Employee Performance Improvement Strategies Among Faith-based Humanitarian Organizations in Kenya
Abstract
Performance measurement is critical to achieving a firm’s objectives, translating strategy into
action and monitoring progress. If an organization aims to improve the employee’s performance,
the results got from measuring the performance should be analysed and dealt with. After
analysing the performance, setting a diagnosis, evaluating the performance and giving feedback to
the employee, a solution for the improvement should be found. The purpose of this study was to
establish the various employee performance improvement strategies adopted by the faith-based
humanitarian organizations in Kenya as part of their performance management process. The study
adopted a descriptive survey design. The population of the study consisted of sixty (60) faith
based humanitarian organizations actively functioning in Kenya with the heads of various
functional departments being the main respondents. The findings of the study were that many
faith based organizations had good career development and emphasized on succession planning,
clear job descriptions, performance improvement plans, both monetary and non-monetary rewards
to employees, proper understanding of the job expectations motivated by their faith to serve
humanity, planned trainings and staff development and good employee involvement in
performance management process and decision making. Good open communication between top
management and other employees was noted. The findings therefore concluded that the already
adopted strategies and employees’ Christian faith have enabled the organizations to achieve
employees’ commitment. It is recommended that faith based humanitarian organizations can
improve employees performance more by giving good salaries and monetary rewards, adopting
flexible working hours, having job rotations, delegating authorities, giving prompt performance
feedback after performance appraisals and emphasizing on the on-job coaching and mentoring.
Adoption of these strategies will further improve the employee performance and eventually
achieve the desired outcomes of the various organizational interventions. Further research may
seek to establish the effectiveness of each employee performance improvement strategy adopted
by these faith based organizations. There is also need to undertake similar studies in other nongovernmental
organizations to establish the employee performance improvement strategies being
adopted.
Publisher
University of Nairobi