




































 

  

PERFORMANCE MANAGEMENT STRATEGIES AND 

EMPLOYEE PRODUCTIVITY IN THE MINISTRY OF 

WATER AND IRRIGATION IN NAIROBI CITY 

COUNTY, KENYA. 

Caroline Njeri Njagi and Dr. Wilson Muna 

 



European Journal of Human Resource                                                                                      

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PERFORMANCE MANAGEMENT STRATEGIES AND EMPLOYEE 

PRODUCTIVITY IN THE MINISTRY OF WATER AND IRRIGATION IN 

NAIROBI CITY COUNTY, KENYA 

Caroline Njeri Njagi 

Post graduate Student, Kenyatta University, Kenya. 

Corresponding Author’s Email: carolinejagi@gmail.com   

Dr. Wilson Muna 

Lecturer, Department of Public Policy and Administration, Kenyatta University, Kenya 

Email: wmunah2007@gmail.com   

Abstract 

Purpose: The purpose of this study was to establish the effects of performance management 

strategies to employee productivity in the Ministry of Water and Irrigation in Nairobi City County, 

Kenya.  

Methodology: The study adopted a descriptive research design and Maslow’s hierarchy of needs, 

Herzberg’s two factors and expectancy theory for its theoretical framework. The target population 

was 200 employees drawn from middle level and lower level cadres in the Ministry of Water and 

Irrigation. A sample of 133 employees was issued with the questionnaires. Stratified and simple 

random sampling techniques were used to identify respondents. Primary data was collected using 

semi-structured questionnaires administered by the researcher. Descriptive statistic like mean, 

standard deviation frequencies, tables and charts were used to analyze quantitative data using 

Statistical Package for Social Sciences (SPSS), while open-ended questions were analyzed using 

content analysis.  

Results: The findings showed that performance management strategies affect employee 

productivity but at different levels. Remuneration is the leading factor that negatively influences 

employee productivity within the scope area. It was also noted that the promotion process affects 

the Ministry of Water and Irrigation negatively because it is not based on merit. However, both 

training and physical work environment facilitate improved productivity among the employees. 

This shows that performance management strategies positively and negatively affect the overall 

employee productivity in the Ministry of Water and Irrigation.  

Recommendations: The study recommends that, through the Public Service Commission and 

Salaries and Remuneration Commission, the government of Kenya introduce measures in areas of 

remuneration and training that will motivate workers in this ministry. Draft new guidelines for 

salary review based on the present living standards. The ministry should ensure that all workers 

are entitled to transport to and from work, mortgage facilities, and other benefits. All salaries be 

harmonized across the public sector.  

The promotion policies and guidelines that are already in place be followed when promoting 

employees. Adoption of a proper appraisal system and that all the promotions are based on merit 

but not influence, corruption or seniority. The Ministry takes note of the annual training plans and 

implementing them to the latter.  

Keywords: Performance management strategies, employee productivity. 

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mailto:carolinejagi@gmail.com
mailto:wmunah2007@gmail.com


European Journal of Human Resource                                                                                      

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1.1 INTRODUCTION 

Economies all over the world strive to maximize on the resources for output. Success or failure of 

an organization is dependent on the employees’ performance (Hameed &Waheed, 2011). The 

concept of labour productivity has been a challenge to both developed and developing economies. 

A study to determine labour productivity showed that Africa and South Asian countries (except 

India) scored very low. It was further noted that in these two continents, the Sub-Saharan region 

performed poorest in the economies (Chebet 2015, Arham, Nazri & Rahma, 2018). 

Research on productivity of employees date back to the 1900 with the likes of Fredrick Taylor 

(1911) as noted by Locke (1982), Henry Fayol (1916), Max Weber (1920) by Mommsen (1990), 

and Elton Mayo (1933), who sought to find ways of increasing productivity with the least of inputs. 

The orientation of the public sector makes it difficult to measure the objectives and the 

result/outcomes of the sector, (Bohnet & Eaton, 2003, and Buelens & Broeck, 2007). The public 

sector has gradually transformed and adopted private sector strategizes like technology, global 

trends, performance management strategies, performance contracting, and aligning Human 

resource function to the organization strategic plan (Nabukeera, Ali & Raja, 2015). These changes 

have proven to be a challenge for both developed and developing countries. The pressure for 

improved service delivery and labor productivity in the public sector has been persistent hence the 

need for research in the area (Hughes, Moore & Kataria, 2011). Daley (2012), notes that the 

modern Public Service is a professional service that must be built on knowledge and expertise. 

Professionals must be sought and guaranteed of an environment where their careers will be 

nurtured and prosper. 

Human resource is considered to be one of the key vital assets to any organization as its practices 

and strategies have a direct impact to employee productivity (Kiruja & Mukuru, 2018).It is 

therefore important to identify the practices and strategies with the highest level of impact to 

employee productivity as this is likely to help inform policy formulation and implementation 

(Mohammed & Nimalathasan, 2016).When employees are developed, they feel motivated to work 

hard, utilize the skills acquired fully and put more effort to achieve organizational goals (Hameed 

& Waheed, 2011). Training leads to enhanced skills which when utilized result to enhanced 

production. This therefore makes employees of an organization to be a competitive advantage 

Chandrasekar (2011), notes that a work place that is characterized with poorly designed 

workstations, unsuitable furniture, lack of ventilation, inappropriate lighting, excessive noise, 

insufficient safety measures in fire emergencies and lack of protective equipment among other 

hazards, is likely to cause occupational diseases which impact employees negatively in their 

productivity. Organizations interested with productivity will focus on personal motivation and the 

infrastructure of the environment where employees work in. In recognition of the importance of 

workplace environment, the employers are coming up with programs that address lifestyle changes 

work/life balance, health and fitness which were previously not a concern. 

The Ministry of Water and Irrigation Nairobi Headquarters is mandated by the Constitution of 

Kenya (2010) to formulate policies and give guidelines in water sector. These policies and 

guidelines are in turn adopted by the county governments and any other body dealing with water 

collection or supply for example the Nairobi Water and Sewerage Company. 

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European Journal of Human Resource                                                                                      

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The public sector employees both at the County and National level of governments have been 

discontented for a long time and there has been numerous strikes complaint being poor 

remuneration and working environment (Chebet, 2015). Nelson & Quick (2012) notes that jobs 

motivation of employees lead to high performance. Motivation includes attractive compensation 

equivalent to work done, skills and knowledge on the work being done, employee participation in 

decision making, a conducive working environment among others. According to Hewitt (2014), 

work environment, workplace relations, opportunity for growth, total reward, and company 

practices were seen as factors found engaging employees to productivity. According to Sattar, 

Ahmad and Hassan (2015), training, incentives/rewards and empowerment contribute to employee 

productivity and satisfaction. 

The variables under study were strategies that human resource managers can use to improve 

delivery of water services to the citizens of Kenya. The sector deals with a natural resource which 

needs proper management despite the challenges of a fast growing population and limited 

resources at their disposal. The study adopted the following three theories and used their relevance 

to the discussions, Maslow’s hierarchy of needs, Herzberg’s two factor and expectancy theory 

1.2 Statement of the Problem 

Organizations today have come to the realization of how vital human resource is in the 

achievement of their goals and objectives. They are therefore keen to develop human resource 

strategies that ensure productivity is at its best. Ndulue and Echukwu (2016), notes that for 

productivity to be at its peak, performance management strategies towards productivity must be 

aligned to the organizational strategic plan. Many performance management strategies have been 

studied which aid productivity. Armstrong (2016), notes that employees need to be equipped with 

the prerequisite skills, be in an enabling working environment, their remuneration be considered 

and promotions be prompt when deserved, for them to perform. 

In her study, Anitha (2014), three strategies, work environment, compensation, and training were 

studied. However, it did not consider promotion as a strategy that would affect productivity. 

Further the study will specifically look into the physical working environment whereas Anitha 

looked at the general work environment. The study by Akhtar, Nawaz, Mahmood, and Shahid 

(2016), was in the banking sector in Pakistan. It focused on High performance work practices 

which included rewards, training and employee engagement as practices that directly affect 

employee performance / productivity. This study did not consider the environment in which 

employees work in or the effects of promotions on productivity. Namanga (2017), focused the 

study on employee involvement, employee compensation, work environment and training as 

factors affecting employee performance and engagement. The remuneration strategy under study 

will focus on the medical scheme, housing and transport of employees and the resultant effect of 

the same to productivity.  

Hay Group (2012), studied the importance of work environment to employee productivity, while 

International Journal of Science and Research (2013) and Karatepe (2013), looked at the benefit 

of training to the employees and employers. These studies focused on only one factor. It was 

however observed that work environment and training have a positive relationship to employee 

performance. Wanjala (2019), on the other hand studied the effects of job security, training & 

development, compensation and employee participation to employee performance in the county 

government. Chebet (2015), focused on leadership/management as factor affecting employee 

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European Journal of Human Resource                                                                                      

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performance besides training, remuneration /compensation and working conditions. Caroline & 

Kinyajui (2019), noted that there is a positive effect of reward, work environment, human resource 

development and work life balance to employee performance. 

Ministry of water and irrigation is a part of the public service which struggles to perform. The 

constraints facing the Public sector are evident in the Ministry. This includes setting of goals and 

achieving them, being providers of public goods and therefore not profit oriented, difficulty in 

measuring of achievements made and not forgetting bureaucracy which hinders fast and timely 

decision making. The ministry is tasked with formulating policies which are in turn cascaded to 

the whole of the water sector all over the country. Water being an essential and vital asset in human 

life, there is a serious need to clearly spell out strategies that can be applied to ensure that this vital 

resource is well managed and utilized. The aforementioned studies have proven that the factors 

under study have a positive impact to employee productivity in the organizations studied (county 

government, parastatal, and private sector), however this had not been tested in a public 

organization at the National government and also at the Ministry of water and Irrigation, therefore 

the study sought to find out the impact of these factors to employee productivity in the Ministry of 

Water and Irrigation. This study therefore sought to understand the effects of training, 

remuneration, promotions and physical working conditions as performance strategies to employee 

productivity in the Ministry of Water and Irrigation. 

2.0 THEORETICAL REVIEW 

2.1 Herzberg Two-Factor Theory 

Herzberg two-factor theory was developed in (1959) by Frederick Herzberg, (Caroline & Kinyajui, 

2019). He defined two sets of variables that affect employee motivation at workplace that is 

hygiene and motivator factors. The hygiene factors include: pay, company policies, fridge benefits, 

physical working conditions, status, interpersonal relations, and job security among others.  They 

prevent dissatisfaction in employees. These factors are external to the job and prompt 

disappointing encounters to the employees, (Ruthankoon & Ogunlana, 2003).Fulfillment of these 

factors alone does not motivate employees but their absence brings dissatisfaction. They are 

equated to Maslow’s physiological and safety needs which are very basic and need to be fulfilled. 

They describe the job environment/ scenario. The hygiene factors do not lead to positive 

satisfaction for long but their absence leads to dissatisfaction.  

The other set of factors defined by Herzberg is motivators. These factors are inherent to the job 

and yield positive satisfaction (Dartey & Amoako, 2011). They are also known as intrinsic factors. 

They include recognition, growth and promotional opportunities, training/ learning, responsibility, 

meaningfulness of the work among others. They motivate employees to higher productivity. They 

were perceived as needs on the higher side of Maslow’s hierarchy of needs which include self- 

actualization. They are also perceived to be an additional benefit to the employee. Basset and Lloyd 

(2005) note that unpleasant working conditions prompts staff to desert work and opt for other 

employers. “Workers are more propelled if they feel content in their work and frequently happens 

when the employer makes a decent workplace where representatives feel esteemed, by and large 

through expanded correspondence and being requested their conclusions” (Guy & Mastracci, 

2018). The employees will be more inspired if the organization invests through training on the 

employees (Caroline & Kinyajui, 2019). High pay may not be sufficient to sustain high 

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European Journal of Human Resource                                                                                      

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productivity; consideration has to be done to cater for training, working conditions among other 

things. The two variables hygiene and motivators must be fulfilled (Cole, 2004). 

Having looked at the tenets of this theory, it is evident that the strategies understudy is clearly 

addressed by the theory. The researcher sought to understand how remuneration, promotion, 

physical working condition and training contribute towards employee productivity. The strategies 

fall clearly under the two categories of variables advanced by Herzberg theory. The remuneration, 

promotion, and physical work condition fall under hygiene factors whose absence will cause 

dissatisfaction on the employees and leave the organization. They however do not motivate the 

employees individually and therefore the need for motivator. Training is classified as a motivator 

to the employee. The two categories of factors are work hand in hand for employees’ productivity. 

2.2 Maslow’s Hierarchy of Needs Theory 

Needs theories are viewed as the best to explain employees drive at work (Robbins & Judge, 2009). 

Abraham Harold Maslow (1954) perceived human beings as having needs which drive their 

actions. He classified these needs into five categories forming a hierarchy from the lowest to the 

highest as indicated in figure 2.1. 

 

 Figure 2.1: Maslow’s Hierarchy of needs. 

Source: https://jambarteambuilding.com/maslows-hierarchy-needs/ 

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European Journal of Human Resource                                                                                      

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Maslow observed that these needs are satisfied systematically. It is only when the lower level needs 

are satisfied does the higher level need get satisfied.  At the lowest level are physiological needs 

which are the basic needs to human survival. These needs drive people to work so as to be able to 

cater for their basic needs as food, shelter and clothing. Therefore pay becomes vital to an 

employee and determines their productivity. The next level covers safety needs which comprise of 

job security, protection against danger, safety of property. The third level needs entails of social 

needs which include belongingness, love, affection, friendship, conversation. The forth level 

comprises of self-respect, recognition and respect for others which is clustered as esteem needs. 

The fifth level need is self-actualization which comprise of growth, learning, meditation among 

others.   

This theory is not without criticism. The ERG theory by Clayton Alderfer (1969), notes that these 

needs are not necessarily satisfied systematically. He notes that these needs must not follow a 

particular order in their fulfillment.  One can pursue growth before satisfying the physiological 

needs. He further notes that more than one need can be functional at a time (Karic, 2014; Dresang, 

2008). 

Maslow’s theory of need continues to inform various studies despite the criticism. It is relevant to 

this study as the four strategies being studied clearly fit in the classification of Maslow. 

Remuneration fits in the first classification of physiological needs as it a requirement for one to 

cater for the basic needs of food, shelter and clothing. Promotions form a part of security and 

belonging at the work place. Promotions will only be done to employees who are performing and 

achieving organizational goals.  It also boosts an employee’s morale and self-esteem. The 

acquisition of skills, knowledge through training is clustered as self-actualization and 

development. 

2.3 Expectancy Theory 

The valence, instrumentality and expectancy theory was advanced by Victor Vroom in (1964). 

Unlike Maslow and Herzberg who defined needs as the drive to work, Vroom focuses more on the 

(work environment), outcome and results of work done. Vroom asserts that, “the intensity of work 

effort depends on the perception that an individual’s effort will result in a desired outcome” 

(Holdford & Lovelace-Elmore, 2001). The expectation that performance /productivity will be 

followed by a definite outcome drives the willingness of employees to work harder. Therefore 

employees are driven by how much they need the reward (valence), the assessment that the efforts 

will lead to the expected results (expectancy) and the belief that the performance will lead to 

reward (instrumentality). Factors that influence expectancy include possession of requisite skills, 

training, resources, an enabling working environment, and information among others. This theory 

stresses the need for clarity for clear connection between performance/ productivity and outcomes/ 

expected reward. Greenberg & Baron (2003) notes that emphasis on training, advancement, 

recognition and rewarding systems encourage employee to make efforts to perform at their 

maximum. 

The employees will strive to perform when they relate very closely the efforts to the reward. 

Employees will endure the struggles of acquiring new skill through training as they relate it to 

promotion. Promotion is associated with better remuneration. When an employee puts more effort 

to perform better so as to receive a better package or even promotion automatically it serves the 

purpose for both the employer and the employee. The condition of the working environment affects 

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European Journal of Human Resource                                                                                      

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employees positively and negatively. The employer will try to ensure the working environment is 

favorable to discourage employee turnover and any expenses related to medical bill caused by poor 

working conditions. Time wasted on absenteeism can be productive at workplace. The gains at 

workplace contribute to employee productivity. 

3.0 Performance Management Strategies 

3.1 Remuneration 

Remuneration is a component of human resource management strategy which consists of both 

intrinsic and extrinsic rewards. Extrinsic reward is the monetary/financial aspect which includes 

basic pay/salary and bonuses/allowances while as the intrinsic reward is the non-financial aspect 

which include recognition, job security, appreciation, praise, decision-making, flexible working 

hours, feedback, medical cover, housing by organization, transport to and from work, holiday 

package among others (Yang, 2008).Reward systems are recognized by organizations worldwide 

as essential tools to motivating individual employees at workplace (Mwangi, 2017). It is seen as 

the most transparent way in which organizations communicate to their employees as to what they 

regard as essential (Mwangi, Njenga, Chepkilot, & Koima 2017). Remuneration should be clearly 

aligned to the organizational goals as employees behavior is dependent on how the employees are 

measured/rated/appraised and rewarded (Mwende, 2015). Non-monetary rewards motivate 

employees differently from the monetary rewards and therefore both rewards are considered 

important to employee performance, (Danish et al., 2015).  Wanjala (2019), notes that it’s 

important to treat human resource as a key competitive advantage. This is so because a poorly 

remunerated workforce results to low morale and eventually high turnover. In the past, reward 

system and measure of exceptional performance was not well structured. It was purely left to the 

whims of the managers.  

Performance worth of reward would have meant anything from punctuality to assisting other 

department or even having a right attitude (Nanzushi, 2015). However, this is gradually changing 

and organizations are/have devised strategies to measure and improve productivity which includes 

appraisal systems, better compensation, job security, training and development as a key human 

resource strategy (Ndulue & Ekechukwu, 2016). Determination of pay is intended to bring a sense 

of equity, efficiency and macro-economic stability and efficient allocation of labor (Khan, 2011). 

The ILO Publication, ‘An introduction to performance and skill-based pay system (1998) indicates 

that pay is an important and contentious element in an employment relationship whereby the 

employer, employee and government have equal interests. The employer is concerned with costs, 

ability to hire and retain competent employees. The employees are concerned with their standard 

of living and how they are valued by the organization while the government on the other hand is 

interested with the macro-economic stability of the economy.  

Chebet (2015) identifies a good reward system as one of the best strategies which organizations 

use to motivate and retain its most valued staff. Having noted that employees are a key asset in the 

survival of an organization, they are mandated to provide salary and other non-financial benefits 

to employees so as to get the best out of them. Khan (2011) notes that a reward management system 

is complex and must be administered with caution as it is expected /supposed to encourage 

employees to work harder and be more determined. Organizations must be strategic in designing 

compensation systems with elements that work together for optimum productivity. 

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European Journal of Human Resource                                                                                      

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Basic pay is the major component of remuneration and its determinants should address issues like 

equity, efficiency, macroeconomic stability among others (Chebet, 2015). Benefits increase 

employee satisfaction at workplace which results to improved productivity. Extraordinarily high 

wages may not necessarily result to high productivity but can be a source of inefficiency in 

employees. In the world, organizations are seen to use different remuneration strategies which are 

linked to other essential strategies as technology, marketing, operations and financial decisions. 

3.2 Physical Work Environment 

Environment is man’s immediate surrounding which he manipulates for his existence (Chebet, 

2015). Work environment has been an area of study with Elton Mayo (1933), being the first 

researcher. Research has shown that the work environment has an impact on employee 

productivity. The physical environment plays a vital role in the satisfaction of employee.  

Employees spend at least 50 percent of their time in the workplace which affects their mental 

status, actions, abilities and productivity (Hay Group, 2012; Mmbusa, 2019). Chebet (2015) 

identified features associated with a suitable work environments proper lighting, ventilation, 

access to natural light, and acoustic environment. The physical work environment affects 

employees’ behavior, attitude, workplace satisfaction as well as productivity. Gensler (2006) on 

the other hand observed that the layout of a room/office affects the human sense and interpersonal 

interactions. Employees who are in an open office plan are likely to be distracted in their work and 

feel that their privacy is invaded compared to those in partitioned office spaces. Closed office plans 

reduce disruptions, allows employees to have time to concentrate, focus and enhances creativity 

with minimal or no interruptions compared to open office plans where there are several disruptions 

from other colleges, noise and also lack privacy (Mwbex, 2010). Despite the disruptions and noise 

in the open office plans, it allows for regular consultations and informal engagements which foster 

an environment of mutual support and co-operation. 

These features (lighting, ventilation, access to natural light, and acoustic environment) have an 

effect on the employee health and consequently on productivity. Organizations must therefore 

provide their employees with protective clothing especially those working in hazardous 

environment, provision of plenty of clean water, restrooms, toilets, first aid facilities and all 

employees and employer must be conversant with the safety rules and procedures (Chebet, 2015). 

In this regard it is important to look keenly into the work environment and its implications to the 

productivity of employees. Wrong manipulation of the environment makes it unsafe for working 

and this affects the levels of productivity. A conducive work environment is that which allows for 

productivity as expected by the management (Mike, 2010). Today’s workplace is dynamic 

compared to the later days. The fast growth of the economy presents the workforce with endless 

opportunities. The organizations are therefore in need of the employees more than the employees 

need the organizations. Chebet (2015) notes that employees who are faced with harsh working 

conditions are likely to produce less compared to organizations with favorable working conditions. 

Poor working conditions lead to employee turnover which makes an organization lose to its 

competitors in the market (Fosfuri et al., 2001).  

3.3 Promotions 

Njanja, Maina, Kibet, and Njagi (2013), describe promotion as “the advancement of an employee 

from one position to another job position that has a higher salary range, a higher level job title and 

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European Journal of Human Resource                                                                                      

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often more and higher level job responsibilities”. Wambugu and Ombui (2013), note that most 

often promotion brings in an increase in pay, authority, responsibility and influence on decision 

making process of an organization. Promotion is a powerful tool used by management to 

communicate to employees of what the organization values most. The promotion system must 

therefore be just and based on aspects like education, expertise and knowledge (Sharabi, 2008). 

Gul, Akbar, and Jan (2012) notes that a just promotion policy must be based on employee career 

appraisal. The career appraisal must consider the employee’s abilities, knowledge, effective 

accomplishment of tasks and time management.  At the point of promotion there is need to consider 

the length of service as well as competency of the staff (Ahmad & Shahzad, 2011). A just 

promotion system eliminates politics among employees and pressure to the management. Bowra, 

Sharif, Saeed, and Niazi (2012), note that among the many human resource problems that 

developing countries face, promotion process stands out. The promotion process lacks proper 

policies and guidelines to ensure justice. The developing countries base promotions on seniority 

than on actual performance. The process lacks to compensate hard work. Promotion opportunities 

are seen as a source of job satisfaction in an organization. According to Wambugu et al., (2013), 

there is a positive relationship between promotion practices and perceived performance of 

employees. It is the responsibility of managers to keep their employees motivated through fair and 

just promotion processes as it directly affects the productivity. Shahzad, Bashir, and Ramay 

(2008), notes that filling vacancies from within the organization as well as promoting staff on merit 

increases employee satisfaction and employee productivity  

3.4 Training 

Training is the transfer of specific skills or knowledge by an expert to employees with an objective 

of improving performance in their current task (Wanjala, 2019). Training is a vital aspect which 

supports productivity in organizations. Training empowers employees to perform better (greater 

efficiency, effectiveness) by continually building their knowledge, skills ability, competences and 

behavior (Karatepe, 2013). Employees with high education and training exhibit high levels of 

satisfaction, motivation and ultimately improved productivity (Chebet, 2015). Training has proven 

to be beneficial to both the employees and the organization (International Journal of Science and 

Research, 2013; Appiah, 2010). Capacity building is an indicator that organizations care for its 

employees (Hameed, 2011). According to Wanjala (2019), beneficial training is that which is 

tailor-made to suit the specific job requirements and strategic objectives of the organization. 

Training is expensive for an organization and so organizations will equip their employees with 

skills when they are assured of higher productivity, achievement of the organizational goals and 

sustainable succession planning.  

The Public Service Commission has through the training policy (2016), advocated /recommended 

for at least five days training for each officer in the entire public service in every financial year. 

Kinyili (2012) argues that an efficient, motivated and well trained civil service is expected to be 

one of the major foundations of a country. Training creates a difference between organizations that 

train their employees and those do not. ILO report of (2008) indicates that training for new skills 

gives employees opportunity for growth in the organization, higher income and employability 

aspect. Training should be associated with something that employees’ desire like promotion, pay 

rise, recognition among others as this triggers faster acquisition of the skill. The new skills further 

give organizations a competitive advantage and relevance in the market as well as better 

performance. Employees perform their duties effectively and efficiently when they have good 

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European Journal of Human Resource                                                                                      

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interpersonal skills and technical skills. These can only be developed through training. Well trained 

staff requires minimal supervision (Akhtar, Nawaz, Mahmood, & Shahid, 2016). 

4.0 Methodology 

The study adopted a descriptive research design and a target population of 200 employees drawn 

from middle and lower level cadres. The study used the stratified and simple random sampling to 

arrive at a respondent. A sample of 133 respondents was arrived at using Yamane (1967) formulae 

as shown below  

n = N/ (1+N (e) 2)  

Where 

n0 = Sample size  

N = Target Population 

e = Precision (5%) 

1=Constant 

By way of illustration, this is the sample to be used for the study 

n = 200/1+200(0.05)2 

n = 133 

The research instrument adopted for the study was semi-structured questionnaire which was 

administered by the researcher to the respondents. The researcher used descriptive statistic like 

mean, standard deviation frequencies, tables and charts to analyze data. Further the information 

from the questionnaires was coded and computer software (SPSS) was used to analyze it. Content 

analysis was employed on open-ended questions. Inferential statistics was used to analyze the data. 

5.0 Discussions of Findings  

5.1 Remuneration  

The findings showed that employees at the Ministry of Water and Irrigation are poorly 

compensated (M=3.083, SD=2.832). This is because only a few workers were satisfied with their 

salaries because they cannot use them to pay for their basic needs. Although the salaries were paid 

on time, it was not commensurate to the work done. Also, all the workers were entitled to different 

benefits, such as medical schemes and transport allowances, but a mean of 2.46 showed that only 

a few enjoy mortgage facilities. In terms of salary review, the majority (70%) agreed their payment 

was reviewed in 2020. However, failure to record a 100% response rate on the salary review in 

2020 showed no consistency because some said their payment was reviewed in either 2019, 2021 

or even ten years ago. During the salary review, the majority (59%) agreed that the guidelines were 

followed. Those who said there were no clear guidelines followed said the salary review process 

failed to consider changes in living standards. Only 40% of the respondents were satisfied with the 

remuneration package, but the majority (60%) expressed dissatisfaction because the package was 

not commensurate with their efforts. They recommended different measures that can be adopted 

to make the remuneration package more satisfying, such as aligning payment with prevailing living 

standards and harmonizing all the salaries in the Public Sector.  

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European Journal of Human Resource                                                                                      

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These findings agreed with Mwende (2015) who argued that remuneration should be clearly 

aligned to the organizational goals, as employees' behavior is dependent on how their performance 

is measured/rated/appraised and rewarded. Also, the idea of providing mortgage and transport 

allowance to workers in the ministry of Water and Irrigation agreed with Yang (2008), who 

described them as intrinsic motivating factors. Mwangi (2017) argued that reward systems are 

recognized by organizations worldwide as essential tools to motivating individual employees at 

the workplace. This showed that failure to reward their efforts through better pay can demotivate 

them, reducing overall productivity. This is further supported by Wanjala (2019), who noted that 

it’s important to treat human resources as a critical competitive advantage because a poorly 

remunerated workforce results in low morale and eventually high turnover. Ndulue and 

Ekechukwu (2016) noted that key strategies can improve their productivity, such as appraisal 

systems and better compensation. These measures can increase employee satisfaction at the 

workplace, resulting in improved productivity 

5.2 Physical Working Environment 

The findings showed that the overall working environment at the Ministry of Water and Irrigation 

was favorable (M=3.50, SD=3.207). The environment was characterized with supply of essential 

resources, such as clean drinking water, protective gear, and comfortable office furniture. Also, 

the offices are fitted with adequate lighting and sufficient ventilation. Both the employees and the 

management were aware of the safety and emergency procedures required at the workplace. The 

study showed that majority (57%) worked from closed or partitioned office design, while 43% 

operated in an open office design. Those operating in closed office design said that the design 

positively affected their work performance because it created a favorable environment for 

concentration, innovation and privacy. However, they cited boredom, loneliness, and wastage of 

time moving from one office to another for consultation. For these key reasons they preferred an 

open-plan office layout. The respondents recommended different ways that could make workers 

more productive. The majority recommended converting closed plan office to open layout because 

it facilitated easier and fast consultation with colleagues, saved time, and made it easier to 

supervise workers as well as interpersonal interactions which reduced stress levels and promoted 

a good health. 

These findings agreed with Elton Mayo (1933), who found that the physical environment played 

a vital role in the satisfaction of the employees. Also, Mmbusa (2019) found that employees spent 

at least 50 percent of their time in the workplace, affecting their mental status, actions, abilities, 

and productivity. Also, some of the identified features that make the workplace environment 

comfortable, like proper lighting, ventilation, and comfortable workstations, agreed with Chebet 

(2015) who identified things that influenced overall productivity at the workplace, such as proper 

lighting, ventilation, access to natural light, and acoustic environment. 

5.3 Promotion  

Although the Ministry of Water and Irrigation has written and operational promotion policies and 

procedures, the findings showed that the promotion process was not based on merit (M=3.13), and 

was never prompt whenever employees attained prerequisite qualifications (M=2.66). A mean 

score of 3.35 showed that workers do not see an opportunity of getting promoted in the Ministry. 

However, the findings showed that requirements for promotions are clear and achievable, meaning 

that they can be used to improve overall productivity if enacted well. The majority of the 

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respondents (56%) were not satisfied with promotion procedures for different reasons, such as 

outdated guidelines that do not address issues affecting the current workforce and guidelines that 

are issued from time to time targeting specific employees. 

The findings in some aspects concurred with studies conducted earlier, Bowra, Sharif, Saeed, & 

Niazi (2012), noted that promotions in developing countries lack to reward hard work and were 

not based on merit. These findings aligned with Gul, Akbar, and Jan (2012), who argued that a just 

promotion policy must be based on employee career appraisal, which considers employees’ 

abilities, knowledge, effective tasks, and time management. According to these respondents, the 

promotion procedure met all these requirements. 

5.4 Training  

Training facilitated improved productivity among the workers in the Ministry of Water and 

Irrigation. Employees had sufficient knowledge to undertake their duties because they possess 

skills that match their roles. However, a mean score of 2.98 and a standard deviation of 2.785 

indicated that the ministry does not prioritize staff training. However, a majority (75%) of the 

respondents agreed that there was an annual training plan in place. Despite the presence of an 

annual training plan in place, only 23% of the respondents agreed that the plans are implemented. 

This is because most of the respondents have not been acquiring additional skills and knowledge 

in their current positions. These findings were supported by Chebet (2015) who found that 

employees with high education and training exhibit high levels of satisfaction, motivation, and 

ultimately improved productivity, meaning that training is beneficial to both the employees and 

the organization.  

5.5 Inferential Statistics  

5.5.1 Linear Regression Model  

The researcher used a simple linear regression model to determine the correlation between 

dependent and independent variables. Table 1 gives a summary of the coefficients table. 

Table 1: Coefficients of linear regression 

                                                    Coefficientsa 

Model Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. 

B Std. Error Beta 

 

(Constant) 1.200 .206 
 

3.944 .000 

Remuneration  1.113 .193 .000 .000 1.000 

Physical work environment    .356 .258 .000 .000 1.000 

Promotions  1.000 .277 .476 3.606 .001 

Training    .500 .162 .475 3.679 .001 

(Dependent Variable: Employee productivity) 

Source: Researcher 2021 

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European Journal of Human Resource                                                                                      

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Table 1 presented a bivariate correlation between the study variables. The SPSS output showed a 

significant relationship between independent and dependent variables. Remuneration had the 

highest β value (1.113), meaning that employee productivity depended much on the remuneration 

package in the Ministry of Water and Irrigation. This was followed by promotion (β=1), training 

(β=.500), and physical work environment (β=.356). Since all the β values were positive, it implied 

that all the independent variables (Physical work environment, Remuneration, Training, and 

promotions) determined employee productivity within the scope area. However, the level of 

influence varied from one independent variable to another. The beta values result in the following 

multiple linear regression model: 

Y= 1.200 + 1.113X1+ 0.356X2+ X3 + 0.5X4 + ε  

Where 

Y= Employee productivity of Ministry of Water and Irrigation 

X1 = Remuneration 

X2= Physical Work environment 

X3= Promotions 

X4= Training 

β1, β2, β3, β4 =Regression Coefficients 

ε = Error term 

5.5.2 Multiple Correlation Coefficient  

Table 2: Multiple correlation coefficient 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .978a .956 .932 .536 

a. Predictors: (Constant): Physical work environment, Remuneration, Training, and promotions.  

Source: Researcher 2021 

The R-squared statistic in Table 2 indicated the strength of the relationship between dependent and 

independent variables on a scale of 0-100%. The value of R2 is .956, meaning that the regression 

model reflected the study findings shown by the four independent variables. It showed that the 

overall employee productivity at the Ministry of Water and Irrigation is influenced by the physical 

work environment, remuneration, employees’ training, and promotions, implying a significantly 

positive correlation.  

6.0 Conclusion 

The findings showed that the four independent variables affect employee productivity but at 

different levels. Remuneration was the leading factor that negatively influenced employee 

productivity within the scope area. Although employees were paid on time, the salary was not 

commensurate to their efforts/work done, and some of the employees did not enjoy some extrinsic 

benefits, such as transport allowance and mortgage facilities. These factors could have led to 

reduced morale and motivation among the workers, translating to reduced overall productivity.  

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European Journal of Human Resource                                                                                      

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Also, the promotion process affected the Ministry of Water and Irrigation employees negatively 

because it was not based on merit. The promotions were also not prompt whenever an employee 

attained the prerequisite qualifications. This explained why it has taken some workers more than 

six years in the same job group before being promoted, yet they had met the required threshold, 

making some staff lose hope in being promoted by their current employer. Failure to follow laid 

down procedures and guidelines for promotions in the ministry was the leading cause of reduced 

productivity among the staff. However, both training and physical work environment facilitated 

improved productivity among the staff. The working environment was characterized by 

availability of essential resources, such as clean drinking water, necessary protective gear, and 

comfortable office furniture, makes it motivating. Also, the interior design of the open and closed 

office layouts comprised adequate lighting and sufficient ventilation, making the working 

environment more comfortable. On the other hand, the ministry invested a lot in employee training 

to ensure they are equipped with the relevant skills and experience required to deliver quality 

services. This showed that the four variables positively and negatively affected the overall 

employees’ productivity in the Ministry of Water and Irrigation.  

7.0 Recommendations 

The study recommended that, through the Public Service Commission and Salaries and 

Remuneration Commission, the government of Kenya introduce measures in areas of remuneration 

and training that will motivate workers in this ministry. It also recommended that new guidelines 

be drafted for salary review based on the present living standards as workers complained of an 

insufficient salary that is not proportional to their services or cannot meet their needs. The study 

further recommended that the ministry should ensure that all workers are entitled to transport to 

and from work, mortgage facilities, and other benefits to ensure that some employees especially 

the lower level employees, do not feel like there is some form of discrimination. The study further 

recommended that all salaries be harmonized across the public sector. Further the ministry should 

be consistent and fair in reviewing salaries.  

Also the study recommended that the promotion policies and guidelines that are already in place 

be followed when promoting employees. This can be achieved by ensuring that the ministry has a 

proper appraisal system in place and that all the promotions are based on merit but not influence, 

corruption or seniority. The study further recommended that the Ministry takes note of the annual 

training plans and implementing them to the latter. This improves employees’ skills and thus better 

results in productivity.  

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