ISSN: 2222-6990
Open access
The aim of the study was to evaluate mediating influence of employees commitment on participatory management and employees’ performance in water service providers in Murang’a County. The study was guided by the following objectives; a) To evaluate mediating effect of employees commitment on relationship between participatory management and employees’ performance in selected water service providers in Murang’a County, (b) To assess the mediating effect of employee commitment on the relationship between Participatory Management; Predicting Employees’ Performance. The study embraced an exploratory research design. A sample of 206 employees was selected from five water service providers namely: Murang’a Water and Sanitation Company Limited, Murang’a South Water and Sanitation Company Limited, Gatanga Water and Sanitation Company Limited, Gatamathi Water and Sanitation Company Limited and Kahuti Water and Sanitation Company Limited. Random sampling was applied in picking the respondents for the study. Self-administered questionnaires aided in collecting primary data and analyzed using both descriptive and inferential statistics. A pilot study was steered on data collection tool to pre-test it’s validity prior to the main survey. Data reliability was measured using Cronbach’s alpha coefficient. Statistical Package for Social Sciences (SPSS) version 21.0 was used to aid in coding, entry and analysis of data. conclusions and recommendations based on the findings were finally outlined. The study concludes that participatory management through consultative management, quality circles, representative participation and delegation is vital and significantly affects performance of employees in water service providers in Murang’a County, Kenya. However, the study finally concludes that employees commitment failed to mediate the relationship between participatory management and employees’ performance. Employees commitment therefore played insignificant part in enhancing effectiveness of participatory management to enhance employees’ performance. Suggestion that employees commitment partially mediates the relationship between participatory management and employees’ performance is a call to the management of water service providers in Murang’a County, Kenya to institute programmes that will ensure employees are committed to the job and organization as this is vital in enhancing effectiveness of participatory management.
Aosa, E. (2011).“The Influence of the External Environment on the performance of Publicly Quoted Companies in Kenya. Journal of Business Administration (1) (7), 205-218.
Allen, R., Ericksen, J., & Collins, J. (2013). Human resource management, employee relationships, and performance in small businesses. Human Resource Management,52(2), 153-173.
Armstrong, M. (2006) .A Handbook of Human Resource Management Practice. 10th Edition, Kogan Page Publishing, London.
Aronowitz, S., De Smet, A., & McGinty, D. (2015). Getting organizational redesign right. McKinsey Quarterly, 1–7.
Barney, J. B. (2007). ‘Is the resource-based ‘view’ a useful perspective for strategic management? research? Academy of Management Review, 1 (26), 102-105.
Baron, R., & Kenny, D. (1986). The Moderator Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Consideration. Journal of Personality and Social Psychology, 1 (51), 1173-1182.
Boeddeker, C. (2011). Leadership, Culture and Management Practices of High Performing Workplaces in Australia. Society for Knowledge. Economics, Journal, Sydney, Australia, 2011.
Bryson, A., & Freeman, R. B. (2012).Employee perceptions of working conditions and desire for worker representation in Britain and the U.S. Springer Science and Business Media.J Labor Res LLC 2012.
Bush, T. (2007). Educational leadership and management: theory, policy, and practice. South African Journal of Education,27 (3),56-84.
Cardy, R. L. (2014). Performance management: Concepts, skills, and exercises. Armonk, NY: M. E. Sharpe.
Chen, Y. F., & Tjosvold, D. (2011). Participative leadership by Western managers in China: The role of relationships. Journal of Management Studies, 52,1727-1752
Cooper, D., & Schindler, P. (2011). Business Research Methods. 11th Edition, McGraw Hill, Boston.
David, A. (2014). A Review 'Supremely elegant lead performance' An International Journal of management,62(5),120-138.
Davis, K. (1967). Human relations at work: The dynamics of organizational behavior. 9th ed., New York: McGraw-Hill.
Devaro, J. (2008). The effects of self-managed and closely managed teams on labor productivity and product quality: An empirical analysis of an establishments. Industrial Relations 47, 659–767.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.
Frese, M., & Sonnentag, S. (2011). High performance: An action theory approach. Working paper. University of Giessen and University of Konstanz.
Fotopoulos, C., & Kafetzopoulos, D. (2012). “Critical factors for effective implementation of ISO in SME service firms”, Managing Quality management Practices Journal, (20) (5) 440-57.
Ghauri, P., & Gronhaug, K. (2005).Research Methods in Business Studies.A practical Guide.(3rded.). England: Pearson Education
Kagaari, J., Munene, J. C., & Ntaayi, J. M. (2010). Performance management practices, employee attitudes and managed performance. International Journal of Educational Management, 24(6), 507-530.
Hakim, A. (2015). Effect of Organizational Culture, Organizational Commitment to Performance: Study in Horpiral of District South Konawe of Southeast Sulawesi. The International Journal of Engineering and Science, 4. (5) ,33-41.
Hamm, B. (2011).A Human Rights Approach to Development. Human Rights Quarterly, 23, 1005-31.
Hitt, M. A., Ireland, R. D., Camp, S. M., & Sexton, D. L. (2011).Strategic entrepreneurship: Entrepreneurial strategies for wealth creation. Strategic Management Journal, 22(7), 479-49
Hopkins, A. (2011).Risk-management and rule-compliance: Decision-making in hazardous industries. Safety Science, 49, 110-120.
Jena, P., & Rautaray, B. (2010). Participative management in medical college libraries of Orissa: a comparative study. Library Review, 5(3), 10-16.
Kashefi, M., Adel, R., Abad, H., & Nadimi, G. (2013). Organizational commitment and its effects on organizational performance. Interdisciplinary Journal of Contemporary Research in Business, 4(12), 501-510.
Kasomo, D. (2006). Research methods in Humanities and Education. (Statistic, Measurement Evaluation and Testing.) Egerton, Kenya: Egerton University Press.
Katz, D., & Kahn, R. (1966). The Social Psychology of Organizations (2nd ed.). New York: Wiley.
Kumar, M., Kee, F. T., & Manshor, A. T. (2009). Determining the relative importance of critical factors in delivering service quality of banks; An application of dominance analysis in servqual model, Managing Service Quality, 19 (2), 211-228.
Lambert, E. G., Hogan, N. L., & Keena, L. D. (2015). The Impact of Job Attitudes on Private Correctional Staff's Continuance and Affective Organizational Commitment. Journal of Applied Security Research, 10(1), 1-22.
Lau, E. W. (2011).The Effect of Employee Engagement on Continuance and Normative Commitment to the Organization. Southwest Decision Sciences Institute 42nd Annual Conference. Houston, TX.
Mawia, M. J. (2017).Influence of firm features on execution of water reforms in eastern region Kenya. International Journal of Commerce and Management 5 (4),56-66.
Memari, N., Mahdieh, O., & Marnani, A. B. (2013). The impact of Organizational Commitment on Employees Job Performance. A study of Meli bank. Interdisciplinary Journal of Contemporary Research in Business, 5(5), 164-171.
Moraa, H., Otieno, A., & Salim, A. (2012). Water Governance in Kenya: Ensuring Accessibility,
Mugenda, O. M., & Mugenda, A. G. (2008).Research Methods. Quantitative and Qualitative Approaches.Nairobi:Acts Press.
Newsrom, J. W. (2011).Organizational Behavior: Human Behavior at work.(13th ed.). New York:McGraw Hill international.
Osman, I. (2011).The relationship between humanresource practices and firm performance: an empirical assessment of firms in Malaysia. Business strategy series, 12(1).
Pritchard, K. (2008). Employee engagement in the UK: meeting the challenge in the public sector. Development and Learning in Organisations, 22(6),15-17.
Robert, J. H. (2011). The Relationship Among Participative Management Style Strategy Implementation Success and Financial Performance In The Food Service Industry. .International Journal of Contemporary Hospital Management, 23(6), 719-738.
Mwita, J. I. (2012). Performance management model: A system-based approach to system quality. The International Journal of Public Sector Management, (13) (1), 19-37.
Njanja, L. W., Maina, R. N., Kibet, L. K., & Njagi, K. (2013). Effect of Reward on Employee Performance: A Case of Kenya Power and Lighting Company Ltd., Nakuru, Kenya. International Journal of Business and Management, 8(21), 41.
Noah, Y. (2008). A study of worker participation in management decision making within selected establishments in Lagos, Nigeria. Journal of Social Science, 17(1), 31-39.
Ngatia, Z. M. (2014). The Influence of Non-Monetary Rewards on Employee Performance in Muranga Water and Sanitation Company, Murang’a County. A Master’s Thesis.
Orodho, A. (2009). Elements of education research methods. Nairobi: Masola Publishers.
Penrose, E. T. (1959). The Theory of the Growth of the Firm. New York: Wiley.
Poksinska, B., Dahlgaard, J. J., & Antoni, M. (2002). “The state of ISO certification: a study of Swedish organizations”, The TQM magazine, 14 (5), 297-306.
Ruokolainen, M. (2011). Do Organizational and Job-Related Factors Relate to Organizational Commitment? A Mixed Methodology Study of the Associations. University of Jyväskylä. Studies in Education, Psychology and Social Research. Academic dissertation.
Salim, M. B. (2017). The Influence of Organizational Commitment on Omani Employees’ Work Performance. International Review of Management and Marketing, 7(2), 151-160.
Saunders, M., Lewis, P., & Thornhill, A. (2003). Research Methods for Business Students, Harlow UK:.Pearson Education Limited.
Sekaran, U., & Bougie, R. (2013). Research Methods for Business: A Skill-Building Approach. (6th Ed.). Wiley, New York.
Tohidi. H. (2010). Teamwork productivity & effectiveness in an organization base on rewards, leadership, training, goals, wage, size, motivation, measurement and information technology, Procedia Computer Science 3,1137–114.
Topolnytsky, L., John, P. M., David, J. S., & Lynne, H. (2002). Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences, Journal of Vocational Behavior, 61(1), 20–52.
Wernerfelt, B. (2004). A Resource- Based View of the Firm. Strategic Management Journal, 5 ( 2), 171-180
Yang, H. (2008). Efficiency and subjective performance pay. Economic Inquiry,46(2),179-196.
Zeithml, H., Valarie, M., & Berry, S. (1985) Servqual Model: Concepts and Research Agenda, European Journal Of Marketing, 30 (10), 8-32.
Water Services Regulatory Board. (2015). Impact Report, A Performance Review of Kenya’s Water Services Sector -Issue No.7-2015.
Wasreb Impact Report. (2017/2018). A Performance Review of Kenya’s Water Services Sector-Issue No.10.
In-Text Citation: (Njuguna et al., 2021)
To Cite this Article: Njuguna, E. N., Muli, J. V., & Wainaina, L. (2021). Participatory Management initiatives, Employees Commitment and Employees’ Performance: An Empirical Study among Employees in Water Service Providers in Kenya. International Journal of Academic Research in Business and Social Sciences, 11(8), 1241–1262.
Copyright: © 2021 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode