Journal of Human Resource and Leadership

Effect of Mentorship on Performance of Mission Hospitals in Kenya

2024-03-22T16:05:32+03:00

Purpose: Those who employ creative leadership tend to do so by creating conditions which promote creativity. Creating such conditions are described as psychological, material, and/or social supports that trigger, enable, and sustain creative thinking in others. The study sought to establish the effect of mentorship creative leadership practice on performance of mission hospitals in Kenya and to establish the moderating effect of perceived organizational support on the effect of mentorship creative leadership practice on performance of mission hospitals in Kenya.

Methodology: The study was grounded on servant leadership theory and Transactional Leadership Theory. The cross-sectional survey design was used as the study design with the positivist philosophy also being adopted. The sample populations comprised 285 Mission hospital staff at middle or lower levels of employment selected through census. Questionnaire was the main data collection instruments. This was tested for validity and reliability before being used for the study. Collected data was analyzed quantitatively using SPSS 24^thversion software and was presented in the form of descriptive and inferential results. Descriptive statistics involved percentages, means and means of Standard deviations while inferential involved linear regression analysis. The study results were presented through use of tables and figures

Findings: The findings of the study underscore the substantial influence of effective mentorship in enhancing both individual and organizational performance in the context of Mission hospitals in Kenya. The strong agreement among respondents on the various aspects of mentorship, combined with the significant statistical correlation between mentorship and improved hospital performance, underscores the value of investing in robust mentorship programs. Perceived organizational support moderates the effect of mentorship on performance of Mission hospitals in Kenya.

Unique Contribution to Theory, Practice and Policy: The study recommends that healthcare institutions prioritize the development and enhancement of mentorship programs. These programs should focus on leadership development, skill acquisition, and professional growth, tailored to the diverse needs of individual employees. From the study, Mentorship could explain upto 63.1% of the performance of mission hospitals in Kenya. This study therefore recommends further study on other factors affecting performance of mission hospitals in Kenya.

Work Environment and Employee Turnover in the Insurance Industry in Kenya

2024-02-21T17:23:16+03:00

Purpose: The purpose of this study was to determine the influence of work environment on employee turnover in the insurance industry in Kenya.

Methodology: Descriptive explanatory research design was applied by the study. The study target population was 404 senior staff working in the 48 insurance companies in Kenya. Based on Krejcie and Morgan sample size determination formula the sample size for this study was 197 respondents. The 197 managers were chosen with the help of stratified random sampling technique. Primary and secondary data was collected where questionnaires were used to collect primary data. The study used SPSS version 25 software to analyse the data. Both descriptive and inferential analyses were carried out. Results from analysed data were presented in tables.

Results: The inferential statistics results revealed a negative significant relationship between work environment on employee turnover in the insurance industry in Kenya at p<0.05. Work environment on employee turnover in the insurance industry had a Pearson’s correlation of (r= -.769, p<0.05). Since the p-value (0.023) was less than the selected level of significance (0.05), the relationship was considered significant. This therefore suggests that work environment affects employee turnover in the insurance industry in Kenya. The R-squared for the relationship between work environment and employee turnover in the insurance industry in Kenya was 0.404; this is an indication that at 95% confidence interval, 40.4% variation in employee turnover in the insurance industry in Kenya can be attributed to changes in work environment. However, the remaining 59.6% variation in employee turnover in the insurance industry in Kenya suggests that there are other factors other than work environment that explain employee turnover in the insurance industry in Kenya.

Unique Contribution to Theory, Practice and Policy: Theory Z used in this study may be used to anchor future studies on describing how providing a job for life with a strong focus on the well-being of the employee, both on and off the job increases employee loyalty to the company. The study recommends that the management of insurance companies should always build a conducive work environment through emphasis on goals. Create a harmonious non-physical work environment and pay attention to the physical work environment of employees at work. According to the study, policy makers should formulate policies that will ensure that insurance companies build a work environment that attracts, retain and motivate its employees so that to help them work comfortable and increase organization productivity.

Role of Emotional Intelligence and Social Skills in Effective Leadership and Teamwork in Indonesia

2024-02-23T00:25:33+03:00

Purpose: The aim of the study was to investigate role of emotional intelligence and social skills in effective leadership and teamwork in Indonesia

Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.

Findings: The role of emotional intelligence (EI) and social skills in effective leadership and teamwork is paramount. Studies have consistently shown that leaders with high EI can build trust, facilitate open communication, and inspire their teams, leading to improved team cohesion and performance. Social skills, including effective communication and collaboration, contribute significantly to a leader's ability to motivate and influence team members positively.

Unique Contribution to Theory, Practice and Policy: Emotional intelligence (EI) theory, social learning theory & transformational leadership theory may be used to anchor future studies role of emotional intelligence and social skills in effective leadership and teamwork in Indonesia. Organizations should prioritize leadership training programs that focus on enhancing EI and social skills among their leaders. Organizations should include EI and social skills development as integral components of their leadership development policies.