Effect of Organizational Citizenship Behavior on Employee Performance in Selected Electricity Companies, Kenya
Main Article Content
Keywords
KenGen, Kenya Powering, electricity companies, Kenya Rural Roads Authority (KeRRA), organizational citizenship behaviour, employee performance
Abstract
Over the past few years, organizational behavior has become increasingly important in understanding the dynamics within workplaces and their impact on employee performance. Electricity sector in Kenya drives economic growth and development however, they face numerous challenges, including increasing competition, regulatory pressures and the need to meet the demands of a rapidly growing population. The performance of employees within these companies are important in ensuring operational efficiency, customer satisfaction, and organizational success. Therefore, this study examined the influence of organizational citizenship behavior on employee performance in electricity companies in Kenya. The study was guided by Attribution Theory. The study applied positivism philosophy and explanatory research design. The target population was 2,887 employees working at KenGen and Kenya Powering electrical companies situated in Headquarters Nairobi. Yamane's formula was used to derive a total sample of 422 employees where stratified, simple random sampling technique was used to select the respondents. A pilot study was done at KenGen and Kenya Power stations in Kisumu County in order to assess validity and reliability of the questionnaire. Data was analyzed using descriptive and inferential statistics. Correlation coefficient and hierarchical regression was conducted to assess relationships. Results indicated that there was a positive and significant relationship between organizational citizenship behavior and employee performance (r .627; p <.01). Further, there was a positive significant effect of organizational citizenship behaviour (OCB) on employee performance (β=.641, p=.000). These results indicate that promoting a culture of OCB within electricity companies, as employees who engage in OCB behaviors are likely to demonstrate higher levels of performance. The study recommends that, Ministry of Energy & Petroleum should formulate policies, develop strategies and culture that promotes positive organizational citizenship behavior.
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Dinah Anyango Liech , Department of Management Science and Entrepreneurship, School of Business Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Department of Management Science and Entrepreneurship, School of Business Economics, Moi University, Eldoret, Kenya
Michael Korir, Department of Management Science and Entrepreneurship, School of Business Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Department of Management Science and Entrepreneurship, School of Business Economics, Moi University, Eldoret, Kenya
Catherine Muganda , Department of Management Science and Entrepreneurship, School of Business Economics, Moi University, P.O. Box 3900-30100, Kesses, Eldoret, Kenya
Department of Management Science and Entrepreneurship, School of Business Economics, Moi University, Eldoret, Kenya