Influence of Welfare programmes on Employee Commitment among County Administrators in Western Region, Kenya

Abstract

This study investigated the influence of welfare programmes on employee commitment, with organisational culture as a moderating factor, among county administrators in the Western Region of Kenya. Specifically, the study examined the effects of welfare programmes on employee commitment. Additionally, it assessed the moderating role of organisational culture in these relationships. Guided by Spillover Theory, Enrichment Theory, Segmentation Theory, and Facilitation Theory, the study adopted both descriptive and correlational survey designs. Data were collected from county administrators in selected counties, e.g., Kakamega, Vihiga, Busia, and Bungoma, using semi-structured questionnaires and interview guides. The study used a census to collect data. Data were analysed using descriptive statistics (frequency, percentages, mean, and standard deviations) and inferential statistics, with Pearson’s correlation coefficient used to assess the relationships between variables. Simple and multiple linear regressions tested the significance of individual work-life balance practices, while hierarchical regression evaluated the moderating effect of organisational culture. The findings revealed that welfare programmes (B= 0.655) all had significant positive effects on employee commitment. However, when organisational culture was introduced as a moderating factor, none of these practices showed a statistically significant effect, indicating that organisation culture did not moderate the relationship between work-life balance practices and employee commitment. These results suggested that work-life balance practices were key drivers of employee commitment, but enhancing organisational culture alone was not sufficient to improve this relationship.