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

  • 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
Keywords: Stress, organizations, Management, Performance, employees


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.


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How to Cite
Kendagor, R., Kemboi, A., & Omboto, P. (2023, May 18). The Effect of Stress Management on Employee Performance in Kenya Electricity Generating Company in Kenya. African Journal of Education,Science and Technology, 7(3), Pg 967-978.