Relationship Between Internal Communication and Employee Engagement in 3-4 Star Hotels in Kisumu County: The Moderating Role of Leadership Style
Main Article Content
Keywords
Employee Recognition, Employee Engagement, Leadership Style, Hotel Industry, Kisumu County
Abstract
Employee engagement is a key determinant of service quality and organizational performance in the hospitality industry. This study examined the relationship between internal communication and employee engagement in 3–4-star hotels in Kisumu County, with leadership style as a moderating factor. The study was grounded on Relationship Theory of Internal Marketing. Guided by a pragmatism philosophy, an explanatory concurrent mixed-methods design was adopted, allowing simultaneous collection and integration of quantitative and qualitative data. The target population comprised 966 respondents (957 employees and 9 general managers), from which a sample of 291 (282 employees and 9 managers) was determined using Yamane’s formula. A stratified random sampling technique was used to capture perspectives from different hotel departments. Data were collected through structured questionnaires that assessed internal communication, leadership style, and employee engagement. Descriptive statistics summarized the data, while Pearson correlation measured the strength of relationships among variables. Multiple regression analysis tested the influence of internal communication on employee engagement, with leadership style included as a moderating variable. Statistical analysis was conducted using SPSS. Descriptive statistics revealed a low composite mean score (M = 2.42, SD = 1.46) for internal communication, indicating limited alignment of communication practices with organizational goals and insufficient employee involvement in decision-making. Similarly, leadership style scored moderately (M = 2.51, SD = 1.42), reflecting partial clarity of vision, moderate encouragement of creativity, and inconsistent role modeling by leaders. Employee engagement recorded a composite mean of 2.50 (SD = 1.10), suggesting average engagement, with gaps in employee motivation, loyalty, and provision of resources. Correlation results showed strong, positive, and significant associations between internal communication and employee engagement (r = 0.908, p < 0.01) and between leadership style and employee engagement (r = 0.662, p < 0.01). Regression analysis confirmed that internal communication significantly influenced employee engagement (β = 0.167, p < 0.05), while leadership style enhanced this relationship, accounting for an additional variance of 0.3% in engagement. The findings affirm that leadership style plays an enhancing role in strengthening the positive effect of internal communication on employee engagement. The study recommends that hotels strengthen multi-channel communication strategies, promote inclusive decision-making, and invest in leadership development programs that emphasize participatory and empowering practices to enhance employee engagement.
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Margaret W. Njeru , School of Tourism, Hospitality & Events Management, Department of Tourism Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya
School of Tourism, Hospitality & Events Management, Department of Tourism Management, Moi University, P. O. Box 3900-30100, Eldoret, Kenya