EFFECT OF EMPLOYEE AGILITY ON ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF THE STATE DEPARTMENT FOR LABOUR, KENYA)

Authors

  • Artlibert Mochana Makori MSC Economics; B.A. (Economics and Mathematics ) Organisation: Ministry of Labour-Kenya Designation: Senior Labour Officer
  • Florence Wangechi Maina Masters in Public Health; BSc. Nursing; Organisation: Kenya Medical Training College. Designation: Principal lecturer
  • Brian Obiero Education: M.A. Economics; BSC. (Economics and Statistics) Organization: Kenya School of Government (KSG)
  • Sonkori Daniel Kenya School of Government
  • Rose Njoki Njeri Kenya School of Government
  • Sharon Adhiambo Obonyo Kenya School of Government
  • Wilbroda Namunapa Okaka Kenya School of Government
  • Benson Okwayo Kenya School of Government

DOI:

https://doi.org/10.47604/jhrl.1537

Keywords:

Employee Agility, Organization Performance, State Department for Labour.

Abstract

Purpose: The research sought to assess the effect of employee agility on organization performance with a specific study by the State Department for Labour.

Methodology: The data for this study were collected at the State Department for Labour. The respondents included a sample of the employees working at the department as of the end of 2020. The study population comprised 484 employees working at the State Department for Labour. This study adopted ten percent of the target populace, which translates to 59 participants. Therefore, the sample scope for the research was 59 respondents. The research employed stratified random sampling techniques. In addition, the study depended on key information that was assembled by a designed data assortment tool that was accurately created. Descriptive measurements such as percentages, frequencies, standard deviations, and mean were utilized to summarize composed data. Likewise, inferential tools of regression and correlation analysis were utilized to create the connection between employee agility and organizational performance. The study results were offered using bar charts, tables, pie charts, and graphs.

Results: From the findings of this study, it was resolved that employee agility positively influences organizational performance. The State Department for Labour is critical since its mandate, among others, is to ensure there are harmonious industrial Labour relations. The economic growth and development of the country rely on it to enhance Labour productivity through its Labour dispute resolving mechanism. Therefore the performance of the state Labour department is essential. There is a link between operative agility enablers and general internal performance.

A unique contribution to theory, practice and policy: This study would inform policymakers and Human Resource Practitioners on various approaches to improving employee agility in order to enhance Organizational Performance.

Downloads

Download data is not yet available.

References

Abass, M. K., Munga, J., & Were, E. (2017). The relationship between strategy implementation and performance in county governments of Kenya. International Academic Journal of Human Resource and Business Administration, 2(3), 381-401

Alhadid, A. Y. (2016). The effect of organization agility on organization performance. International review of management and business research, 5(1), 273.

Ansoff, H. I. (1965). Corporate strategy: An analytic approach to business policy for growth and expansion. McGraw-Hill Companies.

Arokodare, M. A., Asikhia, O. U., & Makinde, G. O. (2019). Strategic agility and firm performance: The moderating role of organizational culture. Business Management Dynamics, 9(03), 1-12.

Aupal, W.K. (2016). Change management practices and performance of selected local governments in eastern Uganda (Unpublished)

Ayres, R., & Voudouris, V. (2014). The economic growth enigma: Capital, labour and useful energy?. Energy Policy, 64, 16-28.

Bateman & Snell. (2008). Management, Leading & colLabourating in a competitive world.

Beltrán"Martín, I., & Roca"Puig, V. (2013). Promoting employee flexibility through H.R. practices. Human Resource Management, 52(5), 645-674.

Bloom, Nicholas & Genakos, Christos & Sadun, Raffaella & Reenen, John. (2012). Management Practices Across Firms and Countries. Academy of Management Perspectives. 26. 10.5465/amp.2011.0077McGraw- Hill/Irwin

Chavez, Roberto & Fynes, Brian & Gimnez, Cristina & Wiengarten, Frank. (2012). Assessing the effect of industry clock speed on the supply chain management practice-performance relationship. Supply Chain Management: An International Journal. 17. 235-248.10.1108 / 13598541211227081.

Choong, K. K., & Islam, S. M. (2020). A new approach to performance measurement using standards: a case of translating strategy to operations. Operations Management Research, 13(3), 137-170.

Christophers, B. (2011). Book review: Harvey D (2010) The Enigma of Capital and the Crises of Capitalism. London: Profile Books. 296 pp. ISBN:9781846683084. Progress in Human Geography, 35(4), 577-580.

Collis, J. and Hussey, R. (2003), Business Research: A Practical Guide for Undergraduate and Postgraduate Students, Palgrave Macmillan, Houndmills, Basingstoke, Hamps

Cooper, D. R., & Schindler, P. S. (2006). Marketing research. New York: McGraw-Hill/Irwin.

Denning, P. J. (2017). Remaining trouble spots with computational thinking. Communications of the ACM, 60(6), 33-39.

Doeze Jager-van Vliet, S., Born, M., & Van der Molen, H. (2017). Self-other agreement between employees on their need for achievement, power, and affiliation: A social relations study. Scandinavian Journal of Work, Environment and Health, 2(9), 1-12.

Dyer, L., & Shafer, R. A. (2003). Dynamic organizations: Achieving marketplace and organizational agility with people.

George, G., Corbishley, C., Khayesi, J. N., Haas, M. R., & Tihanyi, L. (2016). Bringing Africa in Promising directions for management research.

Giussi, M. V., Baum, A., Plazzotta, F., & Muguerza, P. (2017). Change Management Strategies: Transforming a Difficult Implementation into a Successful One. Studies in health technology and informatics, 245, 813-817

Holt, R. (2007). Handbook of management development and education. Oxford University Press

Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system.

Mehrabi, S., Siyadat, S. A., & Allameh, S. M. (2013). Examining the Degree of Organizational Agility from Employees' Perspective (Agriculture-Jahad Organization of Shahrekord City). International Journal of Academic Research in Business and Social Sciences, 3(5), 315.

Mehrabi, S., Siyadat, S. A., & Allameh, S. M. (2013). Examining the Degree of Organizational Agility from Employees' Perspective (Agriculture-Jahad Organization of Shahrekord City). International Journal of Academic Research in Business and Social Sciences, 3(5), 315.

Melton, H. L., & Hartline, M. D. (2013). Employee Collaboration, learning orientation, and new service development performance. Journal of Service Research, 16(1), 67-81.

Miring'u, A. N. (2019). An analysis of the effect of Corporate Governance on the performance of Commercial State Corporations in Kenya (Doctoral dissertation).

Misoi C.M. (2011) Change management practices at P.Z. Cussons East Africa Limited, University of Nairobi-School of Business.

Muduli, A. (2017). Workforce agility: Examining the role of organizational practices and psychological empowerment. Global Business and Organizational Excellence, 36(5), 46-56.

Muduli, A., & Pandya, G. (2018). Psychological empowerment and workforce agility. Psychological Studies, 63(3), 276-285.

Mugenda, O. M., & Mugenda, G. A.(2003). Research methods.

Ndegwa, K. F. (2017). Labour Productivity And Performance Of Building Projects In Nairobi County, Kenya.

Powell, T. C. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic management journal, 16(1), 15-37.

Price Waterhouse Cooper. (2018). The eight emerging technologies you should learn to love. Price Waterhouse Cooper.

Razmi, B., & Mohammad Ghasemi, H. (2015). Designing a model of organizational agility: A case study of Ardabil Gas Company. International Journal of Organizational Leadership, 4.

Roberts, N., & Grover, V. (2012). Investigating firm's customer agility and firm performance: The importance of aligning sense and respond capabilities. Journal of Business Research, 65(5), 579-585.

Salciuviene, L., Buenaventura, V. E. C., & Lee, K. (2019). Employee proactiveness in engaging in sustainable consumption leads to societal benefits. Engineering Economics, 30(1), 112-120.

Sambamurthy, V., Bharadwaj, A., & Grover, V. (2003). Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS Quarterly, 237-263.

Sherehiy, B., & Karwowski, W. (2014). The relationship between work organization and workforce agility in small manufacturing enterprises. International Journal of Industrial Ergonomics, 44(3), 466-473.

Tallon, P. P., & Pinsonneault, A. (2011). Competing perspectives on the link between strategic information technology alignment and organizational agility: insights from a mediation model. Mis Quarterly, 463-486.

Zoogah, D. B., Peng, M. W., & Woldu, H. (2015). Institutions, resources, and organizational effectiveness in Africa. Academy of Management Perspectives, 29(1), 7-31.

Downloads

Published

2022-05-16

How to Cite

Makori, A., Maina, F. ., Obiero, B., Daniel, S., Njeri, R., Obonyo, S. ., … Okwayo, B. (2022). EFFECT OF EMPLOYEE AGILITY ON ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF THE STATE DEPARTMENT FOR LABOUR, KENYA) . Journal of Human Resource and Leadership, 7(1), 38 – 58. https://doi.org/10.47604/jhrl.1537

Issue

Section

Articles