School of Business and Economics
Permanent URI for this collectionhttp://41.89.31.6:4000/handle/123456789/320
Welcome to School of Business and Economics collection.This collection contains Journal articles published by faculty affiliated to the school.
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Item Influence of Knowledge Management on Employee Performance at Kenya Power and Lighting Company(Human Resource and Leadership Journal, 2025-08) Dida, Gulompo Jattani; Nancy, Rintari; Ruth, KanyaruPurpose: To find out the influence of Knowledge management on employee performance at Kenya Power and Lighting Company. Methodology: The study was conducted in the Mount Kenya region, covering nine counties, and employed a descriptive research design to collect data from 1200 KPLC employees. Simple random sampling was used to select respondents from each of the nine operational clusters within KPLC. Data analysis was performed using SPSS Version 25, with descriptive statistics (frequencies and percentages) for summarizing the data, and multiple regression analysis for examining the relationships between variables. The results were presented in tables to facilitate easy interpretation of the findings. Results: The study established a statistically significant positive relationship between knowledge management and employee performance at Kenya Power and Lighting Company (KPLC). The correlation coefficient of 0.468 indicated a moderate positive relationship between the two variables. The R-squared value of 0.219 demonstrated that knowledge management practices explain 21.9% of the variance in employee performance. The adjusted R-squared value of 0.215 confirmed the model’s reliability even when accounting for additional variables. The regression coefficient (B = 0.504) implies that a one-unit increase in knowledge management leads to a 0.504 unit increase in employee performance. The regression model was statistically significant, with an F-statistic of 30.129 (p < 0.05), thereby confirming that knowledge management is a valid predictor of employee performance at KPLC. These results highlight the importance of structured knowledge-sharing systems in improving efficiency, innovation, and staff productivity in Kenya’s energy sector. Unique Contribution to Theory, Policy, and Practice: This study contributes to knowledge management theory, policy, and practice in public utilities, particularly within KPLC. Theoretically, it supports Social Exchange Theory, emphasizing the role of knowledge sharing in improving performance. Policy-wise, it advocates for integrating knowledge management into human capital development, with platforms like digital repositories and mentorship programs. Practically, it highlights the importance of fostering a culture of collaboration, incentivizing knowledge sharing, and incorporating it into performance appraisals to enhance employee productivity and organizational resilience.Item The Influence of Workplace Support on Employee Performance in Technical Training Institutions in Meru County, Kenya(Human Resource and Leadership Journal, 2025-03-19) Diana, Nkuene Gitonga; Nancy, Rintari; Abel, MoguchePurpose: To find out the influence of Workplace Support on employee performance in technical training institutions in Meru County, Kenya Methodology: A descriptive research design was chosen to collect data from 890 employees in both academic and non-academic roles. A simple random sampling technique was used to select 276 participants, with the sample size determined through Yamane's formula. Data was gathered via self-administered questionnaires, which ensured the respondents' anonymity and privacy. SPSS Version 25 was used to analyze the data. The findings were presented using descriptive statistics, such as frequencies and percentages, while multiple regression analysis was used for inferential statistics to explore the relationships between variables. The results were presented in tables to aid in easy interpretation. Results: The study revealed a positive relationship between workplace support and employee performance in technical training institutions in Meru County, Kenya. The correlation coefficient of 0.530 indicated a moderate positive relationship between the two variables. The R-squared value of 0.281 suggested that workplace support accounts for 28.10% of the variance in employee performance. The regression coefficient for workplace support was 0.624, implying that a one-unit increase in workplace support leads to a significant improvement in employee performance. The F-statistic of 39.067 (p < 0.05) confirmed the statistical significance of the model, validating workplace support as a strong predictor of employee performance. These findings are consistent with previous research, which emphasizes the positive impact of supportive work environments on employee engagement and performance. Unique contribution to theory, policy, and practice: This study emphasizes the critical role of wellness programs, effective communication, inclusivity, and flexible work arrangements in improving employee engagement, job satisfaction, and overall performance. The study contributes to the theoretical framework of organizational behavior by focusing on how workplace support mechanisms—such as mental health services, fitness programs, and flexible working hours—can enhance employee performance. From a policy perspective, the research stresses the importance of embedding wellness programs, inclusive communication practices, and flexible work policies into the operational structures of institutions.