The Nexus between Self-Management, Work Attitude and Employee Performance

Main Article Content

Noah Kipruto https://orcid.org/0009-0004-3191-0370
Molly Awino https://orcid.org/0000-0001-7713-3299

Keywords

Self-management, work attitude, employee performance, KPLC

Abstract

High performing organizations have remained focused on their employees and as a result, have achieved significant results through enhanced levels of work-life balance practices. The study sought to investigate the moderating effect of work attitude on the association between self-management and employee performance at Kenya Power and Lighting Company - NOREB region. Out of 2800 employees, the study sampled 350 respondents based on Yamane’s formula of determining the sample size. Stratified and simple random sampling techniques were used to pick the sample from the population. A structured questionnaire was used in data collection. The study’s sequel revealed that self-management significantly and positively affected employees’ performance (β = .200, p< 0.05). Further, the results showed that there was significant and positive influence of work attitude on employees’ performance (β =.129, p < 0.05). Moreover, the results indicated that work attitude positively and significantly moderated the relationship between self-management and employees’ performance (β=.195, p < 0.05). The study concluded that self-management corroborated with employee performance. Additionally, work attitude moderated the relationship between self-management and employees’ performance. The study recommended that the management of companies should encourage their employees to embrace and understand their strengths, adapt to challenges and prioritize their wellbeing as well as set goals.

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