Employee Work Values Orientation, Commitment, Competence and Performance in the Motor Vehicle Industry in Kenya

Abstract

The objective of the study was to establish the role of commitment and competence in the relationship between employee work values orientation and employee job performance in the motor vehicle industry in Kenya. These relationships were tested using corresponding null hypotheses. The motivation for the study arose from the observation of employee performance challenges that were being witnessed in the motor vehicle industry in Kenya. Literature has shown that work values orientation has been associated with employee job performance. Intrinsically oriented employees have been linked to more positive performance outcomes than extrinsically oriented employees. This study was based on the goal content theory, social exchange theory and competence motivation theory. The study had four objectives and four corresponding hypotheses that were tested to determine whether empirical data confirms predictions and explanatory power of the theories. Descriptive cross sectional survey was used in the study. The study had a population of 2,895 employees out of which a sample of 351 respondents was randomly chosen to provide the necessary data. Data was collected by use of structured questionnaires which were dropped and picked after completion while others were scanned and emailed back by the contact persons. Data was analyzed using regression models. Findings showed that employee work values orientation significantly influenced employee job performance, Employee commitment partially mediated employee work values orientation – employee job performance relationship, Employee competence moderated employee work values orientation – employee job performance relationship and the joint effect of employee work values, employee commitment and employee competence on employee job performance was significant. The significant findings implied that all the four null hypotheses were rejected, also all the four objectives were positively determined. The study outcomes significantly contributed to theory, policy and practice of employee work values orientation and its influence on employee job performance. The limitation of the study comprised respondents’ attitude and subjectivity which may have crept in due to bias in choosing suitable responses, however the use of structured questionnaires and supervisor responses was meant to corroborate and reduce personal or subjective ways of responding to statements posed. It is suggested that a further study be done using similar variables on a longitudinal design for generalizability of results. It is recommended that the motor vehicle industry adopts recruitment methodologies that identify desired employee work values orientation and employee commitment dmiensions which promote job performance. In view of the finding that employee competence significantly moderates employee job performance, it is recommended that organizations invest in learning and development programs to strengthen employee competence.