Summary of the study findings on Influence of Employee Engagement on Employee Performance
BUSI 240-Organizational Behavior 1
Liberty University
2022
Influence of Employee Engagement on Employee Performance
The study sought to assess the influence of employee engagement on employee performance in the
PSI in Kenya. The indicators that assessed included job design, work life balance communication,
total reward and use of IT systems to enhance employee engagement and performance. The study
found a weak positive correlation between employee engagement and employee performance with
a correlation coefficient of 0.2567.
The regression results presented in Table 4.26, shows that there is a statistically significant positive
relationship between employee engagement and employee performance, with the regression
coefficient of 0.232, t-value 2.79 and p-value of 0.006. This implies that the coefficient of
employee engagement is statistically significant at 1% level of significance. The study found low
levels of employee engagement. In summary, drivers for achieving sustainable employee
engagement requires a proper job design that provides autonomy, skills variety and even
opportunity for development, total reward, clear channel and improved two way communication. In
addition, work life balance and balanced workload helps in promoting employees better health and
wellness at work.
Determine the influence of Training on Employee Performance
The study sought to determine the influence of training on employee performance in the PSI in
Kenya. The indicators that were used to determine training includes: training needs analysis,
training design, training program, training implementation techniques and training evaluation
mechanisms. The study found that there is a weak positive correlation between training and
employee performance with the correlation coefficient of 0.176.
The regression result presented in Table 4.26 shows that there is a statistically significant
relationship between training and employee performance, with a regression coefficient of 1.112, t-
value of 2.63 and p-value of 0.010, According to the results, the coefficient of training is
statistically significant at 1 per cent level of significance. The study found inadequate training of
the guards at the time of engagement. In summary, relevant and adequate training is necessary and
that TNA should be conducted to assist in identifying the current training trend, training
requirements and materials needed. The firms also get the opportunity to anticipate the relevant
training required in future.
The effect of Talent Acquisition on Employee Performance
The study sought to establish the effect of talent acquisition on employee performance in the PSI in
Kenya. The study indicators used includes: hiring techniques, talent development, mechanisms, job
placement, IT systems applications and sources of hiring. The study found a weak positive
correlation between talent acquisition and employee performance, with a correlation coefficient of
0.1946.
The regression results presented in Table 4.26 shows that talent acquisition positive relationship
between talent acquisition and employee performance, with a regression coefficient of 0.038, a t-
value of 1.05 and a p-value of 0.294. According to the results, the coefficient of talent acquisition is
not statistically significant. The study found low level of talent acquisition and placement in the
sector. In summary, the integration of talent acquisition policies with the internal human resource
policies is imperative. The PSI could consider on- boarding and socialization as a way of reducing
labour turnover and enhancing employee performance and growth.
Influence of Knowledge Management on Employee Performance
The study sought to establish the influence of knowledge management on employee performance in
the PSI in Kenya. The indicators used includes: knowledge acquisition, collaboration and team
work, knowledge dissemination, information sharing, and IT systems. The measures of central
tendency, correlation coefficient and regression results were established. The study found a weak
positive correlation between knowledge management and employee performance, with a
correlation coefficient of 0.307.
The regression results presented in Table 4.26 shows that there is a statistically significant
relationship between knowledge management and employee performance with a regression
coefficient of 0.140, t-value of 2.31 and a p-value of 0.022. According to the results, the coefficient
of knowledge management is statistically significant at 5 per cent level of significance. The study
found low levels of knowledge management practices in the sector. In summary, knowledge
acquisition enhances capacity building, collaboration and team work is very key in the sector and
information sharing. The positive attributes of the indicators enhance performance and knowledge
management practices in the sector.
Influence of Skills Development on Employee Performance
The study sought to establish the influence of skills development on employee performance in the
PSI in Kenya. The indicators used includes: employability skills, skills matching, on- boarding, and
IT systems. The study found a weak positive correlation between skills development and
employee performance with a correlation coefficient of 0.305. The regression results presented in
Table 4.26 shows that there is a statistically significant relationship between skills development
and employee performance with a regression coefficient of 0.065, t-value of 2.03 and a p-value of
0.044.
This implies that a unit increase in skills development leads to 0.065 change in employee
performance. According to the results, the coefficient of skills development is statistically
significant at 5 per cent level of significance. The study found limited skills development initiatives
in the sector. The positive attributes of the study indicators showed that skills development
enhances employee performance.
Employee performance in the Private Security Industry
In summary, the study sought the perception of the study respondent in measuring employee
performance in the sector, for the period 2015-2017. The study found that customer services have
improved in the sector and, the work environment has also improved. However, a few of the guards
working in night shifts indicated poor working environment. In addition, most of the study
respondents indicated that they prefer their employers. This shows good levels of employee value
proposition. The study also found that many firms in the PSI have not embraced innovation by
involving their employees in idea generation and decision making. This implies low levels of
product innovation, creativity and awareness.
Conclusion
This section intends to restate the researcher’s arguments, and to help the reader understand why
the study was done, and why it matters or its relevance. The study sought to establish the influence
of human capital practices on employee performance in the PSI. Generally, human capital practices
are considered good practices that enhance employee performance in all industries.
Employee Engagement and employee performance
Employee engagement is a driver that enhances employee performance. It is imperative to note that
apart from salary or pay, employees needs other incentives such as house allowance, commuter
allowance, opportunity for career development, recognition and bonuses. Effective employee
engagement enhances employee performance, whereas disengaged employees have no incentive to
work and improve their levels of efficiency and effectiveness. The workplace can also stagnate if
workers have no reason to ever go above and beyond their basic responsibilities or call on duty.
This means that drivers for achieving sustainable employee engagement requires a proper job
design that provides autonomy, skills variety and even opportunity for development, total reward,
clear channel and improved two way communication. Work life balance and balanced workload
helps in promoting employees better health and wellness at work. The specific organizations
objectives should be clear and with effective supervision. Treating employees with dignity and
respect is important in promoting employee performance. In many situations, professionals in
human resource management fields argue that workers do not leave the organizations, but they
leave the supervisors or managers, hence employee engagement is key.
Training and employee performance
Training is a key driver that enhances employee performance. Training Needs Analysis is a key
tool for assessment and identification of the skills gaps to be filled. Given the kind of work the
security guards do, the training they get at the organization should identify and fulfill their skills
besides meeting expectations. The training programmes should be robust and relevant. The training
implementation techniques should be a blended approach since the guards need both classroom
lectures and fieldwork/demonstrations. Training evaluation should be conducted to help, identify
areas to be adjusted or reviewed.
Talent Acquisition and employee performance
Talent acquisition is a key driver of employee performance. Hiring the right skills for the right job
at the right time is a good practice that every organization aspires to be concentrating on to offer
job placement that is satisfying. By identifying hiring techniques as an indicator, the study sought
to establish if the organizations conducts personality traits interview and does background checks
when hiring security guards. Talent development involves identifying, attracting and developing
the right talent that conforms to the vision and the culture of the organization.
Attracting, recruiting, hiring and engaging the right talent, for the right job is what makes an
organization grow. To promote a sustainable and good talent acquisition tool or a modern
recruitment guide employers need to create a profile and career page that stands out; reach the right
candidate at the right time; target employees’ connections; have a clear employee referral program
and finally, empower employees with news skills and growth opportunities.
Knowledge Management and employee performance
Knowledge management enhances employee performance. Good practice in knowledge
management involves providing the employees with the relevant manuals and procedures, tools for
learning and service delivery and the right information they need to know when on duty.
Collaboration and team work enhances employee performance when employers promote teamwork
that is needed in the PSI together with the relevant public reinforcement officers.
Integrating knowledge management policies enhances employee performance and hence enables
organizations get an exemplary performance. Knowledge management enhance both organizational
learning and creates enabling environment for learning organizations to achieve their objectives
hence improves employee performance. Knowledge sharing is possible where the staff and the
working teams or groups commit to a cooperative behavior, creating enabling environment to
sustain lifelong learning.
Skills Development and employee performance
Skills development is a key driver in enhancing employee performance. Employability skills are
imperative to both job seekers and job holders in every organization or sector regardless of the job
cadre. The worker needs soft skills to be security guards more than technical skill.
Skills’ matching puzzles every employer at every level and workers also prefer doing work that is
in line with their skills or what they learned. However, it is evident that this is not exactly what is
happening in the labour market.
Organizations need to be concerned about skills anticipation in readiness with the changes in the
labour market. The PSI is one of the sectors that technology drives employee performance and has
since give rise to new occupations in the sector. It is evident that technology is changing the way
work is done, with some of the services provided by the security guards currently automated.
Recommendations
The recommendation section of the study is key since it draws reader’s attention to action based
evidenced that has been gathered and analyzed in the study. It provides specific actionable, and
sense of evidence based solution of the study problem. The main objective of the study was to
establish the influence of human capital management drivers on employee performance in the PSI
in Kenya.
Employee Engagement and employee performance
The PSI should have the best employee engagement mechanisms since the nature of their duty
requires that one is physically and mentally fit and “checked in” when on duty. Clear job designs
should be implemented to provide a clear task identity, task significance, improve autonomy and
provision of effective feedback that promotes productivity. In addition, a structured framework that
categorizes the security guards in clusters and their customers will help in mapping and improving
the terms and conditions of employment. Enhancing employee engagement through work life
balance should be encouraged, by having well arranged shifts, provision of rest days and
optional/opportunity to work for paid overtime. These are expected to improve employees’
productivity.
Clear channels and two way communication as well as respect for everyone is imperative. In
addition, embracing genuine social dialogue to enhances employee performance and problem
solving mechanisms, hence promote overall productivity. Provision of total reward is key, and
considering pay equity and equality and enhancement of social protection mechanism is vital. The
total reward approach provides for both intrinsic and extrinsic motivation that promotes effective
employee engagement as evident in the study. The IT systems - having online portal for employee
self service promote engagement and enhance feedback mechanism in the organization.
In conclusion, policy options includes: implementation of total reward that provides both intrinsic
and extrinsic rewards. A well developed PSI Wage Regulations Guideline is critical.
Implementation of family friendly policies, such as child care programs – provision of safe, clean
and adequately furnished breast feeding rooms/centres in the organizations as well as quality public
child care services, this will promote young women in employment. Breast feeding is the first step
towards building the human capital that will drive the economies in future. Implementation of
flexible working hours to promote work life balance, improved healthcare programs, employee
health and wellness programs and enhanced social protection policies. These policies will not only
promote young women in employment, but also promote equality in labour force participation but
also as a measure towards addressing the gender gap in the PSI sector.
Training and employee performance
Training enhances employees’ performance and enables the enterprises to achieve a competitive
advantage, above competitors. Training designs adopted should entail both on-job and off-job
programs. The on-job training enables the security guards cope with the duties they are assigned in
every work stations. For example, some require ICT skills, ability to communicate in English and
Kiswahili, and/or any other additional foreign languages, where applicable to enhance their
employability. It is important to have standardized training and standard curriculum with minimum
educational qualification being secondary level certificate. To ensure that effective training
implementation techniques are in place, holistic and blended training techniques that comprises
both class room lectures, field demonstrations, online learning and paralegal training is very useful
in this sector.
The study suggests that the government/institutions should train the private security guards and also
offering an integrated coordinated approach to any security concern if necessary. This should also
be continued surveillance and collective responsibility in the case of a security concern. The
Government owned institutions, for example, Technical Vocational Education and Training
(TVET) could be the best institutions to offer basic formal training for security guards. The
suggested key institution by the study respondents is the National Youth Service (NYS) and TVET.
The formal training will also help in recognition of the security guards as professionally certified to
carry out the duties, also earn them respect and dignity. Embrace IT based training programmes
such as such as organizational owned on-site training, web based training, class room training,
webinars and video tutorial offering relevant training.
Talent Acquisition and employee performance
Talent acquisition enhances employee performance. Organizations should consider developing,
branding and expanding established referral systems, sourcing channels, leveraging new and
advanced technology in recruitment of the private security guards. It is important to have a distinct
and specific recruitment centers, most preferred from government training institutions. In addition,
talent acquisition can be achieved through recognized institutions such as NYS and registered
accredited institution for security guards, as suggested by majority of study respondents. The
organizations should embrace IT centered talent acquisition systems. It helps in developing policies
for human resource planning, on-boarding, IT systems, and Recruitment policies. The accredited
recruitment centres, according to the study should be the training institutions. In the 21st century
organizations, it is now vital to have good practice managers in the organisations to ensure that
good practices are implemented.
Knowledge Management and employee performance
Promoting knowledge acquisition, knowledge sharing and dissemination requires infrastructure,
creating KMSs, and making the resources available. Provision of workplace manuals and
procedures, as well as providing clear job descriptions will enable workers know what is expected
of them. Promoting a well regulated learning and exchange programs occasionally will foster
collaborations between the private security guards and the public security officers.
In addition, organizations should embrace social dialogue as a decision making and knowledge
sharing tool., support knowledge sharing to aid decision making, by having infrastructures that
supports knowledge dissemination such as KMSs, open access data bases for online learning,
provision of manuals and clear job descriptions so that the workers understand their duties, what
meets their expectations, and what is expected of them.
Skills Development and employee performance
It is imperative to implement policies that promote skills development at individual, organizational
level, up-skill and re-skill. Organize exchange programs with public and private security expertise
to strengthen security responses. Promote IT based skills development program for employee self
support systems that promote skills development. Employee should also consider that about 80% of
personal development comes from personal initiatives; hence everyone is challenged to take the
first step in skills development, and adopt lifelong learning culture as a personal responsibility.
Skills development enhances employee performance and continuous capacity building policies is
necessary to impart both soft skill and technical skills to enable them carryout their duties
effectively. These skills includes, critical thinking, people management, psychology, community
service, ICT, security issues, analytical skills, problem solving skills and being able to evaluate
situations. Based on study results, the study suggests that enactment of Skills Development Act, to
complement Kenya’s National Industrial Training Act. This will provide information to be used to
develop and improve the Sector Skills Plan (SSP), provision of Skills Development Fund (SDF)
and robust Labour Market Information Systems (LMISs) or state driven Skills Information Systems
among other key policy instruments can be considered as measures to fix skills gap at national
level.
At the organizational level, firms should answer key questions such as: First, what skills and
competencies are needed in the organization? Secondly, what is the organisation’s future state
to meet business goals? Third, what does the skills and competency mapping of the
organizations reveal? Fourth, what are the priority skills and competency to grow the business
based on skills mapping results, and lastly, what are the skills and competency mapping in
terms of job function, specialization area, departmentally and even geographically.
Employee Performance in the Private Security Industry in Kenya
The PSI is a crucial component of security and safety in all parts of the world and it has
increased its role in protecting critical infrastructure. Therefore, the modern firms needs to
value customer service, be aware of the labour market dynamics, needs to be organic and
embrace change rather than retaining the status quo of mechanistic organizations. The
performance of every firm depends on the human capital best practices, creativity, and
innovation. In addition, promoting research and innovation in the industry will also promote
progressive policy formulation and implementation. Research provides empirical evidence to
support the reasoning, problem identification, and recommending the way forward. Translating
research into progressive policy and industry solution requires collective responsibility of the
key stakeholders and researchers.
The organizations and the employees should be aware that Future of Work is here and what
employees are experiencing, globalization, and IT are changing the way work is done. Hence,
organizations should embrace the opportunities that come along with the IT advancement, and
integrate IT systems with the human capital practices. This will not only improve performance
but also address the digital divide, challenges understanding that advantages that comes with
the IT, gig economy and enable the organizations offer services with state of the art approach.
It is evident that carefully chosen human capita practices, enhances employees performance. It
is, therefore, imperative to have the human capital practices formulated and implemented in
accordance with the organizational human resource policy aligned with the National Human
Capital Development policies that are aligned with Kenya’s Vision 2030, the African Union
Agenda 2063 and SDGs 2030. The human capital management policy and manuals should be
aligned with the business strategies and the legal and institutional frameworks. This should be
in accordance with the provisions as stipulated in the Constitution of Kenya, Protective
Security Act 2016, Protective Security Wage Council and Kenya’s Labour Laws. In addition,
the practices should be aligned with Decent Work Agenda and International Labour Standards
to ensure compliance and promotion of good practices in HCM.
Contribution to the existing theory/knowledge learned
The study addresses the five specific objectives as a contribution to existing theory or current
knowledge: The objectives include: First, was to assess the influence of Employee Engagement on
Employee Performance in the Private Security Industry in Kenya. Second, was to determine the
influence of Training on Employee Performance in the Private Security Industry in Kenya. Third,
was to establish the effect of Talent Acquisition on Employee Performance in the Private Security
Industry in Kenya. Fourth, was to establish the influence of Knowledge Management on Employee
Performance in the Private Security Industry in Kenya and finally, to determine the influence of
Skills Development on Employee Performance in the Private Security Industry in Kenya.
The theories and models discussed in the study to support the variables, the study findings and
recommendations discussed in the study gives an innovative, analytical and appropriate
methodological approach by linking the study to the theories and enhancing understanding of the
reader using the conceptual models. The study has also identified key human resource management
challenges and recommended appropriate redress.
