The Influence of Employee Engagement on Employee Performance at KCB Bank Limited

Abstract

Both researchers and entrepreneurs have focused on engagement of employees since it is a pressing issue in most businesses currently. The main intention of managers is to improve performance of employees which is the basis to attaining sustainable performance, reducing turnover rates of employees and enhancing well-being of employees. The advantage of having engaged staff is that they are more proud of their work, they value it and enjoy and therefore are willing to work with each other to ensure organizational success. Also, engaged staff members are more invested in their jobs, share useful information with colleagues and are willing to stay in the organization longer. This study focused on establishing the influence of employee engagement on employee performance at KCB Bank limited. Theories that guided thus study were: Self-Determination Theory, supplemented by social exchange theory and expectancy theory. To answer the research objective, the study used descriptive cross-sectional survey. Targeted population was 1000 employees working at KCB bank head office in Nairobi, KCB limited university way, Moi Avenue and Kenyatta Avenue branches. Purposive Sampling was used in selecting the sample size of the study. Out of these 1000 only the employees who have worked with KCB Bank of Kenya over three (3) years was considered. This brings the target population of 200 employees. Data collection was by use of questionnaires where quantitative information collected was analyzed using SPSS where descriptive statistics were computed and they included means, SD, frequencies and percentages. Qualitative information was also gathered and was analyzed using content analysis. The relationship between variables was determined by computing multiple regression analysis, also, through regression the study established the effect engagement of employees had on their performance. Analyzed data was presented in tables and figures. From analyzed data, physical engagement was found to help employees to pay attention on their tasks. The study established that cognitive engagement makes employees more innovative. The study found that affective engagement motivates employees to do their work better. This implies that affective engagement influences performance of employees, behavioral engagement help employees to adapt to the organization environment. The study concludes that: physical engagement is strongly related to employee performance; cognitive engagement and affective engagement are strongly related to employee performance; and behavioral engagement is significantly associated with employee performance. It was recommended ensure physical engagement through emotional commitment of the employees into the organizations goals.