EFFECT OF WORKPLACE INFORMAL GROUP SOCIAL NETWORKS ON EMPLOYEE PERFORMANCE AT THE KAKAMEGA COUNTY GENERAL TEACHING AND REFERRAL HOSPITAL, KENYA

HILLARY KEVERENGE VIGATSI, DR. JOYCE AMUHAYA (Ph.D)

Abstract


The purpose of this study was to establish the effect of informal work groups’ characteristics on employee performance at the Kakamega County General Teaching and Referral Hospital. Specific objective was to establish the effect of group networks on employee performance. Descriptive research design was adopted by the study. Target population comprised of 602 employees in the hospital. Yamane’s formula was used to obtain a sample of 240 respondents who were selected through stratified random technique. Questionnaires were used for data collection. Validity and reliability was attained through expert consultation and test retest respectively during a pilot study on randomly selected 24 respondents from the hospital that was not part of the final study. Descriptive statistics was used to analyze background information of the respondents, demographic variables, and level of interaction, group networks and creativity of group members. The effect of the coefficients of informal groups’ networks on employee performance was analysed using regression analysis. Findings revealed that social networks affects employee performance to great extent. It was concluded that the management of Kakamega County General Teaching and Referral Hospital had not created a suitable environment for informal team variables like social networks to thrive. The study recommended that the hospital should identify and strengthen workable informal networks through which work performance would be enhanced

Key words: Employee Performance; Informal Workplace Groups; Social Networks; Kakamega County General Hospital

 CITATION: Vigatsi, H. K., & Amuhaya, J. (2019). Effect of workplace informal group social networks on employee performance at the Kakamega County General Teaching and Referral Hospital, Kenya. The Strategic Journal of Business & Change Management, 6 (4), 678 – 687


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DOI: http://dx.doi.org/10.61426/sjbcm.v6i4.1416

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