Work-Life Balance, Compensation, Leadership and Recognition as Predictors of Public Service Delivery in Turkana County, Kenya
Main Article Content
Keywords
Employee engagement, work-life balance, compensation, supportive leadership, employee recognition, service delivery, county government
Abstract
Employee engagement is an important consideration in public service delivery because employees are directly involved in implementing government programmes and responding to citizens’ needs. However limited empirical evidence exists on how specific employee engagement practices relate to service delivery within Kenya’s devolved county governments. This study examined the relationship between work-life balance, compensation, supportive leadership, employee recognition and service delivery in the County Government of Turkana, Kenya. A cross-sectional correlational design was used and from a population of 3,696 county government employees, 361 were selected through proportionate stratified and simple random sampling. Data was collected using structured questionnaires and 311 completed questionnaires were returned giving a response rate of 86.15%. Analysis involved descriptive statistics where Pearson’s correlation and regression analysis with Principal Component Analysis used to assess the structure of the measurement items where Cronbach’s alpha used to establish internal consistency. Work-life balance (r = 0.813, p < 0.01), compensation (r = 0.805, p < 0.01), supportive leadership (r = 0.817, p < 0.01) and employee recognition (r = 0.794, p < 0.01) were each positively correlated with service delivery. The combined regression model was significant, explaining 35.9% of the variation in service delivery (R² = 0.359, adjusted R² = 0.350; F 0.05(4, 306) = 42.782, p < 0.001). In the combined model, compensation was the only variable with a statistically significant independent contribution to service delivery (β = 0.229, p = 0.042). Work-life balance (β = 0.200, p = 0.087), supportive leadership (β = 0.108, p = 0.308) and employee recognition (β = 0.092, p = 0.389) were not statistically significant. The findings show that employee engagement practices are related to service delivery but their individual contributions differ when considered together. Compensation appears to have the clearest independent relationship with service delivery suggesting that fair and reliable remuneration should remain an important consideration in the management of county employees. Attention to compensation should however, be accompanied by appropriate working conditions, supportive supervision and recognition of employee contributions.
Downloads
References
Allen, T. D., Herst, D. E., Bruck, C. S., & Sutton, M. (2000). Consequences associated with work-to-family conflict: A review and agenda for future research. Journal of Occupational Health Psychology, 5(2), 278. https://doi.org/10.1037/1076-8998.5.2.278
Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077
Bakker, A. B., Albrecht, S. L., & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology, 20(1), 4–28. https://doi.org/10.1080/1359432X.2010.485352
Borst, R. T., Kruyen, P. M., Lako, C. J., & de Vries, M. S. (2020). The attitudinal, behavioral and performance outcomes of work engagement: A comparative meta-analysis across the public, semipublic and private sector. Review of Public Personnel Administration, 40(4), 613–640. https://doi.org/10.1177/0734371X19840399
Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A multi-source diary study on leadership, work engagement and job performance. Journal of Organizational Behavior, 37(3), 309–325. https://doi.org/10.1002/job.2041
Clark, S. C. (2000). Work/family border theory: A new theory of work/family balance. Human Relations, 53(6), 747–770. https://doi.org/10.1177/0018726700536001
Council of Governors. (2021). County governments annual performance report 2020/2021. Council of Governors, Kenya.
County Government of Turkana. (2025). Human resource management staff establishment report. Human Resource Management Department.
County Government of Turkana. (2025). Human resource staff establishment report. County Government of Turkana.
Decuypere, A., & Schaufeli, W. (2021). Exploring the leadership-engagement nexus: A moderated meta-analysis and review of explaining mechanisms. International Journal of Environmental Research and Public Health, 18(16), 8592. https://doi.org/10.3390/ijerph18168592
Farndale, E., & Murrer, I. (2015). Job resources and employee engagement: A cross-national study. Journal of Managerial Psychology, 30(5), 610–626. https://doi.org/10.1108/JMP-09-2013-0318
Geoffrey, A., & Muli, J. (2024). Human resource management practices and employee service delivery in the County Government of Kitui, Kenya. The Strategic Journal of Business & Change Management, 11(4), 961–981.
Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10(1), 76–88. https://doi.org/10.2307/258214
Imran, U. D., Ghazwan, M. F., & Firmansyah, F. (2025). The effect of recognition and appreciation on employee motivation and performance. Economics and Digital Business Review, 6(1), 1–18. https://doi.org/10.37531/ecotal.v6i1.1890
Karama, F. B., & Linge, K. (2019). The effect of management support on the delivery of devolved services in selected counties in Kenya. European Scientific Journal ESJ, 15, 25. https://doi.org/10.19044/esj.2019.v15n25p308
Katz, I. M., Rauvola, R. S., & Rudolph, C. W. (2021). Feedback environment: A meta-analysis. International Journal of Selection and Assessment, 29(3–4), 305–325. https://doi.org/10.1111/ijsa.12350
Kelly, E. L., Moen, P., Oakes, J. M., Fan, W., Okechukwu, C., Davis, K. D., ... Casper, L. M. (2014). Changing work and work-family conflict: Evidence from the Work, Family, and Health Network. American Sociological Review, 79(3), 485–516. https://doi.org/10.1177/0003122414531435
Kibai, E. N., & Awuor, E. (2024). Leadership styles and performance of public institutions in Kenya: A case study of the county governments of Kenya. International Journal of Management and Leadership Studies.
Kimilu, J. M., Mwenja, D., Kiambati, K., & Mbugua, L. (2020). Influence of human resource management system on service delivery in county governments in Kenya. Strategic Journal of Business & Change Management, 7(1), 834–842. https://doi.org/10.61426/sjbcm.v7i1.1591
Koech, P. M., & Namusonge, G. S. (2012). The effect of leadership styles on organizational performance at state corporations in Kenya. International Journal of Business and Commerce, 2(1), 1–12.
Kossek, E. E., Hammer, L. B., Kelly, E. L., & Moen, P. (2014). Designing work, family and health initiatives: From evidence-based practices to sustainable change. Organizational Dynamics, 43(2), 116–127. https://doi.org/10.1016/j.orgdyn.2013.10.007
Kossek, E. E., Thompson, R. J., & Lautsch, B. A. (2015). Balanced workplace flexibility: Avoiding the traps. California Management Review, 57(4), 5–25. https://doi.org/10.1525/cmr.2015.57.4.5
Masaba, B. B., Moturi, J. K., Taiswa, J., & Mmusi-Phetoe, R. M. (2020). Devolution of healthcare system in Kenya: Progress and challenges. Public Health, 189, 135–140. https://doi.org/10.1016/j.puhe.2020.10.001
Masaviru, L. A., Namusonge, G. S., & Nambuswa, E. M. (2021). Influence of devolved financial resource governance structure on service delivery in the public health sector in Kenya. Public Policy and Administration Research, 11(1), 23–35.
Mazzetti, G., Robledo, E., Vignoli, M., Topa, G., Guglielmi, D., & Schaufeli, W. B. (2023). Work engagement: A meta-analysis using the job demands-resources model. Psychological Reports, 126(3), 1069–1107. https://doi.org/10.1177/00332941211051988
Mugambi, F. J., Muindi, F., Munjuri, M., & Njihia, J. (2021). Employee rewards, work environment and employee performance at the Kenya Police Service. DBA Africa Management Review, 11(1), 19–28.
Mutuiri, C. K., Gichunge, E., & Nzioki, S. (2022). Influence of employee benefits strategy on employee's performance in public hospitals in Nairobi County. International Journal of Professional Practice, 10(1), 72–84. https://doi.org/10.71274/ijpp.v10i1.128
Muwonge, A., Owuor, C., Williamson, T. S., & Kinuthia, M. (2022). Making devolution work for service delivery in Kenya. World Bank Publications. https://doi.org/10.1596/978-1-4648-1726-7
Mwaniki, G. K., & Omuya, J. (2024). The influence of employee commitment on the performance of state departments in Kenya. Research Journal of Business and Finance, 3(1), 38–46. https://doi.org/10.58721/rjbf.v3i1.588
Mwihaki, N. J. (2018). Decentralisation as a tool in improving water governance in Kenya. Water Policy, 20(2), 252–265. https://doi.org/10.2166/wp.2018.102
Nyikuri, M. M., Tsofa, B., Okoth, P., Barasa, E. W., & Molyneux, S. (2017). “We are toothless and hanging, but optimistic”: Sub county managers' experiences of rapid devolution in coastal Kenya. International Journal for Equity in Health, 16(1), 113. https://doi.org/10.1186/s12939-017-0607-x
Otieno, J. O., Obosi, J. O., & Magutu, J. M. (2023). The effects of coordination in multilevel governance system on water services management in Kenya. Journal of Public Administration and Governance, 13(2), 3656–3656. https://doi.org/10.5296/jpag.v13i2.21095
Presslee, A., Richins, G., Saiy, S., & Webb, A. (2023). Small sample field study: The effects of team-based recognition on employee engagement and effort. Management Accounting Research, 59, 100829. https://doi.org/10.1016/j.mar.2022.100829
Quay, C. C., & Yusof, A. (2022). The influence of employee participation, rewards and recognition, job security and performance feedback on employee engagement. Issues and Perspectives in Business and Social Sciences, 2(1), 20–30. https://doi.org/10.33093/ipbss.2022.2.1.3
Tavakol, M., & Dennick, R. (2011). Making sense of Cronbach's alpha. International Journal of Medical Education, 2, 53. https://doi.org/10.5116/ijme.4dfb.8dfd
Tensay, A. T., & Singh, M. (2020). The nexus between HRM, employee engagement and organizational performance of federal public service organizations in Ethiopia. Heliyon, 6(6). https://doi.org/10.1016/j.heliyon.2020.e04094
Thilagavathy, S., & Geetha, S. N. (2023). Work-life balance: A systematic review. Vilakshan-XIMB Journal of Management, 20(2), 258–276. https://doi.org/10.1108/XJM-10-2020-0186
Tsofa, B., Goodman, C., Gilson, L., & Molyneux, S. (2017). Devolution and its effects on health workforce and commodities management—Early implementation experiences in Kilifi County, Kenya. International Journal for Equity in Health, 16(1), 169. https://doi.org/10.1186/s12939-017-0663-2
Turkana County Government. (2023). Turkana County annual development report 2023. County Government of Turkana.
Wagana, D. M., & Iravo, M. A. (2017). Analysis of the relationship between devolved governance, political decentralization and service delivery: A critical review of literature.
Wagana, D. M., Iravo, M. A., Nzulwa, J. D., & Kihoro, J. M. (2017). Effect of financial and political decentralization on service delivery in county governments in Kenya. https://doi.org/10.6007/IJARBSS/v6-i6/2199
Wood, J., Oh, J., Park, J., & Kim, W. (2020). The relationship between work engagement and work-life balance in organizations: A review of the empirical research. Human Resource Development Review, 19(3), 240–262. https://doi.org/10.1177/1534484320917560
Wushe, T., & Shenje, J. (2019). The antecedents of employee engagement and their effect on public sector service delivery: The case study of government departments in Harare. SA Journal of Human Resource Management, 17(1), 1–11. https://doi.org/10.4102/sajhrm.v17i0.1082
Yang, T., & Jiang, X. (2023). When colleague got recognized: Third-party's reaction to witnessing employee recognition. Frontiers in Psychology, 14, 968782. https://doi.org/10.3389/fpsyg.2023.968782
Zahari, N., & Kaliannan, M. (2023). Antecedents of work engagement in the public sector: A systematic literature review. Review of Public Personnel Administration, 43(3), 557–582. https://doi.org/10.1177/0734371X221106792
Žnidaršič, J., & Bernik, M. (2021). Impact of work-family balance results on employee work engagement within the organization: The case of Slovenia. PLOS ONE, 16(1), e0245078. https://doi.org/10.1371/journal.pone.0245078
Article Sidebar
Article Details
Jeniffer Ngimoe Ekidor , Department of Business Administration and Management, School of Business and Economics, Kibabii University, P.O. Box 1699 – 50200, Bungoma, Kenya
Department of Business Administration and Management, School of Business and Economics, Kibabii University, P.O. Box 1699 – 50200, Bungoma, Kenya
Brian W. Singoro , Department of Economics, Finance and Accounting, School of Business and Economics, Kibabii University, P.O. Box 1699 – 50200, Bungoma, Kenya
Department of Economics, Finance and Accounting, School of Business and Economics, Kibabii University, P.O. Box 1699 – 50200, Bungoma, Kenya
Joseph Okumu Otsyulah , Department of Business Administration and Management, School of Business and Economics, Kaimosi Friends University, P.O. Box 385 – 50309, Kaimosi, Kenya
Department of Business Administration and Management, School of Business and Economics, Kaimosi Friends University, P.O. Box 385 – 50309, Kaimosi, Kenya