The Moderating Effect of Organizational Support on the Relationship between Job Responsibility and Employee Performance at National Police Service, Kenya
Main Article Content
Keywords
Job responsibility, employee performance, organizational support, National Police Service, law enforcement, Kenya
Abstract
Employee performance remains a central concern in public security institutions because the effectiveness of law enforcement depends largely on how well officers execute their assigned duties. Job responsibility forms a key component of work design since clearly defined roles and accountability structures shape employee behavior and productivity. This study aimed to examine the moderating effect of organizational support on the relationship between job responsibilities and employee performance in the NPS. The research was anchored on Conservation of Resources (COR). An explanatory research design was employed, targeting 2000 respondents, with 333 selected through multistage sampling based on Slovin’s formula. Data were collected using a structured questionnaire and analyzed using descriptive statistics such as frequencies, percentages, means, and standard deviations. Inferential statistical tests, including regression and correlation, were conducted to establish the relationships among study variables, with hypotheses tested using multiple regression and hierarchical regression for moderation. The findings showed that employees reported relatively high levels of performance and job responsibility, while perceptions of organizational support were moderate. Correlation results indicated significant positive relationships between job responsibility and employee performance (r = 0.691, p < 0.01) and between organizational support and employee performance (r = 0.758, p < 0.01). Regression analysis further established that job responsibility had a positive and significant effect on employee performance (β = 0.083, p < 0.05). Moderation analysis revealed that organizational support significantly strengthened the relationship between job responsibility and employee performance (β = 0.214, p < 0.05). The study concludes that supportive organizational environments improve how employees respond to work responsibilities and contribute to better performance outcomes. The findings suggest that management in the National Police Service should strengthen role clarity, accountability mechanisms, and structured task allocation systems to improve officer effectiveness. The study also recommends further research on additional organizational factors that may influence performance in policing institutions.
References
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Kassahun, B. K., Wu, W., & Chen, C. (2024). Does diversity climate matter? The more respected I feel, the better I can do: Unravelling mechanisms enabling extra-role performance. https://ouci.dntb.gov.ua/en/works/lR5v6JP4/
Kihoro, J. M., & Wanjiru, R. W. (2021). Work design and performance in manufacturing firms in Kenya. International Journal of Economics & Commerce, 5(9), 112–125. http://ijecm.co.uk/wp-content/uploads/2021/09/9913.pdf
Kim, J., Kim, H., & Kwon, H. (2020). The impact of employees' perceptions of strategic alignment on sustainability: An empirical investigation of Korean firms. Sustainability, 12(10), 4180. https://doi.org/10.3390/su12104180
Kinuthia, J. M., & Kiragu, J. (2024). Moderating effect of social support on the relationship between occupational stress interventions and staff performance among public universities in Kenya. Journal of the Kenya National Commission for UNESCO. https://journals.unesco.go.ke/index.php/jknatcom/article/view/104
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Lartey, J. K. S., Amponsah-Tawiah, K., & Osafo, J. (2019). The moderating effect of perceived organizational support in the relationship between emotional labour and job attitudes among health professionals. Nursing Open, 6(3), 990–997. https://pubmed.ncbi.nlm.nih.gov/31367423/
Lenaiyarra, D. L., Bitok, J., & Shirandula, D. (2024). Job evaluation factors and employees' performance in 4- and 5-star-rated hospitality facilities in Nakuru County, Kenya. Journal of Hospitality and Tourism Management, 12(3), 78–92. https://stratfordjournalpublishers.org/journals/index.php/Journal-of-Hospitality/article/view/2391
Leontes, N. I., & Hoole, C. (2024). Bridging the gap: Exploring the impact of human capital management on employee performance through work engagement. Administrative Sciences, 14(6), 129. https://doi.org/10.3390/admsci14060129
Makhamu, R., Okello, D. J., & Wekesa, S. (2024). The moderating influence of perceived organisational support on competence development and employee commitment relationship in the civil service in Kenya. International Journal of Business Management, 18(3), 45–62. https://www.reviewedjournals.com/index.php/Business/article/view/362
Mendes, F., & Stander, M. W. (2011). Positive organisation: The role of leader behaviour in work engagement and retention. SA Journal of Industrial Psychology, 37(1), 1–13. https://sajip.co.za/index.php/sajip/article/view/900
Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative & qualitative apporaches (Vol. 2, No. 2). Nairobi: Acts press.
Mukandara, L., & Dominic, T. (2023). Moderating role of perceived organisational support on work environment and teachers' job satisfaction in Tanzanian public secondary schools. ORSEA Journal, 13(2), 78–92. https://doi.org/10.56279/orseaj.v13i1.7
Muriithi, S. (2023). Effect of job description on employee performance in public organizations in Kenya (Master's thesis). University of Nairobi. https://erepository.uonbi.ac.ke/bitstream/handle/11295/103078/Muriithi_Effect%20of%20Job%20Description%20on%20Employee%20Performance.pdf
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Nusraningrum, D., Rahmawati, A., Wider, W., Jiang, L., & Udang, L. N. (2024). Enhancing employee performance through motivation: The mediating roles of green work environments and engagement. Frontiers in Sociology, 9, 1392229. https://doi.org/10.3389/fsoc.2024.1392229
Odhong, E. A., Were, S., & Omolo, J. (2014). Effect of compensation and reward on performance of employees at Nakuru County Government. IOSR Journal of Business and Management, 16(11), 87–93. https://doi.org/10.9790/487X-161118793
Ong'ondo, P. O., & Nyamboga, I. K. (2022). Teacher role clarity and performance in public primary schools in Kenya. Global Journal of Educational Research, 19(3), 45–56. https://www.ripublication.com/gjer20/gjerv19n3_07.pdf
Ouabi, Z., Douayri, K., Barboucha, F., & Boubker, O. (2024). Human resource practices and job performance: Insights from public administration. Societies, 14(12), 247. https://doi.org/10.3390/soc14120247
Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), 577–588. https://doi.org/10.13106/jafeb.2020.vol7.no8.577
Park, S., Kang, H. S., & Kim, E. J. (2018). The role of supervisor support on employees’ training and job performance: an empirical study. European Journal of Training and Development, 42(1-2), 57-74.
Partoip, S. K., Kamaara, M., & Ombui, K. (2024). Performance target setting and employee performance: State corporations in Kenya. African Journal of Emerging Issues, 6(2), 134–148. https://ajoeijournal.org/sys/index.php/ajoei/article/view/789
Sabuhari, R., Soleman, R., Soleman, M. M., Fahri, J., & Rachmat, M. (2025). Organisational justice moderates the link between leadership, work engagement and innovation work behaviour. https://arxiv.org/abs/2508.20320
Sausen, J., & Gichinga, W. (2024). Psychological contract fulfillment and employee performance in the Kenya Police Service. European Journal of Economics, Finance and Administrative Sciences, 102(1), 1–18. https://oapub.org/soc/index.php/EJEFR/article/view/190
Sya, I. S., & Mangundjaya, W. (2020). The moderating effect of perceived organizational support in the relationship between affective commitment and workforce agility at workplace. In Proceedings of ICAS-PGS 2019. EAI. https://doi.org/10.4108/eai.30-10-2019.2299341
Tetteh, S., Opata, C. N., Agyapong, G. N. Y. A., Wu, C., & Osei-Kusi, F. (2020). Perceived organisational support, job stress, and turnover intention: Moderation of affective commitments. Journal of Psychology in Africa, 30(1), 9–16. https://doi.org/10.1080/14330237.2020.1722365
Thumbi, N. P., Bula, H., & Wanyoike, R. (2021). Moderating effect of organizational culture on the relationship between organizational learning and employees’ performance in classified hospitality firms in Kenya. International Journal of Business and Management, 16(6), 1–14. https://www.ccsenet.org/journal/index.php/ijbm/article/
view/0/44118
Van Schalkwyk, L., Els, C., & Rothmann, I. (2011). The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa. SA Journal of Human Resource Management, 9(1), Article 384. https://doi.org/10.4102/sajhrm.v9i1.384
Wang, T., Qin, H., Zhang, Z., & Qin, Y. (2024). The moderating effect of perceived organizational support on presenteeism related to inclusive leadership among nurses. BMC Nursing, 23, Article 139. https://doi.org/10.1186/s12912-024-01816-0
Woyengo, P. M. N., Nzulwa, J., & Odhiambo, R. (2019). Influence of organizational culture on employee outcomes: Moderating effect of human resource management orientations in Kenya’s civil service. Strategic Journal of Business & Change Management, 6(2), 452–468. https://strategicjournals.com/index.php/journal/article/view/1343
Yong-Chung, F. E., & García-Salirrosas, E. E. (2025). Determinants of job performance in professional workers and moderating effect of gender: The Peruvian case. Administrative Sciences, 15(10), 391. https://doi.org/10.3390/admsci15100391
Yong-Chung, F. E., García-Salirrosas, E. E., Jauregui Arroyo, R. R., & Escobar-Farfán, M. (2025). Determinants of job performance in professional workers and moderating effect of gender: The Peruvian case. Administrative Sciences, 15(10), 391. https://doi.org/10.3390/admsci15100391
Abugre, J. B., & Acquaah, M. (2022). Organisational support as a moderator between emotional exhaustion and turnover intentions. African Journal of Economic and Management Studies, 13(2), 219–235. https://doi.org/10.1108/AJEMS-08-2021-0384
Aden, H., Mugambi, P., & Kirima, L. (2025). Organizational culture and occupational stress among Kenya National Police officers. Journal of Human Resource, 1(1), 1–15. https://stratfordjournalpublishers.org/journals/index.php/journal-of-human-resource/article/view/2643
Armstrong, M. (2024). Armstrong's handbook of strategic human resource management: Improve business performance through strategic people management. Kogan Page Publishers.
Astuti, A. K., Hardiyanto, P., & Putra, A. S. B. (2023). Perceived organisational support as a moderating variable on influence well-being towards work engagement. International Journal of Economics, 2(2), 739–746. https://doi.org/10.55299/ijec.v2i2.591
Bahadır, F., Yeşiltaş, M., Sesen, H., & Olaleye, B. R. (2024). The relation between perceived organizational support and employee satisfaction: the role of relational psychological contract and reciprocity ideology. Kybernetes, 53(1), 102-122.
Bakker, A. B., & Demerouti, E. (2018). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
Bula, H. O., & Kamaru, S. K. (2023). Effects of performance appraisal on employee productivity in the banking sector in Kenya. The University Journal, 6(2), 45–58. https://journals.daea.or.ke/index.php/tuj/article/view/179
Buvik, M. P., & Tkalich, A. (2021). Psychological safety in agile software development teams: Work design antecedents and performance consequences. https://arxiv.org/abs/2109.15034
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (2002). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500
Elamalki, D., Kaddar, A., & Beniich, N. (2024). Impact of motivation on the job performance of public sector employees: The case of Morocco. Future Business Journal, 10, 53. https://doi.org/10.1186/s43093-024-00342-4
Eshete, S. K., Debela, K. L., & Kebede, T. A. (2025). Personality and workplace employees' performance: A systematic review. Journal of Innovation and Entrepreneurship, 14, 131. https://doi.org/10.1186/s13731-025-00602-9
Eshete, S., & Tadesse, A. (2025). Employee engagement as a mediator of strategic alignment and organizational performance in Ethiopian education institutions. Discover Psychology. https://doi.org/10.1007/s44202-025-00510-9
Fatimah, F., Tobari, T., Rahmawati, K., & Fitriah, W. (2025). E-Kinerja and work discipline on the performance of civil servants through motivation as an intervening variable. Science Journal of Business and Management, 13(1), 17–26. https://www.sciencepublishinggroup.com/article/10.11648/j.sjbm.20251301.13
Hakanen, J., Peeters, M., & Schaufeli, W. (2021). Exploring the nature and antecedents of employee energetic well-being and job performance profiles. Sustainability, 13, 7424. https://doi.org/10.3390/su13137424
Helalat, A., Sharari, H., Alhelalat, J., & Al-Aqrabawi, R. (2025). Transformational leadership and employee performance: A further insight using work engagement. Economics – Innovative and Economics Research Journal, 13(1), 333–352. https://doi.org/10.2478/eoik-2025-0015
Hemmer, P., Westphal, M., Schemmer, M., Vetter, S., Vössing, M., & Satzger, G. (2023). Human-AI collaboration: The effect of AI delegation on human task performance and task satisfaction. https://arxiv.org/abs/2303.09224
Joshua, G. B., Tsuma, E., Egessa, R., & Onyango, R. (2024). Moderating role of perceived organizational support on occupational stress management practices and employee engagement among law enforcement officers, Kenya. African Journal of Empirical Research, 5(2), 170–179. https://doi.org/10.51867/ajernet.5.2.16
Joshua, G. B., Tsuma, E., Egessa, R., & Onyango, R. (2024). Moderating role of perceived organizational support on occupational stress management practices and employee engagement among law enforcement officers in Uasin Gishu County, Kenya. African Journal of Empirical Research, 5(2), 170–179. https://doi.org/10.51867/ajernet.5.2.16
Kasperczuk, A., Ćwiąkała, M., Górka, E., Ręczajski, P., Mrzygłód, P., Frasunkiewicz, M., Darcińska-Głębocka, A., Piwnik, J., & Gardocki, G. (2025). The role of work-life balance in effective business management. https://arxiv.org/abs/2510.05783
Kassahun, B. K., Wu, W., & Chen, C. (2024). Does diversity climate matter? The more respected I feel, the better I can do: Unravelling mechanisms enabling extra-role performance. https://ouci.dntb.gov.ua/en/works/lR5v6JP4/
Kihoro, J. M., & Wanjiru, R. W. (2021). Work design and performance in manufacturing firms in Kenya. International Journal of Economics & Commerce, 5(9), 112–125. http://ijecm.co.uk/wp-content/uploads/2021/09/9913.pdf
Kim, J., Kim, H., & Kwon, H. (2020). The impact of employees' perceptions of strategic alignment on sustainability: An empirical investigation of Korean firms. Sustainability, 12(10), 4180. https://doi.org/10.3390/su12104180
Kinuthia, J. M., & Kiragu, J. (2024). Moderating effect of social support on the relationship between occupational stress interventions and staff performance among public universities in Kenya. Journal of the Kenya National Commission for UNESCO. https://journals.unesco.go.ke/index.php/jknatcom/article/view/104
Kyalo, D. C. (2019). Effect of ethical leadership on employee performance: A case of Old Mutual Kenya (MBA project). United States International University-Africa. https://erepo.usiu.ac.ke/xmlui/handle/11732/4723
Lartey, J. K. S., Amponsah-Tawiah, K., & Osafo, J. (2019). The moderating effect of perceived organizational support in the relationship between emotional labour and job attitudes among health professionals. Nursing Open, 6(3), 990–997. https://pubmed.ncbi.nlm.nih.gov/31367423/
Lenaiyarra, D. L., Bitok, J., & Shirandula, D. (2024). Job evaluation factors and employees' performance in 4- and 5-star-rated hospitality facilities in Nakuru County, Kenya. Journal of Hospitality and Tourism Management, 12(3), 78–92. https://stratfordjournalpublishers.org/journals/index.php/Journal-of-Hospitality/article/view/2391
Leontes, N. I., & Hoole, C. (2024). Bridging the gap: Exploring the impact of human capital management on employee performance through work engagement. Administrative Sciences, 14(6), 129. https://doi.org/10.3390/admsci14060129
Makhamu, R., Okello, D. J., & Wekesa, S. (2024). The moderating influence of perceived organisational support on competence development and employee commitment relationship in the civil service in Kenya. International Journal of Business Management, 18(3), 45–62. https://www.reviewedjournals.com/index.php/Business/article/view/362
Mendes, F., & Stander, M. W. (2011). Positive organisation: The role of leader behaviour in work engagement and retention. SA Journal of Industrial Psychology, 37(1), 1–13. https://sajip.co.za/index.php/sajip/article/view/900
Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative & qualitative apporaches (Vol. 2, No. 2). Nairobi: Acts press.
Mukandara, L., & Dominic, T. (2023). Moderating role of perceived organisational support on work environment and teachers' job satisfaction in Tanzanian public secondary schools. ORSEA Journal, 13(2), 78–92. https://doi.org/10.56279/orseaj.v13i1.7
Muriithi, S. (2023). Effect of job description on employee performance in public organizations in Kenya (Master's thesis). University of Nairobi. https://erepository.uonbi.ac.ke/bitstream/handle/11295/103078/Muriithi_Effect%20of%20Job%20Description%20on%20Employee%20Performance.pdf
Mworia, L. N., Wachira, W., & Mwaura, P. (2021). Job autonomy and employee performance in the County Government of Isiolo, Kenya. European Journal of Social Sciences Studies, 6(4), 89–104. https://oapub.org/soc/index.php/EJSSS/article/view/1129
Nusraningrum, D., Rahmawati, A., Wider, W., Jiang, L., & Udang, L. N. (2024). Enhancing employee performance through motivation: The mediating roles of green work environments and engagement. Frontiers in Sociology, 9, 1392229. https://doi.org/10.3389/fsoc.2024.1392229
Odhong, E. A., Were, S., & Omolo, J. (2014). Effect of compensation and reward on performance of employees at Nakuru County Government. IOSR Journal of Business and Management, 16(11), 87–93. https://doi.org/10.9790/487X-161118793
Ong'ondo, P. O., & Nyamboga, I. K. (2022). Teacher role clarity and performance in public primary schools in Kenya. Global Journal of Educational Research, 19(3), 45–56. https://www.ripublication.com/gjer20/gjerv19n3_07.pdf
Ouabi, Z., Douayri, K., Barboucha, F., & Boubker, O. (2024). Human resource practices and job performance: Insights from public administration. Societies, 14(12), 247. https://doi.org/10.3390/soc14120247
Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), 577–588. https://doi.org/10.13106/jafeb.2020.vol7.no8.577
Park, S., Kang, H. S., & Kim, E. J. (2018). The role of supervisor support on employees’ training and job performance: an empirical study. European Journal of Training and Development, 42(1-2), 57-74.
Partoip, S. K., Kamaara, M., & Ombui, K. (2024). Performance target setting and employee performance: State corporations in Kenya. African Journal of Emerging Issues, 6(2), 134–148. https://ajoeijournal.org/sys/index.php/ajoei/article/view/789
Sabuhari, R., Soleman, R., Soleman, M. M., Fahri, J., & Rachmat, M. (2025). Organisational justice moderates the link between leadership, work engagement and innovation work behaviour. https://arxiv.org/abs/2508.20320
Sausen, J., & Gichinga, W. (2024). Psychological contract fulfillment and employee performance in the Kenya Police Service. European Journal of Economics, Finance and Administrative Sciences, 102(1), 1–18. https://oapub.org/soc/index.php/EJEFR/article/view/190
Sya, I. S., & Mangundjaya, W. (2020). The moderating effect of perceived organizational support in the relationship between affective commitment and workforce agility at workplace. In Proceedings of ICAS-PGS 2019. EAI. https://doi.org/10.4108/eai.30-10-2019.2299341
Tetteh, S., Opata, C. N., Agyapong, G. N. Y. A., Wu, C., & Osei-Kusi, F. (2020). Perceived organisational support, job stress, and turnover intention: Moderation of affective commitments. Journal of Psychology in Africa, 30(1), 9–16. https://doi.org/10.1080/14330237.2020.1722365
Thumbi, N. P., Bula, H., & Wanyoike, R. (2021). Moderating effect of organizational culture on the relationship between organizational learning and employees’ performance in classified hospitality firms in Kenya. International Journal of Business and Management, 16(6), 1–14. https://www.ccsenet.org/journal/index.php/ijbm/article/
view/0/44118
Van Schalkwyk, L., Els, C., & Rothmann, I. (2011). The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa. SA Journal of Human Resource Management, 9(1), Article 384. https://doi.org/10.4102/sajhrm.v9i1.384
Wang, T., Qin, H., Zhang, Z., & Qin, Y. (2024). The moderating effect of perceived organizational support on presenteeism related to inclusive leadership among nurses. BMC Nursing, 23, Article 139. https://doi.org/10.1186/s12912-024-01816-0
Woyengo, P. M. N., Nzulwa, J., & Odhiambo, R. (2019). Influence of organizational culture on employee outcomes: Moderating effect of human resource management orientations in Kenya’s civil service. Strategic Journal of Business & Change Management, 6(2), 452–468. https://strategicjournals.com/index.php/journal/article/view/1343
Yong-Chung, F. E., & García-Salirrosas, E. E. (2025). Determinants of job performance in professional workers and moderating effect of gender: The Peruvian case. Administrative Sciences, 15(10), 391. https://doi.org/10.3390/admsci15100391
Yong-Chung, F. E., García-Salirrosas, E. E., Jauregui Arroyo, R. R., & Escobar-Farfán, M. (2025). Determinants of job performance in professional workers and moderating effect of gender: The Peruvian case. Administrative Sciences, 15(10), 391. https://doi.org/10.3390/admsci15100391
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Mar 2, 2026
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Marigu , E. K., Kimwolo , A., & Awino, M. (2026). The Moderating Effect of Organizational Support on the Relationship between Job Responsibility and Employee Performance at National Police Service, Kenya. Journal of Business, Economics and Management Research Studies, 4(1), 1–24. https://doi.org/10.69897/jobemrs.v4i1.339
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Original Articles
Author Biographies
Edith Kanini Marigu , Department of Management Science and Entrepreneurship School of Business and Economics, Moi University, P.O. Box 112-30100, Eldoret, Kenya
Department of Management Science and Entrepreneurship
School of Business and Economics, Moi University, P.O. Box 112-30100, Eldoret, Kenya
Andrew Kimwolo , Department of Management Science and Entrepreneurship School of Business and Economics, Moi University, P.O. Box 112-30100, Eldoret, Kenya
Department of Management Science and Entrepreneurship
School of Business and Economics, Moi University, P.O. Box 112-30100, Eldoret, Kenya
Molly Awino, Department of Management Science and Entrepreneurship School of Business and Economics, Moi University, P.O. Box 112-30100, Eldoret, Kenya
Department of Management Science and Entrepreneurship
School of Business and Economics, Moi University, P.O. Box 112-30100, Eldoret, Kenya