Factor Analysis
Employee Social Support had five items and from the original list of five items put forward to establish the
influence of social support on performance of NGOs in Kenya, the Principal Component Analysis (PCA) method
deleted no item. Factor loadings recorded was between 0.588 and 0.785 with average factor loading of 0.706 as
shown in Table 4.1. This result was also more than 0.40, which is the threshold. The result shows that all the items
under consideration were valid. Result of the factor loading for economic support was found to be very good. This
was consistent with the studies and recommendations by Hair et al., (2009) and Tabachnick and Fidel (2007) who
described the factor loadings as follows: 0.32 (poor), 0.45 (fair), 0.55 (good), 0.63 (very good) or 0.71 (excellent).
Table : Factor loadings for Social Support
Social Support statements Factor Loadings
1.
In my organization employees are recognizes through giving awards .703
2.
My organization has competitive system of awarding employees .683
3.
My organization honours birthdays and anniversaries for their employees .588
4.
My organization contributes towards the wedding events of the employees .785
5.
In my Organization, employees receive a recognition voucher when they merit. .769
Total factor loading .706
Table : Summary of Factor Analysis
Independent /Dependent Variables Number of Items Overall factor loading Reliability Cronbach‘s alpha
Social Support 5 70.6% .871
Performance of NGOs in Kenya 14 70.3% .818
Employee Social Support
The objective of the study sought to determine the influence of employee social support on performance of NGOs
in Kenya. The respondents were asked to rate the extent to which they agree or disagree with the following
statements as concerns social support in NGOs: - To confirm if in organization employees are recognizes through
giving awards; 18.4% strongly disagreed, 5.8% disagreed, 35.0% were neutral, 30.1% agreed and 10.7% strongly
agreed. Average score rate was 3.09 out of a scale of 5 and standard deviation of 1.235 was recorded. It can be
concluded that organization employees are recognizes through giving awards. This finding was consistent with the
studies done by Khan & Panarina (2017), who stated that people tend to perform better and happier at their work
when they are recognized.
The details of the finding are shown in table 4.2. To know whether organization has competitive system of
awarding employees, 23.3% strongly disagreed, 11.7% disagreed, 44.7% were neutral, 16.5% agreed and 4.9%
strongly agreed. Average score rate was 3.088 out of 5 and standard deviation of 2.921 was recorded. This also
indicated that majority of the respondents in NGO in Kenya has competitive system of awarding employees. To
know whether NGOs honours birthdays and anniversaries for their employees, 21.4% strongly disagreed, 19.4%
disagreed, 37.9% were neutral, 15.5% agreed and 5.8% strongly agreed. Average score rate was 2.65 out of 5 and
standard deviation of 1.149 was recorded. The finding suggested that NGOs do not honour birthdays and
anniversaries for their employees. Further analysis was aimed to determine the extent to which the organization
contributes towards the wedding events of the employees; 21.4% strongly disagreed, 37.9% disagreed, 23.3% were
neutral, 11.7% agreed and 5.8% strongly agreed. Average score rate was 2.43 out of 5 and standard deviation of
1.123 was recorded. The NGOs does not contribute towards the wedding events of the employees.
On the other hand, to determine whether organization employees receive a recognition voucher when they merit,
19.4% strongly disagreed, 21.4% disagreed, 40.8% were neutral, 13.6% agreed and 4.9% strongly agreed. Average
score rate was 2.63 out of 5 and standard deviation of 1.091was recorded. The finding suggested that majority of
the respondents in NGOs in Kenya agreed that organization employees received a recognition voucher when they
merited Nolan (2012), contented that, employee recognition is one of that mechanisms that triggers individuals‘
feelings and emotions, hence psych them to work. The overall finding showed that social support moderately
influenced performance in NGOs in Kenya. This was supported with an overall rating of 2.773 and standard
deviation of 1.649. The rest of the results are shown in table 4.3.
Table: Social Support descriptive analysis
Statement S.A D N A S.A Mean Std. Dev
ESS1 18.4% 5.8% 35.0% 30.1% 10.7% 3.09 1.235
ESS2 23.3% 11.7% 44.7% 16.5% 4.9% 2.92 3.088
ESS3 21.4% 19.4% 37.9% 15.5% 5.8% 2.65 1.149
ESS4 21.4% 37.9% 23.3% 11.7% 5.8% 2.43 1.123
ESS5 19.4% 21.4% 40.8% 13.6% 4.9% 2.63 1.091
Total 2.773 1.649
The respondents were also asked to state how social support impacts on employee performance and in response,
they stated that social support not only enhanced teamwork among employee, it also made employees feel
appreciated and hence happy to work with the organization.
