’ rating of these skills.
Table 4.21 Respondent’s rating of his other skills, talents or special knowledge
Rating level Frequency Percent
Cumulative
Percent
Sufficient 10 3.5 4.0
Satisfactory 39 13.5 19.8
Good 67 23.3 46.8
Very good 85 29.5 81.0
Excellent 47 16.3 100.0
Total 248 86.1
Cronbach alpha coefficient = 0.89
From Table 4.21, 29% of the respondents had a rating of very good on other skills, 23% had a
rating of good, 16.3% had a rating of excellent, 13.5% had a rating of satisfactory. 3.5% had a
rating of sufficient. This implied that majority of the respondents had other skills and talents other
than those to the current job tasks. Multiskilling improves the performance of individual
employees making them more productive. Only a few have had insufficient skills other than their
routine skills.
Respondent’s professional training level
The study sought to establish the respondent’s professional level of training. Professional level of
training determines both the level of skills and task performance of an individual. Table 4.22 shows
the respondent’s level of training.
Respondents’ level of training
Level of training Frequency Percent Cumulative Percent
Artisan 17 5.9 5.9
Technician 186 64.6 70.5
Technologist 85 29.5 100.0
Total 288 100.0
From the Table 64.6% of the respondents were technicians by profession, 29.5% were
Technologists and 5.9 % were artisans. This implies that majority of employees in state
corporations are technicians followed by technologists and the minority were artisans.
Summary of Employee Competence
The scores of the variable employee competence were computed to come up with a simple
average of the scores in each component. Table 4.23 presents a summary of Employee
competence as shown in the study.
Distribution of Employee competence
Sub components
N
Mean Std. Deviation
Education level of employees 288 3.964 0.9716
•Respondents skills level
•Training
•Experience
Average score on
288
288
288
4.097
4.102
3.712
0.896
0.742
0.782
0.8479
288 3.968
Cronbach alpha coefficient = 0.764
This analysis shows that the level of employee competence in Kenyan state corporations was rated as
high by respondents (mean 3.968and SD 0.8479). The respondents by consensus rated the level of
employee competence as high, shown by the standard deviation recording less than 1. Respondents
level of training scored the highest (Mean 4.102, SD 0.782) followed by skills level (Mean 4.097,
SD 0.934), educational level of employees (Mean 3.964, SD 0.934) and Training (Mean 3.712, SD
0.782). In these four sub variables, respondents agreed by consensus in rating employee competence
in their organization as high. The analysis implies that respondents by consensus rated the level of
employee competence in their organization as high as shown by the mean and standard deviation in
the four sub variables. Generally, the level of employee competence in Kenyan state corporations is
high. It should also be noted that respondents rated by consensus in their views about the employee
competence in their organization. This was indicated by the standard deviations in all responses
being below 1. This is explained by the fact that different state corporations provide different levels
of training and hire different quality of staff in various departments as there are no fixed guidelines
and standards to control the training type and conditions for hiring in state corporations.
Employee Performance
According to David (2010), employee performance is the ability of an employee to carry out a piece
of work, duty or expected tasks according to an established standard. Campbell (2013) defines
employee performance as an individual level based variable or tasks, a single person does in an
organization. In this study, employee performance was the depended variable. It was necessary to
establish the respondents’ perception of their performance in State Corporations before determining
the relationship it has with other variables. This section analyses employee performance in Kenyan
State Corporations. A five point likert scale from 1 – 100% was used to measure performance. A
score of ≤ 1.5 was interpreted to mean 1 – 20%. 1.5 to ≤ 2.5 meant 21 – 40% and a score of 2.5 to ≤
3.5 was interpreted to mean 41 – 60 whereas 3.5 to ≤ 4.5 meant 61 – 80%. A score of ≥ 4.5 meant 81
– 100%.
,
This interpretation is based on what was recommended by Rotter (1966). A standard deviation of ≤ 1
was interpreted to mean that respondents had a consensus in the rating of the statement while a
standard deviation greater than 1 was interpreted to mean that the respondents were indifferent in their
perceptions regarding the statement (Muindi, 2014). There were 16 statements used to measure the
levels of employee performance that were specific. The respondents were given guidelines on the
rating system for efficient results. The statements were divided into two sections to measure two
aspects of employee performance namely Task performance and contextual performance.
Task Performance
Task performance is an individual’s proficiency that he uses to perform specific activities that lead to
organization technical areas of work. Campbell (1990) posits that task performance is measured in
terms of job specific task performance and non - job specific task performance. Job specific task
performance included attendance at place of work, attendance of departmental meetings, completing
tasks within the set time, achieving individual targets, achieving group targets, ability to meet deadlines
as set by the supervisor and ranking of target achievements among other workers. Respondents rated
themselves in each of the task performance areas. Table 4.24 shows the respondents ratings on task’
performance.
Means and Standard Deviations for measures of task
performance
Task performance
N
Mean Std. Deviation
Specific task performance
1. Attendance at place of work
2. Attendance of
departmental meetings
3. Completing tasks within the set
time
4. Achieving individual targets
5. Achieving group targets
6. Ability to meet deadlines
as set by the supervisor
7. Ranking in target
achievements among
other workers
Respondents average score of
task performance
288
288
288
288
288
288
288
288
4.53
4.12
4.35
4.42
4.17
4.42
0.717
1.134
0.809
0.733
0.829
0.774
4.23 0.793
4.35 0.827
Cronbach alpha coefficient = 0.876
Respondent’s rating of attendance at the place of work had a mean of 4.53 and standard deviation of
0.717. This implied that the rate of attendance in the respective organizations was very high. On
attendance of departmental meetings, the mean was 4.12 and the standard deviation was 1.134. This
implied that the respondents were indifferent on the extent to which they rated their attendance of
departmental meetings but however highly rated it. Completing tasks within the set time recorded a
mean of 4.35 and a standard deviation of 0.809. This was a high rating by consensus. Achieving
individual and group targets scored mean of (4.42, SD 0.733) and (4.17, SD 0.829) respectively. This
was also a high rating by consensus. Ability to meet deadlines as set by the supervisor was rated high
(4.42, SD 0.774). The respondents rating for Ranking in target achievements among other workers was
(4.23, SD 0.793). Based on the analysis of the overall respondents rating on task performance, it was
rated highly by consensus.
The analysis above implies that the State Corporation employees perform highly in Task
performance in terms of attendance at the place of work, attendance at departmental meetings,
completing tasks within the set time, achieving individual and group targets, ability to meet
deadlines as set by supervisor and ranking target achievements among other workers. The average
rating on task performance was high and rated by consensus implying that task performance in state
corporations was high. There was no major variation in the responses as shown by standard deviations
of all statements which ranged between 0.717 and 0.829. This analysis implies that there is a good level
specific job task performance among the employees in State Corporations especially in regard to
attendance at the place of work, ability to meet deadlines and achieving individual targets.
Contextual Performance
Refers to activities that support the organizational social and psychological environment (Borman
and Motowidlo, 2017). These activities are subdivided into, teamwork, effort and personal
discipline. a) Teamwork
Respondents were asked to rank their performance in terms of teamwork. The measures were;
following organization rules and procedures, volunteering for additional work, assisting and
cooperating with coworkers, endorsing and following organization objectives. Table 4.25 shows the
respondents rating of the measures of sub variables.
Means and Standard Deviations of measures Contextual performance
Contextual performance
N
Mean Std. Deviation
Teamwork
Following organization rules
and procedures
288 4.45 0.745
Volunteering additional work 288 4.25 0.840
Assisting and co-operating
with coworkers
288 4.45 0.722
Endorsing and following
organization objectives
288 4.44 0.730
Respondents average score
on teamwork
288 4.398 0.759
Cronbach alpha coefficient = 0.8
Team work was measured using four sub variables or items shown above. Following organization
rules and procedures (mean 4.45, SD 0.745) and assisting and co-operating with coworkers (mean
4.45, SD 0.722) recorded the highest mean scores on teamwork. Volunteering additional work (mean
4.25, SD 0.84) and endorsing and following organization objectives recorded (mean 4.44, SD 0.730)
recording the lowest mean scores. The standard deviation in all the sub variables was less than 1.
This analysis implied that the level of teamwork in state corporations was very good especially in
following organization rules and procedures (mean 4.45, SD 0.745) and assisting and co-operating
with coworkers (mean 4.45, SD 0.722) and respondents agreed with this by consensus. The average
score was high (mean 4.398, SD 0.75) implying that state corporations have a high level of
teamwork.
b) Employee Effort
Dedication to the job, interpersonal facilitation, trust in the organization management, intentions to
stay in the organization longer and attitude towards the system of setting and achieving targets are
the variables that were used to measure effort. Table 4.26 shows the respondents rating of the sub
variables.
Table 4.26 Measures of Employee effort
Contextual performance
N
Mean Std.
Deviation
Effort
Dedication to the job 288
288
288
288
288
4.55
4.34
4.17
4.10
4.29
0.731
0.807
0.935
1.057
0.88
Interpersonal facilitation
Trust in the organization management
Intentions to stay in the organization longer
Average respondents rating on effort
Cronbach alpha coefficient = 0.789
Table 4.26 reveals that the overall respondent’s performance on effort was rated good (mean 4.29,
SD. 0.8). Dedication to the job (mean4.55, SD 0.731) and interpersonal facilitation (mean 4.34, SD
0.807) recorded the highest performance rating. This was followed by Trust in the organization
management (mean 4.17, SD 0.935) and intentions to stay in the organization longer (mean 10.7, SD
1.057). The standard deviations of all the statements ≤ 1 showed that there was no major variation in
the responses as respondents gave their ratings by consensus. An exception is the statement,
intentions to stay in the organization longer which recorded a standard deviation of ≥ 1, implying
that respondents were indifferent about the statement. This implied that employees of state
corporations are dedicated, trust in the organization management and have interpersonal skills. The
level of effort in state corporations was high as evidenced in average rating which was high.
a) Personal discipline
Respondents were asked rank their performance in terms of level of personal discipline.
Table 4,28 shows the respondents rating on discipline. The results are indicated below the
table.
Table 4.27 The Measures of Personal Discipline
Personal Discipline
N
Mean Std. Deviation
Volunteering additional work
Intentions to stay in the organization longer
Your attitude towards the system of setting and
achieving targets
288
288
288
4.25
4.14
,
4.14
4.176
0.840
0.991
0.991
0.940
Average performance rating on personal 288
discipline
Cronbach alpha coefficient = 0.740
Volunteering additional work scored highly as it recorded a mean of 4.25 and Standard Deviation
of 0.840. Both Intentions to stay in the organization longer and employees’ attitude towards the
system of setting and achieving targets recorded a mean of 4.14 and a Standard Deviation of
0.991. On the average, the respondents rated themselves good on the activities that support and
enhance the organizational social and psychological environment (contextual performance)
scoring a mean of 4.176 and a standard deviation 0.940. There were no major variations in the
responses as shown by standard deviations of the three statements. The SD was not more than 1in all
the cases. This analysis implies that employees in Kenyan State Corporations are good on the
activities that support the organizational social and psychological environment
(contextual performance) scoring a mean of 4.176 and a standard deviation 0.940.
