The Influence of Employee Organizational Identification on Employee Performance in the Motor Vehicle Industry in Kenya

Abstract

The purpose of this study was to establish the influence of employee organizational identification on employee performance in the motor vehicle industry in Kenya. Recent surveys done in the motor vehicle industry in Kenya have shown presence of employee divided loyalty challenges and sabotage that were likely to impact on employee performance. A cross sectional descriptive survey was used to analyze this relationship. A sample of 332 respondents was picked through simple random sampling method from the population on an equitable distribution ratio from 10 organizations in the industry. Data was collected by use of structured questionnaires that were measured on 5 point Likert scale format. Analysis of data was done by SPSS. Descriptive and inferential results were presented in tables and figures. The findings of the study indicated that employee organizational identification significantly influenced employee performance. The study recommended that organizations in the motor vehicle industry should review their policies and practices to include factors that enhance employee loyalty, value similarity and belongingness that the objective of this study have identified, thereby improving employee performance. The limitations of this study were occasioned by use of single variable, adoption of cross sectional survey method for a behavioral study and studying a segment of an industry that has many horizontal players. Future studies should address these limitations by analyzing additional variables that would cover the gaps, considering a longitudinal research design to explain consistency in behavior and expanding the context of the study to cover the entire industry. Key words: Employee Organizational Identification, Employee Performance