Job Engagement as a Predictor of Employee Performance: A Study of the Independent Electoral and Boundaries Commission in North Rift Region, Kenya
Main Article Content
Keywords
Employee performance, job engagement, IEBC, Kenya
Abstract
In Kenya, the Independent Electoral and Boundaries Commission (IEBC) operates in a complex and often challenging environment, where its performance is directly linked to national stability and public trust. However, the factors that drive performance in such high-stakes environments are not fully understood. This study therefore sought to examine the extent to which job engagement serves as a significant predictor of employee performance within the IEBC, North Rift Region, Kenya. This study was guided by Social Exchange Theory (Blau, 1964). This study adopted a convergent parallel mixed-methods design, collecting quantitative data through structured questionnaires from a census of 97 employees of the IEBC North Rift Region, selected via stratified random sampling, and qualitative data via semi-structured interviews. Quantitative data was analyzed using descriptive statistics and multiple regression analysis in SPSS version 25 to test the predictive relationship between variables, while qualitative data underwent content analysis. Descriptive statistics showed high levels of engagement, particularly in feedback-seeking (Mean=4.25) and goal dedication (Mean=4.18), though qualitative data revealed that hierarchical structures somewhat inhibited participation in decision-making. In addition, results revealed a strong, positive, and statistically significant relationship between job engagement and employee performance (r = .758, p < .001), with regression analysis confirming that job engagement is the strongest predictor, explaining 57.4% of the variance in performance (β = 0.868, p = .02). The study recommends that IEBC should strengthen participatory decision-making mechanisms by creating formal channels for employee input in operational and strategic decisions. There is need to implement regular engagement surveys to understand employee needs and concerns, and ensure follow-up actions are taken based on feedback received.
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Daniel Kasiti Cheptot , Department of Marketing and Management, School of Business and Economics, The Catholic University of Eastern Africa, P. O. Box 908-30100, Eldoret, Kenya
Department of Marketing and Management, School of Business and Economics,
The Catholic University of Eastern Africa, P. O. Box 908-30100, Eldoret, Kenya
Pamela Eng’airo , Department of Marketing and Management, School of Business and Economics, The Catholic University of Eastern Africa, P. O. Box 908-30100, Eldoret, Kenya
Department of Marketing and Management, School of Business and Economics,
The Catholic University of Eastern Africa, P. O. Box 908-30100, Eldoret, Kenya
Nehemia Kosgei , Department of Marketing and Management, School of Business and Economics, The Catholic University of Eastern Africa, P. O. Box 908-30100, Eldoret, Kenya
Department of Marketing and Management, School of Business and Economics,
The Catholic University of Eastern Africa, P. O. Box 908-30100, Eldoret, Kenya