Employee Rewards, Job Related Attitudes, Organizational Leadership, Work Environment, And Employee Performance At The Kenya Police Service

Abstract

The study conceptualized a relationship between employee rewards, employee job related attitudes, organizational leadership, work environment and employee performance in the Kenya Police Service. Employee rewards has been proposed to influence employee performance, however there is lack of consensus with regard to this position which called for further empirical studies. The main objective of this study was to determine the influence of employee rewards, job related attitudes, organizational leadership and work environment on employee performance in the Kenya Police Service. In order to achieve this objective, five specific objectives were set and corresponding hypotheses formulated. The study was anchored on four theories, that is; Expectancy theory supported by Social Exchange Theory; Transformational & Transactional Leadership theory and the Ability, Motivation and Opportunity (AMO) theory. The study used descriptive cross sectional research design. The population was all police officers and a sample of 397 officers was selected using stratified random sampling method. Data was quantitative and collected using structured questionnaire. The hypotheses were tested using simple linear regression, path analysis, stepwise regression analysis and multiple linear regression analysis. The findings indicated that employee rewards significantly influence employee performance, employee job related attitude mediates the relationship between employee rewards and employee performance. Organizational leadership style and work environment has a significant moderating effect on the relationship between employee rewards and employee performance. The results of the study further supported expectancy theory, social exchange theory, transformational & transactional Leadership theory and the Ability, Motivation and Opportunity (AMO) theory. The study contributed to the knowledge in the area of human resource by establishing the effects of employee job related attitude and organizational leadership styles; work environment through mediation and moderation on the relationship between employee rewards and employee performance. Human resource managers could use the findings of this study to improve employee performance through putting in place key employee rewards, right employee attitudes, good leadership style and conducive work environment. For policy makers this study justified incorporating rewards, job related attitudes, organizational leadership and work environment when designing performance improvement policies.