The Role of Teamwork on Employee Performance; A Survey of State Corporations in the Energy Sector in Kenya

The Role of Teamwork on Employee Performance; A Survey of State Corporations in the Energy Sector in Kenya

Joyce Nyambura, Julius Kahuthia, Marion Wangui Karuiru

St. Paul’s University, Kenya

DOI: https://dx.doi.org/10.47772/IJRISS.2024.8100175

Received: 14 October 2024; Accepted: 18 October 2024; Published: 13 November 2024

ABSTRACT

Employees are crucial for the success and sustainability of the energy sector. However, employee performance remains a major issue facing the sector. The energy sector in Kenya is grappling with a multifaceted challenge in the distribution of electricity, characterized by substantial technical and non-technical power losses. Employee performance directly influences the efficiency of operations, cost-effectiveness, and the ability to achieve organizational objectives. Strong relationships within the workplace enhance communication, foster innovation, and contribute to a positive organizational culture therefore the study sought to assess the effect of relational empowerment and employee performance in State Corporations in the energy sector in Kenya. The study specifically sought to assess the effect of teamwork on employee performance in State Corporation in the energy sector in Kenya. The study was anchored on relational exchange theory. The study adopted a descriptive research design. The target population was 204 employees from where a sample of 135 respondents was drawn using Taro Yamen formula.  The study collected data using structured questionnaires and the data was analyzed using frequencies, percentages, mean, standard deviation and Pearson’s correlation. The findings from the analysis revealed that assigning responsibilities helps employees to understand their roles which enhance performance. The study also revealed that setting collaborative goals ensures that team efforts are aligned with the broader objectives of the organization. The study concluded that there exists a positive and significant relationship between teamwork and employee performance in State Corporation in the energy sector in Kenya. The study also recommended that Kenyan Energy State Corporations should encourage collaborative goal setting and define clear roles and responsibilities within teams, foster trust among team members and promote a culture of innovation to enhance teamwork and performance.

Keywords:  Teamwork; Employee Performance; energy sector; state corporations

INTRODUCTION

Employee performance is a multifaceted concept that encompasses the effectiveness, productivity, and overall contributions of individuals within an organization. In the context of State Corporations, employee performance refers to the ability of employees to fulfill their responsibilities and achieve organizational objectives, (Rodriguez, & Chen, 2019). It involves assessing the quality and efficiency of work, adherence to policies and procedures, and the attainment of individual and collective goals. State Corporations, being entities owned or controlled by the government, often place a high emphasis on accountability and public service, (Brown, & White, 2018). State Corporations are often responsible for delivering essential public services. The performance of employees directly impacts the quality and efficiency of these services.

Better employee performance ensures that public needs are met effectively, contributing to the overall well-being of the community, (Patel, & Davis, 2019). Efficient and effective State Corporations are essential for the proper functioning of government institutions, (Harper & Foster, 2020).  Employee performance directly influences the efficiency of operations, cost-effectiveness, and the ability to achieve organizational objectives. Well-performing employees contribute to streamlined processes and optimal resource utilization, (Jain & Yadav, 2022).The performance of employees in State Corporations is closely linked to transparency and accountability. Robust performance management systems help in setting clear expectations, monitoring progress, and holding individuals accountable for their contributions. Transparent performance evaluations foster public trust by demonstrating a commitment to openness and responsibility, (Pandey & Reddy, 2020).

Australia adopts a results-oriented approach to employee performance in State Corporations, emphasizing the achievement of tangible outcomes, (Gomez & Diaz, 2020).  The Australian Public Service Commission (APSC) plays a pivotal role in guiding the assessment and management of employee performance through the Performance Management and Development Framework (Australian Public Service Commission, 2019). The framework in Australia not only focuses on the evaluation of employee performance but also integrates development aspects, aligning with the broader goal of continuous improvement, (Morales & Fernandez, 2019).

 In Mexico, the approach to employee performance in State Corporations is influenced by the country’s unique socio-economic and cultural context. Mexico has undergone economic reforms and shifts toward modernization in recent decades, impacting the public sector and State Corporations, (Gonzalez & Vargas, 2020).  However, challenges such as corruption, bureaucratic inefficiencies and political influences continue to shape the landscape. In terms of employee performance, there have been efforts to implement performance management systems in State Corporations.

The performance of employees in Nigerian state corporations is influenced by factors such as government policies, political dynamics, and efforts to address issues like corruption and inefficiency, (Adeyemi & Afolabi, 2021). Employee performance in Ethiopian state corporations is influenced by factors such as governance structures, policy frameworks, and efforts to enhance transparency and accountability, (Assefa & Habte, 2021). Challenges such as bureaucracy, political influence, and the need for improved accountability mechanisms can impact employee performance. Addressing these challenges is crucial for optimizing the contributions of state corporations to the country’s economic development, (Gebremedhin, & Kebede, 2023).

Competent and motivated employees are essential for ensuring uninterrupted power supply, meeting the rising energy demands of a growing population, and contributing to the nation’s socio-economic development (Kibet & Nyambati, 2021). The dynamic nature of the energy sector demands that employees stay abreast of advancements in renewable energy, grid management, and energy efficiency. Adequate training programs are essential to equip employees with the necessary knowledge and skills to navigate the complexities of the energy landscape effectively (Ondieki, & Muthoni, 2020).

Motivation and job satisfaction also emerge as crucial factors influencing employee performance in the energy sector. The nature of work in this industry, characterized by high-pressure environments and challenging conditions, can contribute to burnout and reduced morale. Implementing strategies to enhance employee motivation, recognize achievements, and foster a positive work culture is vital for maintaining a high level of performance and commitment among the workforce (Otieno & Mwangi 2019).

The concept of relational empowerment gained global traction in the private sector, which was forced to devise new tactics to maintain employee engagement and organizational success after being battered by the escalating competition rate. According to Carrillo (2019) there are several well-known American companies implemented relational empowerment initiatives in the 1980s due to intense pressure to consistently improve quality and the competitive worldwide market. This idea sparked the creation of numerous programs that included resource sharing among staff members and providing them with additional chances through incentive programs or professional development opportunities. Various relational empowerment strategies have replaced the production line approach to service delivery in several large corporations, such as American Express, Xerox, and Federal Express (Murray & Holmes, 2021).

In Asia Pakistan, a study on the effect of employee empowerment on the performance of faculty members of Hazara University revealed that delegation and accountability have a statistically significant impact on employee performance. At the same time, knowledge negatively impacted employee performance, though it was statistically significant (Khan, Teng, Khan, & Khan, 2019). In Canada, Murray and Holmes (2021) explore how dimensions of relational empowerment increase organizational commitment and, in turn, reduce turnover intention, thus leading to a more sustained workforce. Their findings indicate that building meaning through teamwork, delegation, and accountability, mainly when the aspirations and standards of workers and their organization are aligned, develops a strong emotional attachment that appears to diminish an employee’s intention to leave significantly and helps improve their performance.

While African governments have implemented several employee empowerment programs, most of these efforts have centered around workforce rationalization and providing incentives to employees to improve performance in state corporations. Teamwork, delegation, and accountability are among the measures of relational empowerment that have been shown to influence employee performance in most African countries.  In Ghana show that employee performance is not directly influenced by structural or psychological empowerment, but they do impact organizational civic behavior and employee engagement. However, the authors point out that employee performance is affected by accountability, teamwork, and delegation (Afram., Manresa,  & Mas Machuca, 2022).

Kagucia., Mukanzi, & Kihoro,  (2020) note that in most African countries, empowered employees are more effective, dedicated to their organizations, and satisfied with their jobs. Positive feedback encourages staff to make extra effort to ensure clients are content and happy. The authors note that empowered employees should be accountable for their actions and not point the finger at upper management when planned objectives are not achieved. This makes it easier for them to grow from their mistakes. The center of performance, authority, and responsibility for decision-making in companies is accountability. An employee should feel that they are accountable for the results of their actions when performing their jobs.

In Kenya, Kagucia et. al. (2020) expounds that many organizations utilize empowerment strategies such as training, information sharing, delegation of authority, participatory decision-making, job enrichment, rewarding exceptional contributions, and trust. Setting high-performance targets, granting autonomy from bureaucratic restraints, expressing confidence, and allowing staff to make decisions and create goals are all examples of standard empowering methods for supervisors. Organizational and job-related characteristics have a significant impact on the empowerment-performance relationship. Most employees feel that an information-sharing strategy improves empowerment and motivation.

The impact of employee empowerment on employee performance is an intriguing subject that has yet to be answered. Considering the inconclusive research findings among scholars, a greater understanding of how employee empowerment adds to employee performance demands additional attention (Kagucia et., al, 2020). Thus, based on the above argumentation and driven by inconsistent findings, this research aims to investigate the influence of employee empowerment on employee performance for state corporations in Kenya.

Energy Sector in Kenya

The energy sector in Kenya plays a vital role in powering the nation’s economic growth and improving the quality of life for its citizens. The energy sector in Kenya is dominated by petroleum and electricity sub-sectors according to the Taskforce 2021 report. This study will focus on the electricity subsector which is divided into generation, transmission and distribution. The sector in Kenya is composed of various institutions that are responsible for the development, management, and regulation of energy resources in the country. These institutions play a critical role in ensuring that the energy sector operates efficiently and effectively, promoting investment in the sector, and contributing to the overall economic development of the country.

The energy sector in Kenya comprises several crucial institutions, each playing a distinct role. The Kenya Electricity Generating Company (KenGen) is a prominent player, focused on generating electricity from renewable sources like geothermal, hydro, and wind power. KenGen operates numerous power plants across the country, boasting an installed capacity exceeding 1,800 MW (Kenya Electricity Generating Company, 2021). Additionally, the Rural Electrification and Renewable Energy Corporation (REREC) specialize in expanding electricity access in rural areas by implementing off-grid renewable energy projects, including solar home systems and mini-grids (Rural Electrification and Renewable Energy Corporation, 2018).

On the other hand, the sector also includes entities like the Geothermal Development Company Ltd (GDC), which focuses on geothermal resource development and steam sales for electricity production. Kenya Power & Lighting Company (KPLC) is primarily involved in electricity transmission and distribution, while Kenya Electricity Transmission Company Ltd (KETRACO) operates and maintains high voltage transmission grids and regional interconnectors. Lastly, the Nuclear Power & Energy Agency (NUPEA) contributes to energy sector research and development, energy efficiency awareness, training, and the promotion of local energy technology production. These institutions collectively form the backbone of Kenya’s diverse and dynamic energy landscape (Kipchirchir, Kiprotich, & Ng’etich, 2020).

Statement of the Problem

Employee performance in the energy sector in Kenya is a critical determinant of the industry’s overall effectiveness and success. The energy sector, encompassing areas such as electricity generation, distribution, and renewable energy initiatives, plays a pivotal role in supporting the country’s economic growth and development (Mwakaje, & Nkurlu, 2021). The performance of employees within this sector is crucial as their responsibilities directly impact the reliability, efficiency, and sustainability of energy production and distribution. Despite the importance of employee performance, several challenges persist within the energy sector in Kenya. One significant issue is the need for continuous skill development and training to keep up with evolving technologies and industry trends (Nyagaka & Njeru 2021).

According to recent performance evaluations conducted by the Public Service Commission of Kenya (PSC, 2023), an alarming percentage of employees fall below expected productivity benchmarks, with up to 40% failing to meet established targets consistently. Furthermore, statistics from the Kenya National Bureau of Statistics (KNBS, 2022) indicate a decline in employee morale, with surveys revealing that only 30% of staff members feel engaged in their work. The state corporations in the energy sector in Kenya are not exceptional. They have had a fair share of their low employees performance related challenges. This necessitates need to investigate various ways of enhancing employee performance.  One way of addressing this problem is investigating the role of teamwork on employees’ performance.  Therefore, the current focused focusing on the effect of teamwork employee performance among state corporations in the energy sector in Kenya.

Objective of the study

1. To assess the effect of teamwork on employee performance in State Corporation in the energy sector in Kenya

Research Question

1. What is the effect of teamwork on employee performance in State Corporation in the energy sector in Kenya?

LITERATURE REVIEW

Relational Exchange Theory

Relational exchange theory was formulated by Richard M. Emerson in the 1960s. Relational exchange theory centers on understanding and explaining the dynamics of long-term relationships between parties engaged in exchange activities, such as business transactions or partnerships, (Emerson, 1962).  Developed to shed light on the factors that contribute to successful and sustained relationships, this theory emphasizes the role of trust, mutual cooperation, and interdependence in shaping the outcomes of these exchanges, (Dwyer, Schurr, & Oh, 2004). The primary focus of Relational exchange theory is to explain how individuals or organizations engage in exchanges characterized by mutual dependence and ongoing interaction. Unlike transactional exchanges, which are short-term and driven solely by economic considerations, relational exchanges emphasize long-term collaboration and the importance of trust, commitment, and reciprocity, (Blau, 2014).

According to Granovetter (2013) the theory seeks to understand how parties build and maintain relationships that go beyond immediate gains. The key strengths of Relational exchange theory lie in its ability to explain the complexities of ongoing exchange relationships. By emphasizing trust and cooperation, the theory provides a holistic perspective on how parties engage in interdependent activities over time. It helps elucidate how relationships develop, evolve, and adapt to changing circumstances, (Cook, Gillmore, & Yamagishi, (2002). Additionally, this theory offers insights into the benefits of sustained relationships, such as reduced transaction costs, increased information sharing, and improved problem-solving capabilities.

However, Relational exchange theory has certain limitations. It may not fully account for situations where power dynamics or external factors disproportionately affect the balance of the relationship, (Mohr & Nevin, 2015). Additionally, the theory may not address situations where the exchange parties have vastly different goals or divergent interests that hinder the development of a mutually beneficial relationship, (Ganesan, 2017). The theory’s emphasis on long-term interactions might not fully capture the nuances of short-term, transactional exchanges.

Relational exchange theory is relevant to the current study as it focuses on the idea that interpersonal relationships within organizations are characterized by a series of social exchanges. These exchanges involve mutual investments, trust-building, and reciprocity, which are all central elements of effective teamwork. Teamwork relies on positive social exchanges, collaboration, and trust among team members. Therefore, assessing the effect of teamwork on employee performance is consistent with the principles of relational exchange theory, which posits that positive social exchanges enhance organizational relationships and, subsequently, individual and collective performance. This is the main theory for the study and helps in understanding how relational empowerment influences employee performance.

Teamwork and Employee Performance

Nada and Kolluru (2020) did a study on the influence of team work on performance of employees among Oman oil refineries and petroleum Industries Company. The primary data was collected by simple random sampling by the questionnaire method. The sample size was 35. The received data was analyzed using descriptive analysis via google forms and Microsoft Excel. The investigation revealed that the number of men is higher as compared to female employees. The results show that there’s a positive and negative link between teamwork and employee performance.

Phina, Arinze, Chidi and Chukwuma (2021) focused on the effect of teamwork on employee performance among medium scale industries in Anambra State, Nigeria. The study adopted descriptive survey design. The population of the study comprised the senior staff of medium scale enterprises (MSEs) in Anambra State. A total of 2059 employees of this category are identified across the organizations selected for the study. The study adopted the Borg and Gall formula to get a sample size of 295 senior staff.  The study concluded that teamwork has a positive and significant impact on employee performance, and this brings benefits in terms of higher productivity, better organizational performance, competitive advantages and increased product quality and quantity. When an employee is in a team, his or her performance is automatically improved and invariably, job satisfaction is also enhanced.

Bokaii, (2023) did a study on the impact of teamwork on the performance of the employees in the non-governmental sector. The survey was distributed to over 300 respondents to collect data, and only 250 respondents answered the questionnaires. The data was analyzed using the SPSS statistical tool to generate the results. The study found out the greatest teamwork incompatibility between top managers and executors is in terms of internal communication, which increases the incompatibility of goals, professional competences and values, as well as motivation. Our research showed that the compatibility of teamwork in industrial enterprises can be improved when top managers set a positive example, provide support to executors, regularly inform them of teamwork compatibility issues, and promote and maximize the involvement of all team members in improving compatibility.

Conceptual Framework

Figure 1: Conceptual Framework

Source: Author (2024)

RESEARCH METHODOLOGY

Research Design

The study adopted a descriptive research design. Descriptive studies are not only useful in determining the descriptive but also in determining the relationships between variables during the study. It endeavors to reveal the connections between the explanations behind something and its chain impacts. It attempts to distinguish a kind of conduct happening in a present condition.

Population of the Study

Target population is a group of individuals, objects or items from which samples are taken for measurement (Bazeley & Jackson, 2019). The unit of analysis was five (5) state corporates operating in the energy sector. The unit of observation was top management employees, middle management employees and lower-level management employees from the corporation’s headquarters totaling to 204.

Top management employees provide insights into organizational strategies, policies, and decision-making processes that shape empowerment initiatives. Middle management employees are often responsible for implementing these strategies and facilitating teamwork, delegation, and training programs at the operational level. Lower-level management employees are directly affected by empowerment practices and can offer valuable feedback on their effectiveness in improving performance. By targeting top, middle, and lower-level management employees, the study can achieve a holistic understanding of relational empowerment’s effects on employee performance. This approach allows for a comprehensive analysis of delegation, teamwork, training and development, and participative management practices across the organizational hierarchy, shedding light on their interconnectedness and overall influence on organizational effectiveness within the energy sector in Kenya.

Sample Design and Procedure

According to Merriam and Tisdell, (2019) sampling is the process by which a relatively small number of individual, subjects or events is selected and analyzed in order to find out something about the entire population from which it will be selected.  The study used Taro Yamane formula to determine the sample size of 135 employees as follows.

Where:

n is the sample size

N is the population size, N = 204

e is the level of precision, e = 0.05

Thus

n = 135

Therefore, the Sample Size was 135 employees

Sampling Technique

Sampling techniques refer to the methods used to select a subset of individuals or items from a larger population for the purpose of research or data collection. The study randomly selected employees from each of the targeted companies. Random sampling ensured that each member of the population has an equal chance of being selected for the sample. This helped to create a sample that is more likely to be representative of the entire population, reducing the risk of sampling bias, (Yin, 2018).

Data Collection Instruments

The researcher used structured questionnaires to collect primary data desirable for the study. The structured questions were structured on a five-point Likert scale. (Miles, Huberman, & Saldana, 2020). The researcher preferred questionnaires because they are easy to administer, appropriate in collecting data from a large sample; confidentiality is upheld, saves on time and has no opportunity for interview bias. They are appropriate for collecting data because within a limited time, the researcher can reach a large sample and confidentiality of information provided by the respondents is guaranteed. Confidentiality of information provided is vital so as to dispel any fear that such information can be used against them for selfish or bad reasons.

Data Collection Procedure

Burns and Grove (2019) define data collection as the precise, systematic gathering of information relevant to the research sub-problems, using methods such as interviews, participant observations, focus group discussion, narratives and case histories. For purposes of this study, the data collection procedure involved seeking authorization from the University to allow the researcher to collect data. A research permit was also obtained from the National Commission for Science, Technology and Innovation. In addition, the researcher sought permission from the companies operating in Energy sector in order to be allowed to collect data from the institutions. The primary data was collected through the use of questionnaires. The questionnaires were presented to the respondents under a questionnaire-forwarding letter accompanied by an introductory from the university. The researcher identified the respondents, introduced himself and requested to drop the questionnaire and collect back answered instruments.

Data Analysis and Presentation

Data analysis comprises of cutting the acquired information into a manageable size, coming up with summaries, looking for patterns and applying statistical techniques (Edward & Smith, 2016). The collected data was quantitative in nature and was analyzed using frequencies, percentages, mean, standard deviation and Pearson’s correlation

RESEARCH FINDINGS AND DISCUSSION

Response Rate

The study’s response rate was 89% implying that the collected data was sufficient for further analysis.

Reliability Test Results

A pilot study was conducted in Nuclear Power and Energy Agency and resulted to Cronbach’s Alpha of 0.819. This was above the threshold of α=0.7 implying that the instrument was reliable.

Findings

Teamwork

The respondents were asked to indicate their level of agreement on the extent to which teamwork on employee performance in State Corporation in the energy sector in Kenya. The findings were presented in Table 12.

Table 12: Teamwork

Source: Research Data (2024)

For the statement, setting collaborative goals ensures that team efforts are aligned with the broader objectives of the organization, 36.7% of respondents strongly agreed, 30.8% agreed, 19.2% were neutral, 10.0% disagreed, and 3.3% strongly disagreed. The mean score was 3.88 with a standard deviation of 1.11944. These results indicate that while most respondents view collaborative goals as important, there is a broader range of opinions on their impact. The statement, collaborative goals enhance coordination among the team, leading to better performance, was strongly agreed upon by 37.5%, agreed upon by 30.8%, 16.7% remained neutral, 1.7% disagreed, and none strongly disagreed. The mean score was 3.89 with a standard deviation of 1.10610, indicating a strong consensus on the positive effect of coordination through teamwork, although opinions are somewhat varied. In response to the company provides clear roles to the team which helps to avoid task duplication hence better employee performance, 29.2% of respondents strongly agreed, 32.5% agreed, 25.0% were neutral, 12.5% disagreed, and 1.0% strongly disagreed. The mean was 3.77 with a standard deviation of 1.03496. The study findings agree with the findings of Phina, et, al. (2021) which revealed that when a company provides clear roles and responsibilities to its team members, it minimizes the likelihood of task duplication and confusion within the organization. Clear delineation of roles ensures that each team member understands their specific duties, areas of expertise, and accountability. This clarity fosters a more efficient workflow, as employees can focus their time and energy on tasks aligned with their skills and responsibilities. By avoiding task duplication, the organization maximizes productivity, minimizes errors, and optimizes resource allocation.

The findings suggest that clear role definition is generally seen as beneficial, though opinions are more spread out. For the statement, providing clarity in roles leads to improved accountability which increases employee performance, 42.5% of respondents strongly agreed, 30.8% agreed, 14.2% were neutral, 11.7% disagreed, and 1.0% strongly disagreed. The mean score was 4.03 with a standard deviation of 1.05689. This reflects broad agreement that role clarity and accountability are essential for performance, with some variation in responses.  Regarding building trust among the team enhances collaboration hence better employee performance, 35.0% strongly agreed, 43.3% agreed, 10.8% were neutral, and 2.5% disagreed, with no one strongly disagreeing. The mean was 4.00 with a standard deviation of 1.01253. The results indicate that trust is widely viewed as crucial for effective collaboration, though there are some differing views.

Finally, the statement A high level of trust encourages team members to provide innovative solutions, hence better employee performance,” saw 33.3% strongly agreeing, 42.5% agreeing, 10.0% being neutral, 10.8% disagreeing, and 3.3% strongly disagreeing. The mean was 3.92 with a standard deviation of 1.08142. This suggests that trust is generally seen as fostering innovation, though responses varied somewhat. The overall mean for this section was 3.91 with a standard deviation of 1.0685. This indicates a strong positive view of teamwork’s impact on performance, with a slightly higher variation in responses compared to delegation practices. The findings suggest that while teamwork is valued, there is greater variability in how respondents experience or perceive its effectiveness within their organizations. The study also agrees with the findings of Nada and Kolluru (2020) which noted that a company that encourages high levels of innovation among its team members fosters a culture of creativity, adaptability, and forward-thinking. When employees are empowered to explore new ideas, experiment with novel approaches, and take calculated risks, they become more engaged, motivated, and invested in their work. Encouraging innovation also signals to employees that their contributions are valued and that the company is open to exploring unconventional solutions to challenges.

Employee Performance in State Corporation

The respondents were asked to indicate their level of agreement on employee performance in State Corporation in the energy sector in Kenya. The findings are presented in Table 15

Table 15:  Employee Performance in State Corporation

Source: Research Data (2024)

The analysis indicates that 32.5% strongly agreed, 36.7% agreed, 16.7% were neutral, 12.5% disagreed, and 1.7% strongly disagreed that the rate of employee turnover has gradually increased over the years. The mean score was 3.8583, with a standard deviation of 1.06350, reflecting moderate agreement with some variation in opinion. Regarding whether the company has recorded an increase in performance due to low employee turnover rates, 29.2% strongly agreed, 34.2% agreed, 21.7% were neutral, 13.3% disagreed, and 1.7% strongly disagreed. The mean was 3.7583, with a standard deviation of 1.06901, indicating general agreement.

For the statement that employees have expressed high levels of satisfaction over the past five years, 41.7% strongly agreed, 35.8% agreed, 10.0% were neutral, 10.8% disagreed, and 1.7% strongly disagreed. The mean was 4.0500, with a standard deviation of 1.05201, suggesting high levels of agreement. Regarding whether high employee satisfaction leads to increased performance, 33.3% strongly agreed, 49.2% agreed, 8.3% were neutral, 6.7% disagreed, and 2.5% strongly disagreed. The mean was 4.0417, with a standard deviation of 0.95615, indicating strong consensus.

When asked about the increase in employee retention rates over the past five years, 46.7% strongly agreed, 32.5% agreed, 10.8% were neutral, 3.3% disagreed, and 6.7% strongly disagreed. The mean was 4.0917, with a standard deviation of 1.14493, reflecting strong agreement with some dissent. Lastly, 44.2% strongly agreed, 30.0% agreed, 15.0% were neutral, 10.8% disagreed, and none strongly disagreed that retaining highly talented employees increases overall company performance. The mean was 4.0750, with a standard deviation of 1.01387, showing general agreement. The overall mean score of 3.9791 and a standard deviation of 1.0499 indicate that employee performance is generally viewed positively, though some respondents express differing views. According to Wang, (2022) high-talented employees bring valuable skills, expertise, and innovative thinking to the organization, which can drive creativity, problem-solving, and competitiveness. Their contributions often lead to improved product quality, faster project completion times, and enhanced customer satisfaction. Furthermore, highly talented employees may serve as role models and mentors for their peers, inspiring greater collaboration, learning, and growth within the organization.

Correlation Analysis

The researcher undertook correlation analysis to establish the nature and strength of the relationships between the independent and the dependent variables of the study. The findings are as indicated in table 16

Table 16:  Correlation Analysis

* Correlation is significant at the 0.05 level (2-tailed).

Source: Research Data (2024)

The study conducted a correlation analysis between teamwork and employee performance in State Corporation in the energy sector in Kenya. The coefficient of correlation (r=0.658 and p=0.000) showed a strong positive and significant relationship between teamwork and employee performance in State Corporation in the energy sector in Kenya. Therefore, the findings imply that effective teamwork plays a crucial role in enhancing employee performance within State Corporations in Kenya’s energy sector.  The study findings agree with the findings of Nada and Kolluru (2020) which revealed a positive and negative link between teamwork and employee’s performance.  Moreover, Bokaii, (2023) also found out the greatest teamwork incompatibility between top managers and executors is in terms of internal communication, which increases the incompatibility of goals, professional competences and values, as well as motivation.

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Teamwork on Employee Performance in State Corporation

The study also revealed that setting collaborative goals ensures that team efforts are aligned with the broader objectives of the organization. The study further revealed that collaborative goals enhance coordination among the team leading to better performance. Moreover, the study revealed that the company provides clear roles to the team which helps to avoid task duplication hence better employee performance

The study also revealed that providing clarity in roles leads to improved accountability, which increases employee performance. The study further revealed that building trust among the team enhances collaboration hence better employee performance. The study also revealed that high level of encourages team members to take to provide innovative solutions hence better employee performance

Employee Performance in State Corporation

From the findings it was clear that the rate of employee turnover has gradually increased over the years. The study also revealed that the company has recorded an increase in performance due to low employee turnover rates. Employees have expressed high level of satisfaction for the past five years. The study further revealed that a high level of employee satisfaction leads to increased performance. The study also revealed that the rate of employee retention has increased for the past five years. The study further revealed that renting high talented employees increases the overall performance of the company.

CONCLUSION

Teamwork on Employee Performance in State Corporation

The study concluded that there is a strong positive and significant relationship between teamwork and employee performance in State Corporation in the energy sector in Kenya. A positive relationship implies that as the level of teamwork within the organization increases, employee performance also improves. This means that when employees collaborate, share ideas, and support each other, their collective efforts lead to better outcomes. Teamwork fosters an environment where employees can leverage each other’s strengths, compensate for individual weaknesses, and create a sense of shared responsibility, all of which contribute to higher productivity and job satisfaction. Teamwork involves employees working collaboratively towards a common goal, sharing tasks, and supporting one another. Effective teamwork requires communication, trust, and a clear understanding of each team member’s role. In the context of State Corporations in the energy sector, where tasks can be complex and highly technical, teamwork is essential for combining diverse skills and expertise to achieve objectives.

RECOMMENDATIONS      

The study recommended that Kenyan Energy State Corporations should encourage collaborative goal setting and define clear roles and responsibilities within teams. Foster trust among team members and promote a culture of innovation to enhance teamwork and performance.

Suggestion for Further Studies

The researcher suggested that further study should investigate the impact of relational empowerment on employee performance in various sectors beyond the energy sector in Kenya. Future studies should also compare the effectiveness of teamwork on employee performance in State Corporations in the energy sector with other sectors or private organizations.

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ETHICAL CONSIDERATION

Participants were assured of their wellbeing and privacy before the data gathering process and the drive of the research was communicated to them. The aim of the study was purely academics, and that the information disseminated was not used against them.  An informed consent was sought from the respondents who were also informed that they had a choice to withdraw from the study at will before the end of the exercise. The study guaranteed all participants their privacy, autonomy and confidentiality. Data collected was handled as per data protection act and was only used for this study’s and disposed soon after the report is written. Approval to conduct the research was given by the University via institution science ethics and research committee (ISERC) and a research permit to gather data was sought from the National Commission for Science, Technology and Innovation (NACOSTI).