Human resource factors influencing employee performance in international nongovernmental organizations in Kenya: a case of management science of health, Kenya office

Abstract

Employee performance management continues to be one of the key factors that determine the survival of NGO's in developing countries. Performance management has been discussed widely and still continues to draw more attention. The question that is emerging now is whether organizations are prepared to mitigate factors that influence employee performance in organizations. This study focused on factors that influence employee performance in international NGO's a case of Management Sciences of Health Kenya office. The study is cross- sectional and it adopted a mixed research design with both quantitative and qualitative approaches used. The qualitative approach was descriptive while the quantitative approach was used to show the relationship between the independent and the dependent variables. Questionnaires and document review were used in data collection while tables, percentages, cross tabulation and triangulation techniques were used in data analysis. Performance management allows managers and supervisors to use tools and processes to enable staff do their best in their respective job roles and assignments but in an environment where several other elements that influence employee performance are in play. Researchers have investigated factors influencing employee performance management but it is evident that there cannot be a single definition or standard measure of performance since what constitutes performance varies in different Sectors. The key objectives of the study were; to establish the influence of type of employee engagement contracts on employee performance, to determine the influence of training and development on employee performance, to establish the influence of leadership style on employee performance, establish the influence of employee motivation on performance and to determine the influence of rewards system on employee performance. Findings from the study confirms that a significant association exist between employee training and development, employee motivation and leadership style and improved employee performance whereas type of employment contracts and an organizations rewards policy have no significant association with improved employee performance. In conclusion therefore of the five independent variables assessed in the study only three have shown a significant level of association with improved employee performance. It is therefore recommended that iNGOs need to develop and implement focused training and development programs while at the same time embrace good leadership styles as well as motivate their employees so as to realize improved organizational performance. Since the NGO sector plays a significant role in developing countries the study provides more knowledge on factors that affect employee performance in the sector.