HYBRID WORK STRATEGY AND EMPLOYEE PERFORMANCE AT THE NATIONAL TRANSPORT AND SAFETY AUTHORITY IN NAIROBI COUNTY, KENYA
Abstract
Background of the study: This research study aimed to evaluate how the adoption of hybrid work strategies impacts employee performance within the National Transport and Safety Authority (NTSA). The study's objectives included investigating the influence of workforce management and organizational culture on employee performance at the National Transport and Safety Authority. The job demands-resource theory and person-environment theory guided the study.
Research Methodology: The research employed a descriptive survey design to gather data by describing the current phenomenon. The research encompassed a population of 222 workers situated at the NTSA main office in Nairobi, Kenya. The anticipated sample size was 130 employees. The study employed stratified random sampling, where relevant strata were formed by departments. To assess content validity, the evaluation involved a supervisor and two experts. Reliability testing will utilize the Cronbach's Alpha test, with a cutoff set at values greater than 0.7. A semi-structured questionnaire is set to be prepared and distributed among the selected respondents on purpose. The gathered data underwent scrutiny to ensure completeness, and a descriptive statistical analysis was carried out. Quantitative data results were showcased through tables and statements of fact. The study aimed to show that public sector could adopt the hybrid work strategy by showing how employees perform when given the room to have a flexible work strategy and what needs to be done to ensure they can work remotely when needed.
Results and findings: The findings indicated that 70.3% change in employee performance at NTSA was significantly explained by its hybrid work strategy workforce management (p<0.05) and organizational culture (p<0.05).
Conclusions and recommendation: It was concluded that hybrid strategy is a significant predictor of employee performance. It was recommended that human resource managers working with National Transport and Safety Authority should invest more resources in training of employees to ensure they acquire latest and relevant skills and competences to survive in an increasingly turbulent environment.
References
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Behn, R. D. (1995). The Big Questions of Public Management. Public Administration Review. 55(4), 313-324.
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Mzimela, N., & Mzimela, B. (2021). The Impacts of Hybrid Work Models on Employee Wellbeing in South Africa. Journal of Economics, Management and Trade, 1-9.
Nguyen, T. (2020). The impact of remote work on work-life balance and well-being. International Journal of Business and Society, 21(1), 47-58.
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PwC Global (2021), Hopes and fears 2021: The views of 32,500 workers [online], available at < https://www.pwc.com/gx/en/issues/upskilling/hopes-and-fears.html>.
Ridwan, M., Mulyani, S. R., & Ali, H. (2020). Improving employee performance through perceived organizational support, organizational commitment and organizational citizenship behavior. Systematic Reviews in Pharmacy, 11(12).
Ripamonti, S, Galuppo, L, Provasoli, G & Benozzo, A (2020), ‘Unmasking reflexivity in HR managers during the COVID-19 lockdown in Italy’, Frontier Psychology, 23
Robbins, S. P., & Coulter, M. (2019). Management (14th ed.). Pearson.
Saunders M, Lewis P & Thornhill A (2009). Research methods for Business Students. (5th ed.). Italy: Pearson Education.
Schindler, P.S. (2008). Business research methods. 10th Edition; McGraw-Hill International Edition; Singapore
Song, Q., Wang, Y., Chen, Y., Benitez, J., & Hu, J. (2019). Impact of the usage of social media in the workplace on team and employee performance. Information & Management, 56(8), 103160.
Wahjoedi, T. (2021). The effect of organizational culture on employee performance mediated by job satisfaction and work motivation: Evident from SMEs in Indonesia. The effect of organizational culture on employee performance mediated by job satisfaction and work motivation: Evident from SMEs in Indonesia, 11(7), 2053-2060.
Wei, L., & Teo, H. H. (2021). Examining the productivity paradox of hybrid work. Journal of Organizational Behavior, 42(1), 32-46. https://doi.org/10.1002/job.2442
World Bank (2021) Annual Report on Sustainable Hybrid Work System
Zajonc, R. B. (1965). Social facilitation. Science, 149(3681), 269-274.
Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179-211.
Atatsi, E. A., Stoffers, J., & Kil, A. (2019). Factors affecting employee performance: a systematic literature review. Journal of Advances in Management Research, 16(3), 329-351.
Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273-285.
Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215.
Banerjee, P. S. (2021). Employee Preference for Work Environment. A Work from Home Perspective. Mumbai: Trans Stellar Journal Publications, research consultancy.
Barrero, J, Bloom, N & Davis, S (2021), Why working from home will stick, Becker Friedman Institute: University of Chicago.
Bartle, J. (2021). Hybrid work is the future, but it requires a new approach to leadership. Forbes.
Beck, A. T. (1976). Cognitive therapy and the emotional disorders. International Universities Press.
Behn, R. D. (1995). The Big Questions of Public Management. Public Administration Review. 55(4), 313-324.
Bloom, N, Liang, J, Roberts, J & Ying, ZJ (2014), ‘Does working from home work? Evidence from a Chinese experiment’, Quarterly Journal of Economics, 130 (1), 165–218.
Cappelli, (2021) The Future of the Office. Wharton School Press, The Wharton School University of Pennsylvania 3620 Locust Walk 300 Steinberg Hall-Dietrich Hall Philadelphia, PA 19104.
Choi S (2018) ‘Managing Flexible Work Arrangements in Government: Testing the effects of institutional and managerial support’, Public Personnel Management, 47(1), 26-50.
Colley, L & Williamson, S (2020), Working during the Pandemic: From resistance to revolution. UNSW Canberra, Canberra.
Creswell, J. W. (2014). Research design: qualitative, quantitative, and mixed methods approaches. Sage publications.
Dahik A, Lovich D, Kreafle C, Bailey A, Kilmann J, Kennedy D, Roongta P, Schuler F, Tomlin L & Wenstrup, J 2020, What 12,000 employees have to say about the future of remote work, BCG [online], available at https://www.bcg.com/en-au/publications/2020/valuable-productivity-gains-covid-19
De Vries, H, Tummers, L & Bekkers, V (2019), ‘The benefits of teleworking in the public sector: Reality or rhetoric?’, Review of Public Personnel Administration, 39 (4), 570–93.
Deloitte. (2020). The future of work: What’s next? Retrieved from https://www2.deloitte.com/global/en/pages/about-deloitte/articles/future-of-work.html
Eslake, S (2021), ‘The future of office work: Presentation to ISPT Insights Conference’, unpublished paper, presented 4 May 2021.
Forbes, S, Birkett, H, Evans, L, Chung, H & Whiteman, J (2020), Managing employees during the COVID-19 pandemic: Flexible working and the future of work. Project report, Equal Parenting Project, University of Birmingham, available at < https://www.birmingham.ac.uk/Documents/college-social-sciences/business/research/responsible-busines>
Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524–1541. https://doi.org/10.1037/0021-9010.92.6.1524
International Labour Office/ Federation of Kenyan Employers, The Next Normal: The changing workplace in Kenya, International Labour Office, 2022.
International Labour Organization. (2017). Working anytime, anywhere: The effects on the world of work. Geneva: International Labour Office
Investopedia. (2021). Public Sector. Retrieved from https://www.investopedia.com/terms/p/publicsector.asp
Iometrics 2020, Global work-from-home experience survey, Iometrics [online], available at < https://globalworkplaceanalytics.com/global-work-from-home-experience-survey>
Jahmani, A., Jawabreh, O., Fahmawee, E. A. A. L., Almasarweh, M. S., & Ali, B. J. (2023). The Impact of Employee Management on Organizational Performance in Dubai's Five-Star Hotel Sector.
Joseph, O. O., & Kibera, F. (2019). Organizational culture and performance: Evidence from microfinance institutions in Kenya. SAGE open, 9(1), 2158244019835934.
Kostadinov, V. (2021). The hybrid work model is set to grow in Africa
Kothari, C.R (2004). Research methodology: methods and Techniques. New Delhi: New Age Publishers.
Krejcie, R.V. & Morgan, D.W. (1970). Determining sample size for research activities. Educational and psychological measurement. 30, 607-610.
Kumar, R. (2011). Research Methodology, a step by step guide for beginners. London, Sage publications.
Kuswati, Y. (2020). The effect of motivation on employee performance. Budapest International Research and Critics Institute-Journal (BIRCI-Journal), 3(2), 995-1002.
Liamputtong, P. (Ed.). (2019). Handbook of research methods in health social sciences. Singapore:: Springer
Lydia, C. N., & Evans, O. O. (2023). Effect of Employee Management Practices on Employee Performance in Trans Nzoia County Government, Kenya. International Journal of Research and Innovation in Social Science, 7(4), 1431-1445.
McKinsey & Company. (2021). What executives are saying about the future of hybrid work. https://www.mckinsey.com/business-functions/organization/our-insights/what-executives-are-saying-about-the-future-of-hybrid-work
Moyo, S., Maakana, L., & Zungu, L. I. (2021). Hybrid Work Model During Covid-19: Impact on Employee Productivity and Job Satisfaction. Journal of Social Sciences, 70(1), 7-15.
Mugenda, O.M & Mugenda. A.G (2003). Research methods. Quantitative and qualitative approaches. Nairobi, Kenya: ACTS Press.
Mzimela, N., & Mzimela, B. (2021). The Impacts of Hybrid Work Models on Employee Wellbeing in South Africa. Journal of Economics, Management and Trade, 1-9.
Nguyen, T. (2020). The impact of remote work on work-life balance and well-being. International Journal of Business and Society, 21(1), 47-58.
NSW Innovation and Productivity Council (2020), NSW remote working insights: Our experience during COVID-19 and what it means for the future of work, NSW Treasury, Sydney [online], available at < https://www.treasury.nsw.gov.au/nsw-economy/nsw-innovation-and-productivity-council/our-publications>.
Oyebisi, T. O., Olojo, O. E., & Alade, T. A. (2021). Exploring the Benefits and Challenges of Hybrid Work Model during COVID-19 Pandemic in Nigeria. Global Journal of Flexible Systems Management, 1-11.
Ozimek, A (2020), The future of remote work, Upwork.com [online], available at < https://www.upwork.com/press/releases/the-future-of-remote-work>.
Parker, S, Knight C & Keller, A (2020), ‘Remote managers are having trust issues’, Harvard Business Review [online], available at < https://hbr.org/2020/07/remote-managers-are-having-trust-issues>.
PwC Australia (2021), Changing places: How hybrid working is rewriting the rule book The future of work [online], available at < https://www.pwc.com.au/important-problems/future-of-work-design-for-the-future/changing-places-hybrid-working-html>.
PwC Global (2021), Hopes and fears 2021: The views of 32,500 workers [online], available at < https://www.pwc.com/gx/en/issues/upskilling/hopes-and-fears.html>.
Ridwan, M., Mulyani, S. R., & Ali, H. (2020). Improving employee performance through perceived organizational support, organizational commitment and organizational citizenship behavior. Systematic Reviews in Pharmacy, 11(12).
Ripamonti, S, Galuppo, L, Provasoli, G & Benozzo, A (2020), ‘Unmasking reflexivity in HR managers during the COVID-19 lockdown in Italy’, Frontier Psychology, 23
Robbins, S. P., & Coulter, M. (2019). Management (14th ed.). Pearson.
Saunders M, Lewis P & Thornhill A (2009). Research methods for Business Students. (5th ed.). Italy: Pearson Education.
Schindler, P.S. (2008). Business research methods. 10th Edition; McGraw-Hill International Edition; Singapore
Song, Q., Wang, Y., Chen, Y., Benitez, J., & Hu, J. (2019). Impact of the usage of social media in the workplace on team and employee performance. Information & Management, 56(8), 103160.
Wahjoedi, T. (2021). The effect of organizational culture on employee performance mediated by job satisfaction and work motivation: Evident from SMEs in Indonesia. The effect of organizational culture on employee performance mediated by job satisfaction and work motivation: Evident from SMEs in Indonesia, 11(7), 2053-2060.
Wei, L., & Teo, H. H. (2021). Examining the productivity paradox of hybrid work. Journal of Organizational Behavior, 42(1), 32-46. https://doi.org/10.1002/job.2442
World Bank (2021) Annual Report on Sustainable Hybrid Work System
Zajonc, R. B. (1965). Social facilitation. Science, 149(3681), 269-274.
Published
2024-06-25
How to Cite
Abduba, H., & NDERI , C. (2024). HYBRID WORK STRATEGY AND EMPLOYEE PERFORMANCE AT THE NATIONAL TRANSPORT AND SAFETY AUTHORITY IN NAIROBI COUNTY, KENYA. African Journal of Emerging Issues, 6(11), 23 - 40. Retrieved from https://ajoeijournals.org/sys/index.php/ajoei/article/view/634
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