Examining the Impact of Employee Welfare on Organizational Performance of Kenya Power and Lightening Company Limited Kitale, Kenya

Kinara Shadock Ongwae

School of Business and Management, Kampala International University, Uganda.

ABSTRACT

This article examines the impact of employee welfare on the organizational performance of Kenya Power and Lightening Company Limited in Kitale, Kenya. The article revealed that a poor working environment, a lack of motivation, and overworking were the causes of poor employee performance. However, the welfare of employees at Kenya Power and Lightening Company is not bad. This was based on the responses received from the respondents. Furthermore, a significant proportion of respondents, specifically 41.7%, reported receiving all welfare benefits, including food, health, and school benefits. The study suggests that Kenya Power and Lightening Company should prioritize maintaining and enhancing employee welfare to boost the team’s productivity. This, in turn, leads to improved organizational performance. More so, organisations like Kenya Power and Lightening Company and others in the same category. Furthermore, companies such as Kenya Power and Lightening Company, along with others in the same sector, consistently offer their employees welfare benefits. They should also strive to reduce harsh and unfriendly working conditions, as this can demotivate employees and result in poor organisational performance. Finally, the government should formulate policies that favour employees in the workplace. These policies should focus on creating a good working environment for employees, as this will ultimately lead to improved organisational performance.

Keywords: Employee, Employee performance, Environment, Organization, Working condition.

CITE AS: Kinara Shadock Ongwae (2024). Examining the Impact of Employee Welfare on Organizational Performance of Kenya Power and Lightening Company Limited Kitale, Kenya. NEWPORT INTERNATIONAL JOURNAL OF CURRENT ISSUES IN ARTS AND MANAGEMENT, 4(3): 65-71. https://doi.org/10.59298/NIJCIAM/2024/4.3.6571