Relational empowerment and employee performance in state corporations in the energy sector, Kenya

Abstract

Every firm, organization, sector or industry aims at excellent performance. This performance is driven by employees’ performance. Employees are crucial for the success and sustainability of the energy sector. However, employee performance remains a major issue facing the sector. The energy sector in Kenya is grappling with a multifaceted challenge in the distribution of electricity, characterized by substantial technical and non-technical power losses. Employee performance directly influences the efficiency of operations, cost-effectiveness, and the ability to achieve organizational objectives. Strong relationships within the workplace enhance communication, foster innovation, and contribute to a positive organizational culture. Therefore, the study sought to assess the effect of relational empowerment and employee performance in State Corporations in the energy sector in Kenya. The study specifically sought to assess the effect of delegation of duties, teamwork, training and development and participative management on employee performance in State Corporation in the energy sector in Kenya. The study was anchored on relational exchange theory, principal agent theory and adult learning theory (andragogy). The study adopted a descriptive research design. The target population was 204 employees selected from the five (5) companies operating in the energy sector. Taro Yamen formula was used to determine a sample size of 135 employees who were incorporated into the study through stratified random sampling. The study collected data using structured questionnaires. The study conducted a pilot study at the Nuclear Power and Energy Agency where 14 questionnaires were distributed to the employees. Content validity was used in this study. The quantitative data collected, was analyzed using descriptive and inferential statistics. After analysis data was presented in the form of tables. Further, multiple regression analysis was adopted to analyze the association linking a single dependent variable and several independent variables. From the analysis the study revealed that assigning responsibilities helps employees to understand their roles which enhance performance. The study also found that setting collaborative goals ensures that team efforts are aligned with the broader objectives of the organization. The study concluded that there exists a positive and significant relationship between delegation of duties, teamwork, training and development and between participative management on employee performance in State Corporation in the energy sector in Kenya. The study recommended that the Kenyan Energy State Corporations should continue assigning responsibilities based on employees' skills and expertise, ensure that clear lines of accountability and expectations are established, promote empowerment through delegation of authority and maintain open communication channels for regular feedback. The study also recommended that Kenyan Energy State Corporations should encourage collaborative goal setting and define clear roles and responsibilities within teams, foster trust among team members and promote a culture of innovation to enhance teamwork and performance.