Effects of terms of employment on employee engagement and employee commitment of employees in coffee board of Kenya

Abstract

Terms of employment (also referred to as terms and conditions of service) are important for employee engagement and commitment because they provide clarity of knowledge of remuneration as well as other additional benefits, working conditions, location of the job as well as the organization‟s values, mission and vision, Torrington et al(2008). This research investigated the effects of terms of employment on employee engagement and employee commitment in Coffee Board of Kenya. The objective of the study was to establish the effects of terms of employment on employee engagement and employee commitment in Coffee Board of Kenya. Terms of employment are important in any organization as it helps in enhancing employee engagement and employee commitment. This study adopted a descriptive survey design in the investigation of the effects of terms of employment on employee engagement and employee commitment and also used regression analysis to analyze data . The study used primary data. The population comprised of all the fifty employees of Coffee Board of Kenya. The finding of the study revealed that inadequate compensation of overtime hours worked impact ed negatively on employee engagement and employe e commitment. The organization did not encourage sharing of information, knowledge and resources; however it provided opportunities for employees to learn and grow thus improving employee engagement. Employee commitment was evidenced by the respondents‟ lo yalty to the organization and the fact they felt they owe a great deal to the organization. Well defined terms of employment yields to greater employee engagement and employee commitment in an organization. The study also revealed that the employees had du lly signed contracts. The researcher recommended that Coffee Board of Kenya, needs to come up with more strategies that will boost employee commitment since there are quite a number of employees who do not feel the sense of belonging to the organization a nd also who feel that the Board‟s problems are not their own thus portraying some degree of non - commitment. It was also recommended that the Board should relook at its leadership style and management style with an aim of building trust in its employee‟s t hus boosting employee engagement and employee commitment. Sharing of information, knowledge and resources is highly recommended and this can be achieved by open communication forums. Terms of employment should be well spelt out in such a way that the emplo yee‟s personal values are in sync with the organizations as well as transparency and integrity. The Board should also come up with Human Resource Strategies that support employee engagement and employee commitment. Overtime allowance and medical cover shou ld be adequately paid for