Results and findings on Employee performance in the Private Security Industry
BUSI 240-Organizational Behavior 1
Liberty University
2022
Employee performance in the Private Security Industry
The study sought the perception of the study respondents on each statement given, with
specific period of assessment of performance from 2015 – 2017. Table 4.19 shows that
majority of the study respondents, 76(50.67%) agreed that in their view employee value
proposition is good and they are satisfied with the organisation, 28(18.67%) of the study
indicated that strongly disagree, 21(14%) of the study respondents indicated that are never
satisfied and only 8(5.34%) of the study respondents indicated they strongly agree that
there is employee value proposition.
The result shows that employee value proposition had a mean of 3.82 and SD of 0.6,
implying that the study respondents indicated that they feel that there is employee value
proposition, and that they are happy with their organisation/employers. Ferreira (2016)
conducted a study on the role of employee value proposition and corporate brand on talent
attraction, and found that corporate brand contributes to 5%, affiliation 23%, work content
23% and career development contributes to 21% in employee performance. The study
results, therefore, indicate that employee value proposition is a key driver of performance.
The study results presented shows that majority 80(53.69%) of the study respondents
indicated they agreed that they offer good service delivery and that they retain existing
customers, 60(40.27%) indicated that they retain and acquire new clients and 5(3.36%)
disagreed that they retain existing and acquire new customers. Service delivery had a
mean of 3.92 and SD of 0.7. This implies that the respondents indicated that they provide
good services. Murunga (2014) sought the views of the clients in the PSI sector on the
priority areas for improved service delivery in the sector. Majority (70%) of those
interviewed cited salary, job security and favourable working hours as factors that will, will
enable the firms perform much better. Githinji (2014) in their study on effect of staff
turnover on financial performance of private security firms in Kenya found that 58% of the
study respondents indicated that decline in quality of service is due to employee turnover
in the PSI.
The study results given in Table 4.20 also shows that 65(42.33%) of the study respondents
strongly agreed that their work environment is good, 55(36.67%) agreed the work
environment is good and 19(12.67%) indicated that the work environment is not good. The
workplace ergonomics had a mean of 2.58 and SD of 1.24 implying that the respondents
indicated that their work environment is good. However, those working during night shift
indicated that work environment was not good. Wekesa et al., (2013) noted that working
conditions and poor pay are the main causes of poor employment relationship leading to
strikes in PSI. However, the study by Esin (2011) on job satisfaction of the private security
guards, revealed that about one quarter (27.4%) of the study respondents indicated that they
do not feel safe in the workplace.
The study results presented in Table 4.20 shows that 90(60.0%) o respondents the study
indicated that they agree that customer complaints have reduced, while 41(27.33%)
indicated that strongly agree that customer complaints have reduced. The results imply that
87.33% indicated that the customer complaints have reduced and 14(9.33%) of the study
respondents indicated that customer complaints have not reduced. The results also show
that customer complaints had a mean of 3.58 and a SD of 0.77, implying that good
customer service reduces customer complaints, and enhance employee performance in PSI.
The results concurs with that of Njambi (2013) who carried out a study on effects of
internal customer satisfaction in the insurance industry in Kenya and found that customer
satisfaction greatly influence service delivery and employee performance with a mean of
3.77.
The study results summarized in Table 4.20 shows that 109(72.67%) of the study
respondents indicated that they are given opportunity to come up with ideas to create new
products, 19(12.67%) of the respondents indicated that they disagree that they are given
opportunity to innovate or come up with new ideas while 9(6%) of the respondents
indicated that agree that the organization give them opportunity to innovate. Product
innovation had a mean of 3.68 and SD of 0.76. Product innovation is a driver of employee
performance. This is supported by Sharabati, Shwqia and Bontis, (2010) in their study
adopted these indicators of employee performance with success: service delivery, reduced
customer complaints, workplace ergonomics and product innovation. Table 4.19 shows
employee performance indicators.
Employee performance in the PSI
Employee
performance
N
SA
%
A
%
N
%
D
%
SD
%
Mean Standard
deviation
Employee V. P. 150 5.34 50.67 14.00 11.33 18.67 3.82 0.6.
Service delivery 150 40.27 53.69 2.01 3.36 0.67 3.92 0.7
Workplace E. 150 43.33 36.67 12.67 3.33 4.00 2.58 1.24
Customer comps 149 27.33 60.00 9.33 0.67 2.67 3.58 0.77
Product Innovation. 150
4 6
4.67 12.67 72.67 3.68 0.76
The study results schematized in Figure shows the strength of employee performance
based on the study indicators. The results show that 93.96% of the study respondents
indicated that their services have improved, while 87.33% indicated that the customer
complaints have reduced. The results concurs with that of Druta, (2017) who found that
50% of the respondents indicated that developing a unified customer engagement
strategy is critical to the success of the organizations.
The study results presented in Figure 4.11 show that 80% of the study respondents
indicated that workplace ergonomics is favorable. Kaliannan and Adjovu (2015), in
their study found that employees believe that work environment contributes to 86.9%
of employee engagement and good supervision contributes 86.3% to employee
engagement. The results by the researchers are highly supportive of workplace
ergonomics and its contribution in employee performance.
The data presented in Figure 4.11 shows that, 56.01% of the respondents agreed that
employee value proposition is good, and 10% indicated they have opportunities for
product innovation. This implies that the PSI needs to improve on product innovation
and employee value proposition among other factors, as well as improving on service
delivery and, customer complains. To support the study results, Deloitte (2017) noted
that for business and HR leaders, the new models for value creation are: hiring,
employee engagement, productivity and product innovation. The wake-up call, is that
organizations have to adopt these models or risk falling behind.
Respondent’s Views on Employee Performance in PSI, Period 2015-2017
(i) Qualitative analysis on how to improve employee performance in PSI
The study respondents were asked to give their views on what can be done to improve
performance of the PSGs and PSI in Kenya. Figure 4.12 shows that majority
49(32.89%) of the study respondent indicated that they need improved terms and
conditions of employment. The results differ with that of Githinji (2014) who found
that 55.2 % of the respondents in PSFs agreed that the working conditions are good.
The study results presented in Figure 4.12 shows that 45(30.20%) of the study
respondents indicated that they need standardized training with their preferred training
institution being NYS and TVET or any other government owned training institution.
The result concurs with the findings of Omolo (2015) who observed that training of
the guards should be standardized. The key informant interviewees also indicated that
terms and conditions of employment should be improved, with a clear framework in
place under Private Security Regulatory Authority and Protective Security Act of 2016.
As presented in Figure 4.12, 24(16.11%) of the study respondents, indicated they
would like their workplace ergonomics to be improved. This concurs with the study
results by Githinji (2014) who found that 24.1% indicated that working environment
are not good and should be improved. Good working conditions enhance employee
engagement and performance. The argument is supported by Kaliannan and Adjovu
(2015) who in their study found that employees believe that work environment
contributes to 86.9% on employee engagement.
The study result in Figure 4.12 also found that 21(14.09%) of the study indicated that
they need job security in the sector and 5(3.36%) of the study respondents indicated
that generally HR practices should be improved in the PSI. The study results indicated
that a few 2(1.34%) of the study respondents indicated that they would like Public
Private Partnerships (PPP) enhanced to enhance communication, by providing services
such as street CCTV, clear framework for communication, and communication
equipments. This also concurs with the study findings of Ouma (2014) who found that
9(22.5%) they need to improve collaboration between the police and the private
security guards.
In addition, Gatoto et al.,(2015) in their study indicated that use of technology,
organized structures and strategies can enhance performance in the PSI. The key
informant interviewees noted that there use of technology and establishing common
understanding of what the Private Security Guards are supposed to do is imperative,
and that the government has embraced IT by implementing street CCTV.
The study results also showed that a few 2(1.34%) of the study respondents indicated
that the government should take initiative to request employers to give workers clear
job descriptions and also opportunity for further studies to enhance their career
development. Only 1(0.067%) indicted they need paralegal training and exchange
programs occasionally to promote capacity building since their role complements
government security services. The key informant interviewees conducted in the current
studies indicated that a clear registration framework, and categorizing the guards – in
clusters, to serve various levels or classes of customers will help in determining wages
and improve conditions of employment. The respondents also noted that clarifying
expectations and continuous capacity building will enhance performance in the sector.
Figure 4.12 shows the factors than enhances performance.
Factors that can enhance performance in PSI
Factors that can enhance performance in PSI
