I. INTRODUCTION

The purpose of this study was to determine the indirect effect of employee loyalty on organizational learning and employee performance.The study adopted a cross-sectional designand systematic random sampling techniques in collecting data from a sample of 411 sampled from a target population of 2433 bank employees in Kenya. Findings reveal that organizational learning affects employee performance and also influences employeeloyalty. Additionally, results show that organizational learning has an indirect effect on employee performance via employeeA loyalty, thus revealing a partial mediation process.Banks should improve on organizational learning strategies through enhancement of knowledge awareness, intellectual cultivation and information sharing which enhances their commitment/loyalty to their work, thus increasing employee performance.The findings of this study bring new insights into theory and literature through the indirect process by unveiling a partial mediation mechanism on the link between organizational learning and employee performance.

Page(s): 75-84                                                                                                                   Date of Publication: 23 September 2020

  Grace Orinda Moi university, Kenya.  Dr. Patrick Limo Moi university, Kenya.   Joel Chepkwony Moi university, Kenya.

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Grace Orinda, Dr. Patrick Limo, Dr. Joel Chepkwony “Organizational Learning and employee performance. An Indirect Effect Model of Employee Loyalty” International Journal of Research and Innovation in Social Science (IJRISS) volume-4-issue-9, pp.75-84 September 2020  URL: https://www.rsisinternational.org/journals/ijriss/Digital-Library/volume-4-issue-9/75-84.pdf

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Organizational Learning and employee performance. An Indirect Effect Model of Employee Loyalty