Moderating Effect of Employee Competence on the Relationship between Employee Reward and Nurses Job Performance in Kenyan National Referral Hospitals
Abstract
Employee job performance plays a critical role in firm's competitiveness, sustainability and continuous improvement and thus continues to fuel a great deal of research. Competences lead to flawless and accurate execution of tasks, quality awareness, analytical abilities and openness to change. Competences help employees act in an organized, objective, purposeful and responsible way and enhance creativity, sensitivity and good interpersonal qualities in the work context. The purpose of this study was to establish the moderating effect of employee competence on the relationship between employee reward and nurse job performance in Kenyan National Referral Hospitals. The study employed cross sectional survey research design. Descriptive statistics, correlation and regression techniques were used to analyze the data. The study found out that the relationship between employee reward and job performance is moderated by employee competencies. The results provided sufficient statistically significant evidence to signify a moderating effect of job competence on the relationship between employee reward and employee job performance of nurses in Kenyan national referral hospitals. Employee competence, significantly improves the influence of employee reward on job performance from 74.2 percent to 82.0 percent. Employee reward and employee competence together explain 82.0 percent of the variance in job performance.The moderating effect of employee competence, significantly improves the influence of employee reward on job performance. It can be concluded that firms attach much value to employee competencies since these contribute directly to how well a firm will perform. The government through the Ministry of Health, high education and other non-governmental partners should initiate training programs for employees to sharpen their skills.
Key Words: Employee Competence, Employee Reward, Job Performance, Kenyan National Referral Hospitals.
References
Baron, R. M; & Kenny, D.A. (1986). The moderator-mediator variable distinction in social psychological research, conceptual, strategic and statistical consideration. Journal of personality and social psychology, 51, 1173-1182.
Boninelli, I. & Meyer, T.N.A. (2004).Building Human Capital, South African Perspective. Randburg: Knowres Publishing Ltd.
Chen I, Brown R, Bowers B.J, Chang W. (2015) Job Demand and Job Satisfaction in Latent Groups of Turnover Intention among Licensed Nurses in Taiwan Nursing Homes. Research in Nursing & Health, 38, 342–356.
Christian, M.S., Garza, A.S. & Slaughter, J.E. (2011).Work engagement: a quantitative review and test of its relations with task and contextual performance. Journal of Personnel Psychology, 64 (1), 89-136.
Cochran, W.G. (1963): Sampling Techniques, 2nd Ed., NewYork: John Wiley and Sons, Inc.
Gungor, P. (2011). The Relationship between Reward Management System and Employee Performance with the Mediating Role of Motivation: A Quantitative Study on Global Bank. Procedia Social and Behavioral Sciences 24, 1510-1520.
Hamel, G. &Prahalad, C.K. (1990). “The core competence of the corporation”, Harvard Business Review, 68 (3), May‐June 1990.
Heinen, T.(2011),Planung der soziotechnischenWandlungsfähigkeit in Fabriken, PZH Garbsen
Javed, M., Rafiq, M., Ahmed, A.& Khan, M. (2012). Impact of HR Practices on Employee Job Satisfaction in Public Sector Organizations of Pakistan. Interdisciplinary journal of contemporary research in business,4 (1), 348-363.
JefreeS. R, Zakar, Fischer F &Zakar M.Z (2015) Ethical violations in the clinical setting: the hidden curriculum learning experience of Pakistani nurses: MC Med Ethics. 16, 16.
Koopmans, L; Bernaards, C.M., Hildebrandt, H.V., Schaufeli, W.B., DeVet, H.C.W. & Van der Beek, A.J. (2014), “Conceptual frameworks of employee performance: a systematic review”, Journal of Occupational and Environmental Medicine, 53 (8), 856-866.
Lima S; Newall F; Jordan H. L; Hamilton B& Kinney S (2016) Development of Competence in the 1st year of graduate nursing practice. a longitudinal study. Journal of Advance Nursing 72(4), 878-888.
Maru, D, Biwott G &Chenuos, N. (2013) Selected job characteristics and performance of nursing employees in national referral hospitals in Kenya. European journal of Business and management 5 (17)
Massingham, P.R. & Tam, L. (2015). "The relationship between human capital, value creation and employee reward", Journal of Intellectual Capital, 16 (2), 390 – 418.
Mensah,J.K.(2015). “A coalesced framework” of talent management and employee performance: For further research and practice", International Journal of Productivity and Performance Management,64 (4), 544 –566
Meretoja, R., Isoaho, H. &Leino-Kilpi, H. (2004a). Nurse Competence Scale: development and psychometric testing. Journal of Advanced Nursing 47 (2), 124– 133.
Ministry of Health (2012).The Status of Nursing in Kenya: Kenya Nursing Workforce Report.
Muindi, F.K. (2014).Quality of work life, personality, job satisfaction, competence and job performance of academic staff in public universities in Kenya; Unpublished Ph.D. thesis, school of business University of Nairobi, Kenya
Nafukho,F.M; Hairston, N.& Brooks, K. (2004). Human capital theory: implications for human resource development, Human Resource Development International, 7(4), 545-551,
North N& Hughes F (2012) A system perspective on nurse productivity. Journal of Health Organization and management 26(2) 192-214.
Obaigwa, E.O (2015).Attitude of nurses towards older adults seeking treatment at KNH, Unpublished Dissertation: University of Southampton.
Peters, M.L. &Zelewski, S. (2007). "Assignment of employees to workplaces under consideration of employee competences and preferences", Management Research News, 30 (2), 84–99.
Robinson, D; Perryman, S.&Hayday, S. (2004). The Drivers of Employee Engagement. Institute for Employment Studies, Brighton.
Robotham, D.&Jubb, R. (1996) "Competences: measuring the un-measurable", Management Development Review, 9 (5), 25 – 29.
Rowland, C.& Hall, R. (2014). Management learning, performance and reward: theory and practice revisited, Journal of Management Development, 33 (4), 342 – 356.
Saks, A.M. (2006). Antecedents and Consequences of Employee Engagement, Journal of Managerial Psychology, 21 (7), 600 – 619.
Saunders, M; Lewis, P.&Thornhil, A.(2007). Research methods for business students, India: Pearson education.
Shah, H.S; Jaffari, A.R; Aziz, J; Eljaz, W; Ul-Hq-I.&Raza, S.N. (2011). Workload and performance of employees: Interdisciplinary journal of contemporary research in business; 3 (5).
Takase, M., Teraoka, S. &Kousuke, Y. (2015). Investigating the adequacy of the Competence-Turnover Intention: how does nursing competence affect nurses‟ turnover intention? Journal of clinical nursing 24, 805-816.
Wakaba, M. Mbindyo, P. Ochieng, J. Kiriinya, R. Todd, j. Waudo, A. Noor, A. Rakuom, C. Rogers, M. & English, M. (2014). A public sector nursing workforce report in Kenya. a county level analysis. Human Resources for health 12:6
Weber, C. & Gobel, M. (2006). Economic Exchange Reciprocity or Social Obligation Reciprocity? Exchange Modalities of Inter-organizational Relations in Germany Venture Capital, 8 (4), 303 – 330.