EMPLOYER PROMISES OF A PSYCHOLOGICAL CONTRACT AND EMPLOYEE PERFORMANCE: A CASE OF THE TEACHER SERVICE COMMISSIONA CASE OF THE TEACHER SERVICE COMMISSION
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https://doi.org/10.47604/jhrl.1379Abstract
Purpose: The main purpose of this study was to examine the effects of employer promises of a psychological contract on employee performance at the Teachers Service Commission
Materials and Methods: A case study research design was used in the study. The sample size was 341 respondents at the TSC who were arrived at using the Krejcie and Morgan Table of sample size determination. They were selected using a simple random sampling technique. Questionnaires were used for collecting the data. Quantitative and qualitative approaches were used in carrying out the analysis. The quantitative data comprised of descriptive and inferential analysis which were done with the help of the SPSS. The qualitative data was analyzed thematically and integrated within the quantitative data.
Results: The following key findings were made: The coefficient of determination indicates that 82.0% variations on employee performance was explained by the four independent variables; promotion, training and career development, job equity, and job security. holding other factors constant, promotion (Beta=.175), training and career development (Beta=.372), job equity (Beta=.338) and job security (Beta=.208) are positively related to employee performance at the Teacher Service Commision. Additionally, the study concluded that there is a significant relationship between constructs of organizational promises of psychological contract (promotion, training and career development, job equity, job security) and employee performance (p=.00<0.05).
Unique contribution to theory, practice and policy: It is recommended that the organization should take time to create opportunities for training and career development among its staff members. The organizational policies may also be reviewed to keenly address the issue of job equity. It should ensure that the aspects of fairness in terms of promotion, rewards/salaries and other practices are provided fairly and equally to all the staff members. With streamlined policies, the implementers should also be evaluated and examined to ensure that they followed the policies in ensuring that the organization operates in a fair environment.
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Copyright (c) 2021 Anne Wanjuhi Kamau, Dr. Susan Wasike, Mr. Bernard Muturi
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