EFFECTS OF CAREER AND ORGANIZATIONAL DEVELOPMENT ON EMPLOYEE PERFORMANCE IN THE PUBLIC SERVICE OF KENYA
Robert Kibiru Karanja
Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
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Dr. Joyce Nzulwa, PhD
Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
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Dr. Mary Kamaara, PhD
Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
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Dr. John Karanja, PhD
Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
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CITATION: Karanja, R., K., Nzulwa, J., Kamaara, M., Karanja, J. (2017). Effect of Career and Organization Development On Employee Performance in The Public Service of Kenya. International Journal of Business Management. Vol. 5 (9) pp 40 – 75.
ABSTRACT
The study sought to determine the effects of Career and Organizational Development on Employee Performance in the Public Service of Kenya. The study analyzed the background of Career and Organizational Development practices followed by Employee Performance, an overview of the Kenya Public Service and a statement of the problem. The study was guided by a general objective and two specific objectives. The study adopted a cross sectional descriptive survey design. The population of the study was the twenty (20) ministries of the Republic of Kenya based in Nairobi. Stratified simple random sampling technique was used. The primary data was collected through administration of questionaires. A pilot study was conducted on 40 respondents which comprised 10% of the sampled population. The internal consistency of the scales was determined using the Cronbach alpha coefficient where Career Development had a coefficient of 0.933; Organizational development had a coefficient of 0.895 while the dependent variable of employee performance had a coefficient of 0.969. All the items were therefore found suitable to measure what they were intended to measure. The inferential findings show Career Development had a positive and statistically significant influence on Employee Performance with a Pearson correlation coefficient (R) of 0.596 and coefficient of determination R squared (R2) value of 0.355 and p value of 0.000 at a confidence level of 95%. Organizational Development had a statistically significant influence on Employee Performance with a Pearson correlation coefficient (R) of 0.556 and the R squared (R2) value was 0.309 and p value of 0.000 at a confidence level of 95%. The two null hypotheses were rejected. The overall model had a 582 and R Square (R2) of .339.
Key words: Career Development, Employee Performance, Human Capital Development, Organization Development, Public Service
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