Theoretical Framework and empirical literature on social support and employee
performance
The theoretical foundation of welfare is rooted in the various theories of welfare practices such
as reciprocity theory and the functional theory of labour (Aswathappa, 2008). Theoretical
framework refers to the theories the researcher chooses to explain the research problem
(Blumberg, Cooper, & Schindler, 2014)This study used five theories namely, the Social
Reciprocity Theory, Resource-Based (RBV) theory, Herzberg‘s Two Factor Theory, Maslow‘s
Theory of Motivation and the Functional Theory of labour.
Conceptual Framework
According to Young (2009), a conceptual framework is a diagrammatic representation showing
the relationship between the independent variables and dependent variable. Figure 2.2 depicts the
relationship between employee welfare practices as independent variables and performance as
dependent variable.
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Organizational Performance
Employee Social Support Employee Retention
Bereavement contribution
Partner Attraction
Wedding support
Client Satisfaction
Anniversary support
Internal organizational processes
Independent Variable Dependent Variable
Figure 2.1: Conceptual Framework
Empirical Review
Scott et al., (2007), threw light on the various benefits especially social security benefits such as
provident fund, gratuity, pension and insurance cover provided to employees. It has been noted
by other researchers that social security is not a burden but a wise investment that offers good
social dividends in the long run (Cropanzano & Mitchell, 2005).Welfare benefits such as health
facilities, working conditions, vacations holidays, motivate workers to exert efforts to achieve
high productivity (Oloko,1983).According to Johnson et al., (2012), employees do not always
run after money as it can‘t satisfy all their needs. They want to satisfy their egoistic needs and
achieve something in their lives.
Monetary incentives have to be coupled with various non-monetary incentives like free housing,
free water, and free electricity and employee benefits. They recommended that the government
should make sure employees are provided with higher salaries, together with many other
incentives so as offset other de-motivating factors like job insecurity. In terms of the health of
the employee, a testimony of Cathy Baase, MD, before the Senate Committee on Health,
Education, Labor and Pensions (2009), states that evidence clearly shows that the health of the
workforce is inextricably linked to the productivity of the workforce and the health of the
nation‘s economy. It also shows that employers increasingly recognize this link and are
interested in improving worker health by expanding workforce health protection and health
promotion benefit programs. Also many employers allow employees to miss a limited number of
days because of illness without losing pay. Some employers allow employees to accumulate
unused sick leave, which may be used in case of catastrophic illnesses. Others pay employees for
unused sick leave. Some organizations have shifted emphasis to reward people who do not use
sick leave by giving them well-pay – extra pay for not taking sick leave (Mathis, 2003).
According to Perrin (2008), leading organizations, need to understand the current and future,
workforce composition and offer the right package of rewards and other programs to attract,
retain and engage the people an organization needs. Gitonga (2015), conducted a study on the
influence of work environment on organizational performance in government ministries in
Kenya. The target population was drawn from six government ministries based on the
performance contracting reports of 2012. The study adopted descriptive research design and
primary data was collected using a questionnaire in the selected government ministries. The
study employed quantitative analysis techniques and correlated and generated findings showing
that the variables significantly and positively influenced organizational performance in
government ministries in Kenya. Psychosocial environment was the most significant factor and
had a positive significant relationship at 5% level of significance. Chandrasekar (2011),
conducted a study on workplace environment and its impact on organizational performance in
public sector organizations. He concludes that workplace environment plays a vital role in
motivating employees to perform their assigned work.
Since money is not a sufficient motivator in encouraging the workplace performance required in
today‘s competitive business environment, managers and supervisors need to be comfortable
with working with the whole gamut of workplace factors that influence employee motivation.
Skills required include the ability to engage employees in mutual goal setting clarify role
expectations and provide regular performance back. Time and energy will also need to be given
to providing relevant performance incentives, managing processes, providing adequate resources
and workplace coaching. Gitahi(2014), conducted a study on the effect of Workplace
Environment on the Performance of Commercial Banks Employees in Nakuru Town. To achieve
the objectives of the study, a survey design was employed. A sample of 173 employees
participated in the study as respondents. Descriptive statistics and multiple regression models
were used to analyze the data. The study findings showed that the physical aspects did not have a
significant effect on employee performance while the psychosocial and work life balance factors
were significant. The results therefore indicated that psychosocial aspects exhibited the strongest
association with employee performance while physical aspects and psychosocial aspects were
moderate.
Srivastava (2008) conducted a study on the effect of perceived work environment on employees‘
job behavior and organizational effectiveness. The study examined the effect of two constituents
of work environment (i.e. physical and psychosocial) on employees‘ job satisfaction and
performance, and organizational effectiveness in a sample of 360 technical supervisors and
operating core personnel. The analyses revealed that participants who perceived their work
environment to be adequate and favorable scored comparatively higher on the measures of job
satisfaction, performance, and perceived organizational effectiveness. Srivastava (2008), state
that the two constituents of work environment were also found causing significant variance in
employees‘ job behavior and their perception of organizational effectiveness.
Regression analyses revealed that among the various components of work environment, working
condition, welfare provisions, interpersonal relations, and trust and support predominantly
contribute to employees‘ job behavior and organizational effectiveness. The results also specified
that psycho-social environment in work-place exerts more impact on employees‘ job behavior
and organizational effectiveness than the physical environment does. Jayaweera (2015),
conducted a study on the Impact of Work Environmental Factors on Job Performance, Mediating
Role of Work Motivation. The study tested the relationship between work environmental factors
and job performance with work motivation and the extent to which this relationship is mediated
by work motivation among a sample of hotel workers in England. In the cross-sectional study, a
questionnaire survey was conducted among 254 hotel workers at twenty-five chain hotels in
Bristol, England. The results suggest that there is a significant relationship between work
environmental factors and job performance, and that work motivation mediates the relationship
between working conditions and job performance. The results also suggested that there was a
significant relationship between work motivation and job performance of the hotel workers. The
results point to the importance of working conditions and work motivation in explaining job
performance of hotel workers in the framework of work environmental conditions and job
performance. Bagdadli, & Roberson (2008), conducted a study aimed at examining the
relationship between being a ―great place to work‖ and firm financial performance particularly,
return on investment (ROI) and revenue per employee (RPE). Overall, the results demonstrated a
link between being a ―great place to work‖ and firm performance. Specifically, the results
showed that perceived management actions positively influenced, while employee perceptions of
equal opportunity and citizenship negatively impacted this measure of performance. The positive
relation with the factor they called management actions which explained the 43% of variance is
an important result.
Research Gaps
According to Kemboi et al., (2013), a case study of staff welfare in Nandi County in Kenya,
revealed low level of safety, health plan for employees and high levels on flexible work time
which had a significant effect on service delivery. Further, Kemboi et al., (2013), recommended
further research using moderating variables. Although studies have examined the relationship
between employee social support and performance, the results have yielded mixed results
(Kehoe & Wright, 2013). The literature therefore has not explored conclusive results related to
this study. Cascio (2003), conducted a study in West African Countries that revealed that most
organizations in manufacturing sector did not have a structured welfare program. So far, this
kind of empirical research study has not been fully carried out in NGOs in Kenya (Kameri,
2000), therefore, this presents a contextual and knowledge gap. A study in Kenya by Kamau
(2011), in private sector of water department revealed that fringe benefits affect employees‘
productivity. This study did not include NGOs sector and did not explore performance of the
organization, presenting a knowledge gap. Amah (2010), conducted a study on how employee
welfare benefit such as health, insurance, vacation and pension schemes impact performance and
commitment of the employees in Nigeria but did not include NGOs and their performance
presenting a study gap. It is evident from the above analysis that there is lack of empirical data
on the potential relationship between employee social support and performance of NGOs in
Kenya.. This study, therefore, seeks to fill this gap.
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