DETERMINANTS OF EMPLOYEE PERFORMANCE AT THE MINISTRY OF EDUCATION HEADQUARTERS IN KENYA
Abstract
This study sought to establish the determinants of employee performance at the Ministry of Education in Kenya. The specific objectives were; to establish the effect of work environment and career progression on employee performance at the Ministry of Education in Kenya. The study was grounded on attribution theory. The study adopted descriptive cross-sectional survey. The study population composed of 623 employees at the management levels currently working at headquarters of ministry of education in Nairobi City County. Krejcie and Morgan formula was used to establish the sample size of the study. Data was gathered using questionnaire. Data was analysed using SPSS version 23. Pearson R correlation was used to measure degree and direction of the linear association between the variables. Multiple regression models were fitted to the data in order to test the influence of the independent variables on dependent variable. The information was displayed by use of bar charts, graphs, tables and pie charts. The study found that work environment positively and significantly influences employee performance at the ministry of education headquarters in Kenya and career progression positively and significantly influences employee performance at the ministry of education headquarters in Kenya. Organizations would upgrade their efficiency by improving the structure of their working environment, the study thus recommended that the Ministry of Education to improve its working environment by ensuring that it is modernized, comfortable for its employees and is secure. There was need for more attention to be focused on the education level, which will lead to the production of employees that are competent and attract foreign direct investments.
Key words: Employee performance, Work Environment, Career Progression
CITATION: Gachui, J. G., Were, S., & Namusonge, G. (2020). Determinants of employee performance at the Ministry of Education headquarters in Kenya. The Strategic Journal of Business & Change Management, 8 (2), 1706 – 1724.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i3.1987
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