EFFECT OF EMPLOYEE ORIENTATION ON PERFORMANCE OF SACCOS IN KENYA: THE MODERATING ROLE OF PERCEIVED SUPERVISOR SUPPORT

SAMUEL WAKULOBA WABALA, PROF. HAZEL GACHUNGA (Ph.D), PROF. ROMANUS ODHIAMBO (Ph.D), DR. RENSON MUCHIRI (Ph.D)

Abstract


Employee Orientation has been found to be a predictor of performance in the organizations in Kenya. The Kenyan Economy largely relies on Sacco’s as a source of financing especially to MSCs. This study sought to establish the effect of Employee Orientation on the performance of Employees at the Kenyan Sacco Sector. The study explored the moderating role Perceived Supervisor Support (PSS) on employee performance that is occasioned by Employee Orientation. The main objective of the study was to explore the effect of Employee Orientation on Employee Performance in the Kenyan Sacco Sector. The other objective was to establish the moderating role of Perceived Supervisor Support on the relationship between Employee Orientation and Employee Performance in the Kenyan Sacco Sector. The study adopted Descriptive Research Design since it was deemed suitable. It covered methodological issues related to the study and the process of analysis. The study used the SPSS-AMOS software for the analysis of the data. Structural Equation Model (SEM) was used in the analysis of data which included the used Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA). The findings of the study revealed that there is a significant relationship between Employee Orientation and Employee Performance in Kenya’s Sacco Sector. The study recommended that the sector takes the requisite steps to ensure that employees are well oriented with what they are expected to do to enhance better performance in the sector. 

Key Words: Employee Orientation, Perceived Supervisor Support, Kenya’s Sacco Sector 


CITATION: Wabala, S. W., Gachunga, H., Odhiambo, R., & Muchiri, R. (2019). Effect of employee orientation on performance of Saccos in Kenya: The moderating role of perceived supervisor support. The Strategic Journal of Business & Change Management, 6 (1), 270 – 277.


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DOI: http://dx.doi.org/10.61426/sjbcm.v6i1.1049

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