| dc.description.abstract | The study was set to establish the relationship between employees’ commitment and job
performance at the Kenya Institute of Surveying and Mapping (K.I.S.M). It was a
descriptive survey. Primary data was collected by use of a questionnaire. Data analysis
techniques used in the study were descriptive statistics (frequency, percentage, mean and
standard deviation) and regression correlation analysis
Four commitment forms/foci (i.e. career, job, organization and supervisor) were used to
measure employee commitment and were rated using the liker scale 1 to 5 for “Strongly
Agree” to “Strongly Disagree” respectively. Job performance was measured in both
percentage and with a likert scale for both self and peer appraisal with questionnaire
Items covering both task and contextual job performance. The questionnaire was
administered to 80 public employees working for the institute out of which 66
respondents returned completed questionnaires, which was 82.5% and composed of
59.1% males and 49.9% females. The departments where respondents were drawn from
were: Administration (30.3%), Survey (15.2%), Cartography (13.6%), Photogrammetry
(15.2%), Map Reproduction (7.6 %) and from Humanities and Sciences (18.2 %).
Statistical Package for Social Scientists (SPSS) was used to analyze the data. The
Pearson’s Product of Moment Correlation Technique was used to test the relationship
between each of the four commitment foci and job performance. The results showed that
most of the employees are highly committed and value their career (62.1%) respondents
and had a mean score of 4.2727, followed by their job (31.8%) respondents and a mean
score of 3.9545, organization (6.2%) and a mean score of 3.4695 and supervisor only
obtaining a mean score of 3.6515. Job performance showed that most of the employees
rated themselves above 80%. They also rated job performance by their peer above 3.5 on
a likert scale.
A high coefficient of correlation (r=918) between employees’ commitment and job
performance indicated a positive correlation between employees’ job performance and
organization, career, job and commitment to the supervisor. However, there was a
negative correlation between career commitment and job performance which could be a
challenge in employees’ retention for KISM. The main conclusion was that public
employees at Kenya Institute of Surveying and Mapping are highly committed to their
career and this negatively impacted on their job performance. From regression analysis,
increasing commitment to job, institution and supervisors through employees’
performance management strategies will result to higher job performance for KISM
employees. | en |
