Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context

Idowu Owoeye; David Kiiru; Jedidah Muli

doi:doi:10.11648/j.jhrm.201200803.17

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Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context

Idowu Owoeye, David Kiiru, Jedidah Muli

Published in Journal of Human Resource Management (Volume 8, Issue 3)

Received: 1 March 2020 Accepted: 16 March 2020 Published: 13 July 2020

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Abstract

A number of studies have provided evidence buoying intrinsic rewards as human resource interventions for enhancing performance at individual, functional, and organisational levels. While this evidence abounds mostly in the high-income economies, the direct and indirect pathways through which intrinsic rewards such as recognition practices generate employee’s performance lacked empirical and theoretical investigation in the low-income economies. Using survey data from 106 respondents pursuing MBA and PhD programmes at Kenyatta University, this study investigated the relationship between recognition practices, work engagement, and employees’ performance in Kenyan context. The hypotheses of this study were anchored on Social Exchange Theory, and both descriptive and explanatory research designs were employed. Data were obtained from the respondents through self-administered questionnaires and the study instruments were adapted items. The study’s instruments were subjected to Principal Component Analysis to determine the validity and reliability of the research instruments, and thereafter the direct hypothesised relationship was determined through linear regression method. The findings from the analysis revealed positive and significant effect of recognition practices on employee performance in Kenyan context. Furthermore, this study used PROCESS macro and found partial mediating effect of work engagement on the relationship between recognition practices and employees’ performance. The study offers both theoretical and practical implications which revolve round the need to enhance positive attitudinal outcome (work engagement) that will occasion desired performance at various organisational levels via the design and implementation of employee recognition practices in Kenyan context.

Published in	Journal of Human Resource Management (Volume 8, Issue 3)
DOI	10.11648/j.jhrm.201200803.17
Page(s)	163-171
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2020. Published by Science Publishing Group

Keywords

Recognition Practices, Work Engagement, Employee Performance, Social Exchange Theory

References

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APA Style

Idowu Owoeye, David Kiiru, Jedidah Muli. (2020). Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context. Journal of Human Resource Management, 8(3), 163-171. https://doi.org/10.11648/j.jhrm.201200803.17

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ACS Style

Idowu Owoeye; David Kiiru; Jedidah Muli. Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context. J. Hum. Resour. Manag. 2020, 8(3), 163-171. doi: 10.11648/j.jhrm.201200803.17

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AMA Style

Idowu Owoeye, David Kiiru, Jedidah Muli. Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context. J Hum Resour Manag. 2020;8(3):163-171. doi: 10.11648/j.jhrm.201200803.17

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@article{10.11648/j.jhrm.201200803.17,
  author = {Idowu Owoeye and David Kiiru and Jedidah Muli},
  title = {Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context},
  journal = {Journal of Human Resource Management},
  volume = {8},
  number = {3},
  pages = {163-171},
  doi = {10.11648/j.jhrm.201200803.17},
  url = {https://doi.org/10.11648/j.jhrm.201200803.17},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.201200803.17},
  abstract = {A number of studies have provided evidence buoying intrinsic rewards as human resource interventions for enhancing performance at individual, functional, and organisational levels. While this evidence abounds mostly in the high-income economies, the direct and indirect pathways through which intrinsic rewards such as recognition practices generate employee’s performance lacked empirical and theoretical investigation in the low-income economies. Using survey data from 106 respondents pursuing MBA and PhD programmes at Kenyatta University, this study investigated the relationship between recognition practices, work engagement, and employees’ performance in Kenyan context. The hypotheses of this study were anchored on Social Exchange Theory, and both descriptive and explanatory research designs were employed. Data were obtained from the respondents through self-administered questionnaires and the study instruments were adapted items. The study’s instruments were subjected to Principal Component Analysis to determine the validity and reliability of the research instruments, and thereafter the direct hypothesised relationship was determined through linear regression method. The findings from the analysis revealed positive and significant effect of recognition practices on employee performance in Kenyan context. Furthermore, this study used PROCESS macro and found partial mediating effect of work engagement on the relationship between recognition practices and employees’ performance. The study offers both theoretical and practical implications which revolve round the need to enhance positive attitudinal outcome (work engagement) that will occasion desired performance at various organisational levels via the design and implementation of employee recognition practices in Kenyan context.},
 year = {2020}
}

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TY  - JOUR
T1  - Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context
AU  - Idowu Owoeye
AU  - David Kiiru
AU  - Jedidah Muli
Y1  - 2020/07/13
PY  - 2020
N1  - https://doi.org/10.11648/j.jhrm.201200803.17
DO  - 10.11648/j.jhrm.201200803.17
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 163
EP  - 171
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.201200803.17
AB  - A number of studies have provided evidence buoying intrinsic rewards as human resource interventions for enhancing performance at individual, functional, and organisational levels. While this evidence abounds mostly in the high-income economies, the direct and indirect pathways through which intrinsic rewards such as recognition practices generate employee’s performance lacked empirical and theoretical investigation in the low-income economies. Using survey data from 106 respondents pursuing MBA and PhD programmes at Kenyatta University, this study investigated the relationship between recognition practices, work engagement, and employees’ performance in Kenyan context. The hypotheses of this study were anchored on Social Exchange Theory, and both descriptive and explanatory research designs were employed. Data were obtained from the respondents through self-administered questionnaires and the study instruments were adapted items. The study’s instruments were subjected to Principal Component Analysis to determine the validity and reliability of the research instruments, and thereafter the direct hypothesised relationship was determined through linear regression method. The findings from the analysis revealed positive and significant effect of recognition practices on employee performance in Kenyan context. Furthermore, this study used PROCESS macro and found partial mediating effect of work engagement on the relationship between recognition practices and employees’ performance. The study offers both theoretical and practical implications which revolve round the need to enhance positive attitudinal outcome (work engagement) that will occasion desired performance at various organisational levels via the design and implementation of employee recognition practices in Kenyan context.
VL  - 8
IS  - 3
ER  -

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Author Information

Idowu Owoeye

Department of Business Administration, School of Business, Kenyatta University, Nairobi, Kenya
David Kiiru

Department of Business Administration, School of Business, Kenyatta University, Nairobi, Kenya
Jedidah Muli

Department of Business Administration, School of Business, Kenyatta University, Nairobi, Kenya

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APA Style

Idowu Owoeye, David Kiiru, Jedidah Muli. (2020). Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context. Journal of Human Resource Management, 8(3), 163-171. https://doi.org/10.11648/j.jhrm.201200803.17

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ACS Style

Idowu Owoeye; David Kiiru; Jedidah Muli. Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context. J. Hum. Resour. Manag. 2020, 8(3), 163-171. doi: 10.11648/j.jhrm.201200803.17

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AMA Style

Idowu Owoeye, David Kiiru, Jedidah Muli. Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context. J Hum Resour Manag. 2020;8(3):163-171. doi: 10.11648/j.jhrm.201200803.17

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@article{10.11648/j.jhrm.201200803.17,
  author = {Idowu Owoeye and David Kiiru and Jedidah Muli},
  title = {Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context},
  journal = {Journal of Human Resource Management},
  volume = {8},
  number = {3},
  pages = {163-171},
  doi = {10.11648/j.jhrm.201200803.17},
  url = {https://doi.org/10.11648/j.jhrm.201200803.17},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.201200803.17},
  abstract = {A number of studies have provided evidence buoying intrinsic rewards as human resource interventions for enhancing performance at individual, functional, and organisational levels. While this evidence abounds mostly in the high-income economies, the direct and indirect pathways through which intrinsic rewards such as recognition practices generate employee’s performance lacked empirical and theoretical investigation in the low-income economies. Using survey data from 106 respondents pursuing MBA and PhD programmes at Kenyatta University, this study investigated the relationship between recognition practices, work engagement, and employees’ performance in Kenyan context. The hypotheses of this study were anchored on Social Exchange Theory, and both descriptive and explanatory research designs were employed. Data were obtained from the respondents through self-administered questionnaires and the study instruments were adapted items. The study’s instruments were subjected to Principal Component Analysis to determine the validity and reliability of the research instruments, and thereafter the direct hypothesised relationship was determined through linear regression method. The findings from the analysis revealed positive and significant effect of recognition practices on employee performance in Kenyan context. Furthermore, this study used PROCESS macro and found partial mediating effect of work engagement on the relationship between recognition practices and employees’ performance. The study offers both theoretical and practical implications which revolve round the need to enhance positive attitudinal outcome (work engagement) that will occasion desired performance at various organisational levels via the design and implementation of employee recognition practices in Kenyan context.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - Recognition Practices and Employee Performance: Understanding Work Engagement as a Mediating Pathway in Kenyan Context
AU  - Idowu Owoeye
AU  - David Kiiru
AU  - Jedidah Muli
Y1  - 2020/07/13
PY  - 2020
N1  - https://doi.org/10.11648/j.jhrm.201200803.17
DO  - 10.11648/j.jhrm.201200803.17
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 163
EP  - 171
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.201200803.17
AB  - A number of studies have provided evidence buoying intrinsic rewards as human resource interventions for enhancing performance at individual, functional, and organisational levels. While this evidence abounds mostly in the high-income economies, the direct and indirect pathways through which intrinsic rewards such as recognition practices generate employee’s performance lacked empirical and theoretical investigation in the low-income economies. Using survey data from 106 respondents pursuing MBA and PhD programmes at Kenyatta University, this study investigated the relationship between recognition practices, work engagement, and employees’ performance in Kenyan context. The hypotheses of this study were anchored on Social Exchange Theory, and both descriptive and explanatory research designs were employed. Data were obtained from the respondents through self-administered questionnaires and the study instruments were adapted items. The study’s instruments were subjected to Principal Component Analysis to determine the validity and reliability of the research instruments, and thereafter the direct hypothesised relationship was determined through linear regression method. The findings from the analysis revealed positive and significant effect of recognition practices on employee performance in Kenyan context. Furthermore, this study used PROCESS macro and found partial mediating effect of work engagement on the relationship between recognition practices and employees’ performance. The study offers both theoretical and practical implications which revolve round the need to enhance positive attitudinal outcome (work engagement) that will occasion desired performance at various organisational levels via the design and implementation of employee recognition practices in Kenyan context.
VL  - 8
IS  - 3
ER  -

Copy | Download