The Effect of Stress Management on Employee Performance in Kenya Electricity Generating Company in Kenya

Ruth J. Kendagor; Ambrose Kemboi; Peter I. Omboto

doi:10.2022/ajest.v7i3.938

Ruth J. Kendagor Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University
Ambrose Kemboi Department of Management Science and Entrepreneurship, School of Business and Economics, Moi University
Peter I. Omboto Department of Economics, School of Business and Economics, Moi University

DOI: https://doi.org/10.2022/ajest.v7i3.938

Keywords: Stress, organizations, Management, Performance, employees

Abstract

Employee performance is a driving force behind organizations that carry out their mandate in serving humanity through provision of product and service delivery. However, employees in Kenya Electricity Generating Company (KenGen), among other state corporations in the energy sector in Kenya, experience a variety of work-related stress due to the nature of daily operations of power generation that are involving and labour intensive which affect work life balance and performance at work. The objective of this study therefore was to establish the effect of stress management on employee performance in Kenya Electricity Generating Company in Kenya. The theoretical underpinning of the study was built on Social Exchange Theories using positivist philosophy. Explanatory research design was used and the approach was deductive. The target population was 2487 employees of KenGen Company composed of senior management, middle and junior employees. Sampling procedure proposed by Krejcie & Morgan, (1970) was adopted to identify the corresponding sample size selected from the population. Neyman’s proportional allocation formula was used to generate a sample of 331 respondents. A structured questionnaire was used to collect quantitative data with items anchored on a 5-point Likert Scale. Data was analyzed using descriptive and inferential statistics. Findings revealed that Stress Management (β = 0.314, ρ<0.05) have direct significant effect on Employee Performance. Further, Peason Correlation results showed that stress management was positively and significantly related to employee performance ((r=.671, ρ<0.01). This implies that within KenGen, when stress management initiatives are effective and well-implemented, there is a strong likelihood that employees' performance across various sections of the company will significantly improve. The study recommends that KenGen and similar organizations should consider investing in stress management programs that provide employees with the tools and resources to effectively cope with workplace stressors. These programs should encompass strategies for managing workloads, improving time management, and fostering a positive work environment.

References

Adim, C. V., Ibekwe, W., & Odunayo, O. A. Stress Management and Employee Performance of Deposit Money Banks in Port Harcourt, Nigeria.

Al-Suraihi, W. A., Samikon, S. A., & Ibrahim, I. (2021). Employee Turnover Causes, Importance and Retention Strategies. European Journal of Business and Management Research (EJBMR).

Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2005). The crossover of burnout and work engagement among working couples. Human relations, 58(5), 661-689.

Bamba, M. (2016). Stress management and job performance in the industries sector of Mali. Journal of Service Science and Management, 9(3), 189-194.

Blau, P. (1964). Power and exchange in social life: New York: J Wiley & Sons.

Caillier, J. G. (2016). Does satisfaction with family-friendly programs reduce turnover? A panel study conducted in US federal agencies. Public Personnel Management, 45(3), 284-307

Gitachu, E. W. (2012). Challenges of application of the balanced scorecard.

Goswami, T. G. (2015). Job stress and its effect on employee performance in banking sector. Indian journal of commerce and management studies, 6(2), 51.

Hassard, J., Teoh, K., Cox, T., Cosmar, M., Gründler, R., Flemming, D., ... & Van den Broek, K. (2014). Calculating the cost of work-related stress and psycho-social risks.

Jamadin, N., Mohamad, S., Syarkawi, Z., & Noordin, F. (2015). Work-family conflict and stress: Evidence from Malaysia. Journal of Economics, Business and Management, 3(2), 309-312.

Joy, H. (2020). Stress management and employee performance. European Journal of Human Resource Management Studies.

Juma, C. G. (2012). Availability of Hydro Power Plants and Electricity Consumer Prices: a Case Study of Kenya Electricity Generating Company Limited (Doctoral dissertation, University of Nairobi).

Kabeyi, M. J. B., Oludolapo, A. O., & Teresa, H. (2020, October). Performance analysis of diesel engine power plants for grid electricity supply. In 31st annual Southern African institute for Industrial Engineering conference, South Africa, 5th (No. 31, pp. 236-250).

Kiara, C. K. (2013). Determinants that influence the implementation of infrastructure development projects in renewable energy sector in Kenya: A case Of Kenya Electricity Generating Company Limited (Doctoral dissertation, University of Nairobi,).

Mardikaningsih, R., & Sinambela, E. A. (2022). Impact of Burnout and Stress on Employee Satisfaction in Work. International Journal of Service Science, Management, Engineering, and Technology, 2(1), 21-25.

Michie, S. (2002). Causes and management of stress at work. Occupational and environmental medicine, 59(1), 67-72.

Mukura, P., Shalle, N., Kanda, M., & Ngatia, P. (2016). Role of Public Procurement Oversight Authority on Procurement Regulations in Kenyan State Corporations. A Case of Kenya Electricity Generating Company (KenGen). International Journal Of Academic Research In Accounting, Finance And Management Sciences, 6(3).

Mutuku, M. N. (2012). Employee Perception on Competitiveness of Performance Based Rewards in Kenya Electricity Generating Company Limited, kenya (Doctoral dissertation).

Pinheiro, M., Ivandic, I., & Razzouk, D. (2017). The economic impact of mental disorders and mental health problems in the workplace. Mental health economics: the costs and benefits of psychiatric care, 415-430.

Ratnawat, R., & Jha, P. (2014). Impact of job related stress on employee performance: a review and research agenda. Journal of Business and Management, 16(11), 1-16.

Redmond, M. V. (2015). Social exchange theory.

Shukla, H., & Garg, R. (2013). A study on stress management among the employees of nationalised banks. Voice of Research, 2(3), 72-75.

Soegoto, E. S., & Narimawati, U. (2017). The contribution of stress management and good employee performance towards the success of a company. The Open Psychology Journal, 10(1).

Swaminathan, P. S., & Rajkumar, S. (2010). Study on Stress Levels in Organizations and Their Impact on Employees' Behaviour. Management and Labour Studies, 35(1), 59-71.

Wafula, M., & Nyaboga, E. (2019). Stress management and employee performance: Use of psychotherapy as mitigation in selected schools (School of business and economics and Health sciences) in Kisii University, Kenya. Merit Research Journal of Business and Management, 7(3), 19-27.