Stress management and employee performance at Kenya Airways

Abstract

Kenya Airways has had numerous challenges such as expensive ticketing which has led to reduced revenue, poor investment practices leading to loss of money as well as poor human practices leading to industrial unrest. Such challenges have threatened emotional fitness of employees because they worry about being laid off. Studies that have looked at stress management and employee performance have not zeroed in on work place quality, work place counseling as well as flexible work scheduling. It was therefore imperative to examine stress management and employee performance at Kenya Airways Company. In conducting the study, the current research took advantage of cross-sectional study design and collected primary data using questionnaires. Data analysis was done using descriptive statistics as well as inferential statistics and hence mean and standard deviation as well as regression and correlation were used. The study found out that stress management explained 47.7% (R2 =0.477) variation of employee performance. Additionally, the research established that flexible work schedule had significant positive correlation with employee performance (β =0.460, p< 0.05); work place counseling had insignificant negative correlation with employee performance (β = -0.184, p < 0.142); and that work place quality had a significant positive relationship with employee performance (β =0.463, p < 0.05). The study concluded that both work place quality and flexible work scheduling have roles to play in employee performance but not work place counseling. The study recommended policy and practice should include work place quality and flexible work schedule to enhance employee performance.