




































 

  

Effect of Information Sharing on Organizational 

Commitment in Insurance Companies in Uasin Gishu 

County, Kenya 

 

 Dr. Rael Mandago & Johnstone Kipcumba Tarus 



European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       32            Mandago, et al. (2024)  

 

Effect of Information Sharing on Organizational Commitment in 

Insurance Companies in Uasin Gishu County, Kenya 

 

Dr. Rael Mandago1* & Johnstone Kipcumba Tarus2 
1Lecturer, Koitalel Samoei University, Kenya 

2MBA Student, Jomo Kenyatta University of Agriculture and Technology 

 
Article History 

Submitted 11.06.2024 Revised Version Received 21.07.2024 Accepted 28.08.2024 

 

Abstract 

Purpose: To assess the effect of information 

sharing on organizational commitment in 

insurance companies in Uasin Gishu County, 

Kenya 

Materials and Methods: Quantitative 

techniques were used for both data collection 

and analysis. The target population was 754 

respondents who were drawn from the 

insurance companies in Uasin Gishu County. 

the sample size was 260 determined using 

Krejcie and Morgan table 1970. After the 

sample size of 260 respondents. Simple 

random sampling was used to select the 

respondents to participate in the research 

study, but after it had been determined how 

many from each of the insurance companies 

participated. Under Inferential Statistics, 

Multiple Regressions was used to determine 

the effect of a set of independent variable 

(high involvement work systems) on 

dependent variable (organizational 

commitment), Co-efficient of Correlation 

using the Statistical Package for Social 

Sciences (SPSS) version 25.0 package 

Findings: Regression between information 

sharing and organizational commitment were 

was positive and significant 

((=0.322,p=0.000). Based on the t-test 

results the null hypothesis was rejected. 

Thus, there is a significant effect of 

information sharing on Organizational 

Commitment in insurance companies in 

Uasin Gishu County, Kenya.  

Implications to Theory, Practice and 

Policy: Information sharing ensure that 

employees receive for their job 

responsibilities and relevant extra role duties 

for purposes of their commitment to the 

organization. In this regard the insurance 

companies should ensure their information 

sharing criteria meets the threshold of 

information quality dimensions, such as 

timeliness and correctness accuracy, 

completeness, consistency, timeliness, 

validity, and uniqueness so as to engender 

positive employee behaviors as 

organizational commitment. 

Keywords: Information Sharing, Insurance 

Company, Organizational Commitment 

 

 

http://www.ajpojournals.org/
https://doi.org/10.47672/ejh.2359


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       33            Mandago, et al. (2024)  

 

1.0 INTRODUCTION  

According to Celis (2018) organizational commitment is an individual’s psychological attachment 

to the organization. Organizational commitment is a psychological state that is concerned about 

how individuals feel about their organizational engagement, and the desire to remain and continue 

with the organization (Sutiyem, Trismiyanti, Linda, Yonita, & Suheri, 2020). Organizational 

commitment can be viewed as more than job satisfaction but an employee’s positive attitude 

toward the organization. In 1991, Meyer and Allen proposed the first model of commitment 

consisting of three components the Three Component Model (TCM) which included affective 

commitment, continuance commitment and normative commitment (Yousef, 2017). Al-Jabari and  

Ghazzawi, (2019) explains that affective commitment is where the employee has an emotional 

bond with the organization, continuance commitment refers to the situation where an individual 

feels that they can lose more by leaving than they can gain, normative commitment is where an 

individual feels they should stay for some reason. Usually this is because of a sense of obligation 

to the organization.  

A major challenge for managers developing a high-involvement work system is to create an 

information system that provides employees with data that is timely and relevant to their particular 

work process (Nazir, Sanm, & Ayyaz, 2022). This emboldens the need for strengthening 

information sharing as a high involvement work system for optimal organizational commitment. 

Information sharing describes the exchange of data between various organizations, people and 

technologies (Laitinen & Sivunen, 2021). Information sharing promotes efficiency and innovation 

by preventing duplication and fostering the emergence of fresh concepts. Through affective 

information sharing every staff benefits, therefore by giving staff members the freedom to share 

their knowledge with others and make the information they produce accessible in the future 

engenders their commitment. This is confirmed by Zhu, Li, Wang, Liu, and Xia  (2021) who found 

that work-related information sharing affects organizational commitment. However, Suksod and  

Cruthaka, (2020) notes that information sharing does not have significant impacts on the 

employees' organizational commitment. 

Globally, organizations such as banks and financial institutions including insurance companies are 

said to be one of the most stressed-out industry with low organization commitment level resulting 

in increases of underperformance the conditions for greater learning and, in turn, contribute to their 

well-being  (Risal, 2018).  In addition the insurance industry in recorded in the economic survey 

(2016) is among the industries with the highest employee turnover and this could be among the 

contributors of their declined performance  (Wallace & Gaylor, 2012). This calls for the 

interrogation of HIWPs and organizational commitment. In the U.S insurance agency owners need 

to consider strategies used during daily operations to enhance organizational commitment retain 

talented employees to avoid excessive employee turnover rates (Martin, 2016). Johannsdottir, 

(2014) adds that 50-60% of the insurance executives find identifying and attracting new talent is 

becoming increasingly difficult in the Nordic countries.  

In Kenya there has been low organization commitment and turnover of the workforce has been 

high because of low entry and exit barriers in the industry (IRA., 2013). Graham (2008) cited in 

(Kinyanjui, 2015) studied the internal operational procedures in the Kenyan insurance industry as 

compared to the Greek insurance industry which included Human resource procedures concluded 

that there is wide spread dissatisfaction both internally and externally stemming from the 

insurances failure to satisfy customers and employees alike. Thus, the growth of insurance industry 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       34            Mandago, et al. (2024)  

 

in Kenya is lower than the country's average economic growth (Lang’at, 2018).  In this regard, 

organizations in Kenya insurance companies in Kenya without exception to Uasin Gishu County, 

Kenya have to constantly manage its human resources optimally to engender their commitment 

for high organizational returns. Though the mechanics of how to forge the right level of employee 

commitment to the organization is still not straightforward, more specifically among insurance 

firms in Kenya (Dome, Kemboi & Kogei Kapkiai, 2017).  

Statement of the Problem 

Organization commitment helps the organization to create a larger whole that is often a driving 

force behind a firm’s performance, and its employees’ wellbeing. This is further explained by the 

fact that organizational commitment is a volitional psychological bond reflecting dedication to and 

responsibility for a particular target leading to organizational performance (Klein, Becker, & 

Meyer, 2012). These warrants the adoption of human resource management practices which 

invokes employee behaviors which are in tune with organizations   missions and visions for 

optimal organizational performance. In the contrary organizations where employees are neither 

committed to the organization nor to their jobs, organization distress remains a common place 

leading to poor employee performance and organizational performance problems  (Eslami & 

Gharakhani, 2012). Lower levels of commitment may be an index of a lack of coherent strategies 

linking human resource development interventions to increasing commitment in the workplace. 

These gives eminence to the adoption of high involvement work systems to realize organizational 

commitment by insurance companies. In this regard substantial efforts have been devoted by 

insurance companies to have a committed work force to enhance their performance. However, the 

mechanics of how to forge the right level of employee commitment to the organization is still not 

straightforward, more specifically among insurance firms in Kenya (Dome, Kemboi & Kogei 

Kapkiai, 2017).  

In this regard the Insurance Industry in Kenya continues to face performance challenges with low 

penetration at 3% according to IRA, report 2017 as compared to other industries as well as reduced 

profit margins (Azinga, Kamaara, & Ombui, 2020). Okiko (2014), Kinyanjui (2015) opines that 

the insurance industry in Kenya faces a high rate of staff turnover. High employee turnover due to 

low organizational commitment has been argued to be the key blockage to the companies’ ability 

to steer their penetration and performance. Thus, there is need for the insurance companies to 

orientate its employees to high organizational commitment through information sharing to 

ameliorate their performance. This argument is premised on the sentiments of Fabi, Lacoursière 

and Raymond, (2015) that increased investment in a high involvement work system can 

significantly improve JS and helping to increase OC. McClean and Collins, (2011) argue that 

commitment rooted human resource practices bring about a situation where the organization is 

committed to the employee who then reciprocates by behaving in a way that benefits the same 

organization. Thus, there is need for the insurance companies to orientate its employees to high 

organizational commitment through information sharing.  

Objectives 

To assess the effect of information sharing on organizational commitment in insurance companies 

in Uasin Gishu County, Kenya 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       35            Mandago, et al. (2024)  

 

2.0 LITERATURE REVIEW 

Theoretical Framework  

This study was informed by the theory of reasoned action. 

Theory of Reasoned Action 

Theory of reasoned action was propounded by Ajzen and Fishbein, 1980; Fishbein and Ajzen, 

1975 who argued that behavior is directly determined by ones intention to engage in the behavior 

(Noe, Hollenbeck, Gerhart, & Wright, 2017). Thus, intention is a function of attitude toward the 

behavior and subjective norm. Attitude toward the behavior is jointly determined by behavioral 

beliefs (i.e., anticipated consequences of the behavior), and outcome evaluation (i.e., evaluation of 

the consequences of behavior) while the subjective norm was also jointly determined by normative 

beliefs and motivation to comply (Fishbein & Ajzen, 2011).  

Thus, the theory of reasoned action remains fundamental in predicting organizational behaviors. 

In this regard the Theory of Reasoned Action remain instrumental in conceptualizing the effect of 

high involvement work systems on organizational commitment. Theory of Reasoned Action 

justifies the individual behavior as intentional, a function of rationally based attitudes toward the 

behavior, and internalized normative pressures concerning such behavior. Thus, organizational 

commitment is rationalized by high involvement work systems and the organizational policies 

subjecting the employees to such behavioral outcomes. With regard to high involvement work 

systems in modifying employee behavior which is reciprocated through organizational 

commitment. 

Porter et al. (1974), O’Reilly and Chatman (1986) and Meyer and Allen (1991), all share the views 

of Wiener (1982), in which Organizational Commitment was seen as the total internalized 

pressures in to behave in a way that satisfies the organization’s goal and interest (Hooper & 

Ophoff, 2017). Thus, having a strong Organizational Commitment leads  an employee to have a 

strong belief to follow the correct action whilst they belong in their organization (Wiener, 1982; 

Randall, 1987) cited in (Hooper & Ophoff, 2017).  However, the Theory of Reasoned Action did 

not explain unique variance in either volitional behavior (altruism) or in less volitional behavior 

(tardiness) (Becker, Randall & Riegel, 1995) cited in (Miroshnik, 2013). The distinction between 

a goal intention and a behavioral intention concerns the capability to achieve one's intention, which 

involves multiple variables thus creating great uncertainty. Ajzen acknowledged that "some 

behaviors were more likely to present problems of controls than others, but we can never be 

absolutely certain that we can be in a position to carry out our intentions. Viewed in this light it 

becomes clear that strictly speaking every intention is a goal whose attainment is subject to some 

degree of uncertainty  (Falko, Justin, & Vera, 2014). 

Conceptual Framework 

The current study conceptualizes a relationship between information sharing and Organizational 

Commitment.  

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       36            Mandago, et al. (2024)  

 

 

Figure 1: Conceptual Framework 

Source: (Author, 2024) 

Empirical Review 

Information sharing can be defined as the voluntary act of making information possessed by one 

entity available to another entity (Foster & Lin, 2011). Information exchange or information 

sharing means that people or other entities pass information from one to another. This could be 

done electronically or through certain systems. The seven golden rules of information sharing 

include necessary, proportionate, relevant, adequate, accurate, timely and secure (Grace, 2015). 

Information sharing have a positive relationship with task-related and interactional dimensions of 

work-based learning which affects organizational commitment (Battistelli, Odoardi, 

Vandenberghe, Di Napoli, & Piccione, 2019). However, information sharing is a challenge to 

companies and also to information security. By allowing the flow of information within the 

organizations, it is created a partnership approach, between managers and subordinates in order to 

obtain organizational performance. 

Battistelli, Odoardi, Vandenberghe, Di Napoli, and Piccione (2019) examined a model linking 

perceived information sharing as a Human Resource Management practice to employee innovative 

work behavior, using survey data collected from 756 employees of a military organization. Work-

based learning, challenging tasks, and organizational commitment were used as factors that could 

account for the relationship between information sharing and innovative behavior. Using structural 

equation modeling, findings indicated that information sharing had a positive relationship with 

task-related and interactional dimensions of work-based learning. Task-related learning had a 

positive relationship with innovative behavior through challenging tasks while interactional 

learning had an indirect, positive relationship to innovative behavior via organizational 

commitment and challenging tasks. However, the study didn’t focus on organizational 

commitment as the dependent variable providing a gap for the current study. 

Kim (2021) studied Supervisor Knowledge Sharing and Employee Knowledge Sharing: The 

Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment. Using 

data collected from 192 employees in various South Korean organizations, the findings 

demonstrate that there is a positive relationship between supervisor knowledge sharing and 

employee knowledge sharing. As employees perceive a high level of supervisor knowledge 

sharing, they are likely to engage in knowledge sharing based on social learning and social 

exchange theories. Furthermore, the study explored the moderating effects of learning goal 

orientation and affective organizational commitment in the relationship between supervisor 

knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the 

relationship between supervisor knowledge sharing and employee knowledge sharing is 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       37            Mandago, et al. (2024)  

 

strengthened when there is a high level of affective organizational commitment. Employees who 

obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when 

they are emotionally attached to their organization. In contrast to the hypothesis, the positive 

relationship between supervisor knowledge sharing and employee knowledge sharing was stronger 

at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO. However, 

the studies focused on organizational commitment as a moderator and not an outcome of 

information sharing. Besides the study was in Korean non insurance context providing a gap for 

the current study. 

Casimir, Lee and  Loon (2012) studied knowledge sharing: influences of trust, commitment and 

cost. The study surveyed of 496 employees from 15 organizations across ten industries. From the 

findings Affective trust in colleagues moderates the relationship between affective commitment 

and knowledge sharing and the relationship between cost of knowledge sharing and knowledge 

sharing. The results of this study indicate that an organizational culture that encourages affect 

based trust between colleagues facilitate knowledge sharing. However, in this study organizational 

commitment was adopted as the predictor of knowledge sharing unlike the focus of the current 

study where organization commitment in the insurance industries is the dependent variable. 

Li and Sandino (2018) conducted a field experiment in a retail chain, based on a registered  

report accepted by JAR, to test whether information sharing system recording employees’  

creative work affected the quality of creative work, job engagement, and financial performance.  

The study found that, on average, the system did not have a significant effect on any outcomes. 

However, it significantly improved the quality of creative work in stores that had accessed the 

system more frequently and in stores with fewer same-company nearby stores. It also improved 

creative work and job engagement in stores in divergent markets, where customers needed more 

customization. The study also found weak evidence of better financial results where salespeople 

had lower creative talent before the system was introduced. However the study didn’t focus on the 

insurance companies in the Kenyan context limiting its generalization. Besides the design was 

experimental and not descriptive research design. 

Ulfha, Rosmadi, Widiastuti, and  Raspati (2019) determined the extent of the role of sharing 

knowledge and organizational commitment in developing MSMEs. The research method used was 

a qualitative method with a descriptive verification approach. From the results of the research 

conducted, sharing of knowledge and commitment of well-managed organizations by management 

is very beneficial for increasing employee innovation and creativity to produce quality and 

competitive products in both domestic and international markets. Thus, knowledge sharing if done 

consistently by organizations have an impact on the development of MSMEs, which in turn can 

improve employee welfare and commitment. The study was conducted in the context of MSMEs 

and not in the Kenyan context limiting its generalization. 

Ngah and Ibrahim (2010) studied the effect of knowledge sharing on organizational performance 

in small and medium enterprises. Convenience sampling was used for manufacturing and services 

industries of SMEs. Data was tested using Structural Equation Modeling to see the impact of 

knowledge sharing on organizational performance. Measurement model and structural model were 

developed. From the study findings Knowledge sharing had strong influence on organizational 

performance as a second latent variable. Thus, the study recommended that it is important for 

SMEs to invest and focus on knowledge sharing activity as it would create a platform for 

innovation thus enhances the performance. The study didn’t focus on organizational commitment 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       38            Mandago, et al. (2024)  

 

as an outcome of knowledge sharing but organizational performance. Besides the study looked at 

the manufacturing sector and not the service industry as insurance companies. These altogether 

provides a gap for the current study. 

Setyanti and Farida (2016) the effect of knowledge sharing on business performance moderated 

by innovation product in the Small and Medium Enterprises in Indonesia. The objectives of this 

research were to analyze: (1) the effect of knowledge sharing on business performance of Small 

and Medium Enterprises (SMEs), (2) the effect of product innovation on business performance of 

SMEs, and (3) the effect of knowledge sharing on business performance of SMEs moderated by 

product innovation. Samples of the research consisted of 80 SMEs in East Java, Indonesia. Path 

Analysis was used to test the proposed hypothesis. Results showed that: (1) knowledge sharing 

has a positive and significant effect on business performance of SMEs, (2) product innovation has 

a positive and significant effect on business performance of SMEs, and (3) knowledge sharing has 

a positive and significant effect on business performance of SMEs moderated by product 

innovation. The study focused on organizational performance as an outcome of Knowledge sharing 

and not organizational commitment thus providing and in a non-Kenyan context providing a gap 

for the current study. 

Research Gaps 

The studies presented  conceptual, contexual and the methodological gap. Battistelli et al. (2019) 

study didn’t focus on organizational commitment as the dependent variable providing a conceptual 

gap for the current study. In the current study organizational commitment was the dependent 

variable. Kim (2021) study focused on organizational commitment as a moderator and not an 

outcome of information sharing. Besides the study was in Korean non insurance context providing 

a gap for the current study. The current study was done in Kenya. Li and Sandino (2018) adopted 

an experimental research design thus showing a methodological gap. The current study adopted a 

descriptive research design. 

3.0 MATERIALS AND METHODS 

Quantitative techniques were used for both data collection and analysis. In this study a structured 

questionnaire was used to collect data from a large representative sample, so that the result can be 

applied to the entire population.  Also, data was analyzed using quantitative methods to confirm 

or disprove the hypotheses. The results were then used to draw inferences from the entire 

population. there are 32 insurance companies licensed by insurance regulatory authority.  In this 

study the target population consisted of employees of insurance companies in Uasin Gishu County, 

Kenya. The target population was 754 respondents who were drawn from the insurance companies 

in Uasin Gishu County. the sample size was 260 determined using Krejcie and Morgan table 1970 

Appendix V. After the sample size of 260 respondents. Simple random sampling was used to select 

the respondents to participate in the research study, but after it had been determined how many 

from each of the insurance companies participated. Data was analyzed using descriptive (mean, 

standard deviation, frequencies, skewness and kurtosis) and Inferential Statistical Techniques. 

Under Inferential Statistics, Multiple Regressions was used to determine the effect of a set of 

independent variable (high involvement work systems) on dependent variable (organizational 

commitment), Co-efficient of Correlation using the Statistical Package for Social Sciences (SPSS) 

version 25.0 package. 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       39            Mandago, et al. (2024)  

 

4.0 RESULTS  

Descriptive Results  

Descriptive Statistics of Information Sharing 

Information is essential for the functioning of every social system, especially for our modern 

society. Fostering a culture that information sharing that promotes knowledge sharing can help 

companies fill information gaps, increment output, increase innovation, stimulate leadership, and 

much more (Lei, Gui, & Le, 2021). The study used five questionnaire items to establish 

information sharing in insurance companies. This was presented in Table 1. 91.1% of the 

respondents agreed and strongly agreed that they feel proud of the relevant and adequate 

information shared about their roles (M=4.47 SD=0.672), .5 % were in disagreement and 8.5% 

were undecided. Relevant and adequate information about employee role helps them evaluate 

themselves and by the organization in terms of their performance without which conflicts and 

overlapping of duties would be the results. This implies that the insurance companies clarify and 

shares information on duties and responsibilities of each and every staff.  

Table 1: Results of Descriptive Analysis of Information Sharing   

Responses SD % D% UD% A% SA% MEAN SD 

I feel proud of the relevant and 

adequate information shared 

about my roles. 

0.0 0.5 8.5 34.7 56.3 4.47 .672 

Employees are able to get 

accurate information to enhance 

their performance. 

0.0 1.5 21.1 31.7 45.7 4.22 .828 

I am confident that information 

shared is in a timely fashion to 

reduce the risk of missed 

opportunities of growth. 

0.0 5.0 24.6 38.7 31.7 3.97 .876 

In my opinion the information 

shared by my colleagues within 

the company is secure and 

reliable. 

0.0 0.5 27.6 30.7 41.2 4.13 .834 

When I am confronted with a 

situation during work,   I can 

find several timely solutions. 

0.0 2.5 27.1 51.8 18.6 3.86 .736 

Information Sharing      4.20 .633 

Source: Research Data, (2023) 

Descriptive Statistics of Organizational Commitment 

The dependent variable of the study was Organizational Commitment in insurance companies in 

Uasin Gishu County, Kenya. Results presented in Table 2, reveals that 89.9% of respondents 

concurred that they are concerned about leaving their organization without guaranteeing a new job 

(M=4.33 SD= .666) while 0.5% were in disagreement. 91.4% of the respondents were of the view 

that even if they wanted to leave their organization, it is very hard for them right now (M=4.41 

SD= .651), 1.0% were in disagreement while 6.5% were undecided. 83% of the respondents were 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       40            Mandago, et al. (2024)  

 

also in agreement that they consider the problems of the organizations as their own problems 

(M=4.35 SD= .770), 0.5% were in a disagreement while 16.6% were undecided. 79.4% of the 

respondents agreed that as for their opinion, being loyal to the organization is important (M=4.23 

SD=.770) while 20.6% were undecided. 80.4% of the respondents also agreed that thy would be 

happy to spend the rest of the rest of their professional life in their organization (M=4.29 SD= 

.788) while 0.5% were in disagreement and 19.1% were undecided.  Based on the weighted mean 

of 4.36 and SD of 0.568 the respondents were in agreement with all the statements on OCB. 

Table 2: Descriptive Statistics of Organizational Commitment 

 Responses SD % D% UD% A% SA% MEAN SD 

 I’m concerned about leaving 

this organization without 

guaranteeing a new job 

0.0 0.5 9.5 46.7 43.2 4.33 .666 

 

 Even if I wanted to leave this 

organization, it is very hard 

for me right now 

0.0 1.0 6.5 43.2 49.2 4.41 .659 

 

 I consider the problems of the 

organizations as my own 

problems 

0.0 0.5 16.6 30.2 52.8 4.35 .770 

 As for my opinion, being 

loyal to the organization is 

important 

0.0 0.0 20.6 35.7 43.7 4.23 .770 

 I’d be happy to spend the rest 

of my professional life in this 

organization 

0.0 0.5 19.1 31.2 49.2 4.29 .788 

 Organizational 

Commitment 

     4.36 0.568 

Source: Research Data, (2023) 

From the findings 77.4% of the respondents both agreed and strongly agreed that employees are 

able to get accurate information to enhance their performance (M=4.22 SD=.828) while 1.5% and 

21.1% were in disagreement and undecided respectively.  Accuracy of information shared amongst 

the employees and by the organization enhances their performance. Shin and Zeevi, (2023) notes 

that accurate information sharing is a driver to improved employee performance which translates 

to the performance of the organization.  Correct and exact information therefore remains key for 

insurance companies. To ensure that the information shared is accurate, it should be captured as 

soon as possible after the event has taken place (www.delta-net.com., 2022). Besides, a majority 

of the employees both agreed and strongly agreed (70.4%) that they are confident that information 

shared is in a timely fashion to reduce the risk of missed opportunities of growth (M=3.97 

SD=0.876), 5.0% disagreed while 24.6% were undecided.  Thus, the respondents have confident 

that information shared is in a timely fashion to reduce the risk of missed opportunities of growth. 

This implies that the insurance companies have some aspect of timelines in their information 

sharing as a quality perspective in information sharing. In order to respond to an emergency, 

effective public engagement requires access to the right information at the right time (Gonzalez & 

Bharosa, 2009).  

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       41            Mandago, et al. (2024)  

 

71.9% of the respondents were in agreement that in their opinion the information shared by their 

colleagues within the company is secure and reliable (M=4.13 SD=0.834), 0.5% disagreed while 

27.6% undecided.  Lastly 70.4% respondents agreed and strongly agreed that when they are 

confronted with a situation during work, they can find several timely solutions (M=3.86 SD=.736), 

2.5% disagreed while 27.1% were undecided. The implications of these results are that the 

insurance companies should ensure that information sharing practices are in place so as to high 

organizational commitment. Accurate and reliable information should flow across all levels of the 

business regardless if it's good or bad. Such requirements are often based on information quality 

dimensions, such as timeliness and correctness (Li, et al., 2022). 

Correlational Analysis     

Correlation coefficient shows the magnitude and direction of the relationship between the study 

variables. The correlation analysis output in Table 3 shows that there is a positive significant 

correlation between information sharing and organizational commitment at p< 0.01 level of 

significance.  This implies that an organization that adopts high information sharing is bound to 

attain organizational commitment. This is supported by Uribetxebarria, Gago, Legarra and Elorza, 

(2020) adds that HIWS directly predicts organizational commitment. 

Table 3: Information Sharing Vs Organizational Commitment 

**Correlation is significant at the 0.01 level (2-tailed). 

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

Source: (Field data, 2023) 

Regression Analysis 

The study used multiple regression analysis so as to establish the relationship of independent 

variables and dependent variable that is information sharing vs Organizational Commitment of 

insurance companies in Uasin Gishu County as presented in Table 4. 

Table 4: Effect of Information Sharing on Organizational Commitment  

Model  Unstandardized 

Coefficients 

 Standardized 

Coefficients 

T Sig. 

  B Std. 

Error 

Beta   

1 (Constant) .774 .200  3.872 .000 

 Information .322 .043 .408 7.560 .000 

a. Dependent Variable: Organizational Commitment 

Results of the multiple regression coefficients presented in Table 4 show the estimates of beta 

values and give an individual contribution of each predictor to the model. The magnitude of the 

beta coefficients associated with the independent variables can be compared to determine the 

strongest independent variable in predicting the dependent variable (Zhao, Yan, Yu & Van 

Hentenryck, 2020). The beta value tells us about the relationship between organizational 

  Information Sharing Organizational Commitment 

Information Sharing 1  

Organizational Commitment .675** 1 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       42            Mandago, et al. (2024)  

 

commitment with each predictor. The positive beta values indicate the positive relationship 

between the predictors and the outcome. 

Table 4 shows that the beta value for information sharing (.322) was positive. The model can then 

be specified as: - 

Y = .744 +.322X1+ ε 

Where: 

X1= information sharing   

ε, = Error term 

Based on the multiple regression the hypotheses were tested as follows: 

H01:  There is no significant effect of information sharing on Organizational Commitment in 

insurance companies in Uasin Gishu County, Kenya 

Result in Table 4 reveal standardized regression coefficient for information sharing  (=0.322), 

implies that an increase of 1 standard deviation in information sharing  is likely to result in a 0.322 

standard deviation increase in organizational commitment. T-test was used to identify whether the 

predictor was making a significant contribution to the model. When the t-test associated with  

value is significant then the predictor is making a significant contribution to the model. The results 

show that information sharing (t =7.560, P<.05). In this regard the null hypothesis was rejected. 

Thus there is a significant effect of information sharing on Organizational Commitment in 

insurance companies in Uasin Gishu County, Kenya. These findings are supported by Ulfha, et al, 

(2019) Casimir, Lee and  Loon (2012) who also found a significant effect of information sharing 

on  organizational commitment. Theory of Reasoned Action underpins the link between 

information sharing and organizational commitment. This is because information shared has the 

capacity to change the attitude of the employees toward the level of engagement and dedication 

they feel toward their individual jobs and the organization thus organizational commitment. In this 

regard the insurance companies should promote strategies of information sharing to galvanize a 

high level of their employee’s organizational commitment. Therefore, accurate timely and reliable 

information should flow across all levels of the business regardless if it's good or bad. Such 

requirements are often based on information quality dimensions, such as timeliness and correctness 

(Li, et al., 2022). 

5.0 CONCLUSION AND RECOMMENDATIONS 

Conclusions 

There is a significant effect of information sharing on Organizational Commitment in insurance 

companies in Uasin Gishu County, Kenya. Theory of Reasoned Action underpins the link between 

information sharing and organizational commitment. In this regard the insurance companies 

should promote strategies of information sharing to galvanize a high level of their employee’s 

organizational commitment. 

Recommendations  

Information sharing ensure that employees receive for their job responsibilities and relevant extra 

role duties for purposes of their commitment to the organization. In this regard the insurance 

companies should ensure their information sharing criteria meets the threshold of information 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       43            Mandago, et al. (2024)  

 

quality dimensions, such as timeliness and correctness accuracy, completeness, consistency, 

timeliness, validity, and uniqueness so as to engender positive employee behaviors as 

organizational commitment. 

There is a significant effect of team-based support on Organizational Commitment in insurance 

companies in Uasin Gishu County, Kenya. These  findnings are based on the social exchange 

theory. This implies the the perceived value that employees attach to the team based support would 

enhance organizational commitment. In this regard promotion of team-based support amongst 

employees working for the insurance companies remain key in attaining their organizational 

commitment. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       44            Mandago, et al. (2024)  

 

REFERENCES  

Ajzen, I. (1991). The theory of planned behavior. Organizational behavior and human decision 

processes, 50(2), 179-211. Ncnc  bnb b nbnb 

Ajzen, I., & Fishbein, M. (1972). Attitudes and normative beliefs as factors influencing 

behavioral intentions. Journal of personality and social psychology, 21(1), 1. 

Al-Jabari, B., & Ghazzawi, I. (2019). Organizational Commitment: A Review of the Conceptual 

and Empirical Literature and a Research Agenda. International Leadership Journal, 

11(1). 

Azinga, E. N., Kamaara, M., & Ombui, K. (2020). Job characteristicsand employee turnover in 

the insurance industry in Kenya. International Journal of Management and Commerce 

Innovations, 7(2),1441-1450. 

Battistelli, A., Odoardi, C., Vandenberghe, C., Di Napoli, G., & Piccione, L. (2019). Information 

sharing and innovative work behavior: The role of work based learning, challenging 

tasks, and organizational commitment. Human Resource Development Quarterly. 

Casimir, G., Lee, K., & Loon, M. (2012). Knowledge sharing: influences of trust, commitment 

and cost. Journal of knowledge management, 16 (5), 740-753. 

Celis, N. J. (2018). ‘A Case Study Approach in Understanding Organi-zational Commitment.’. 

dlsuBusiness and Economics Review, 27 (2),88–118. 

Dome, R., Kemboi, A., & Kogei Kapkiai, M. (2017). Moderating Effect of Employee Training 

on the Relationship between Organizational Commitment and Employee Performance 

among Insurance Firms in Eldoret, Kenya. IOSR Journal Of Humanities And Social 

Science (IOSR-JHSS), 22(11),53-60. 

Eslami, J., & Gharakhani, D. (2012). Organizational commitment and job satisfaction. ARPN 

journal of science and technology, 2(2), 85-91. 

Falko, F. S., Justin, P., & Vera, A. ( 2014). Time to retire the theory of planned behaviour. 

Health Psychology Review, 8(1), 1-7. 

Foster, J., & Lin, A. (2011). Consumer information sharing. In Global Business: Concepts, 

Methodologies, Tools and Applications (pp. 1570-1576). IGI Global. Retrieved 07 31, 

2019, from essay.utwente.n 

Gonzalez, R. A., & Bharosa, N. (2009). A framework linking information quality dimensions 

and coordination challenges during interagency crisis response. In 2009 42nd Hawaii 

International Conference on System Sciences (pp. 1-10). IEEE. 

Hooper, V., & Ophoff, J. (2017). The Influence of Organizational Commitment on Information 

Security Policy Compliance. Proceedings of the Eleventh International Symposium on 

Human Aspects of Information Security & Assurance (HAISA 2017).  

Kim, S. L. (2021). Supervisor Knowledge Sharing and Employee Knowledge Sharing: The 

Moderating Roles of Learning Goal Orientation and Affective Organizational 

Commitment. Sustainability, 13(8), 4176. 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       45            Mandago, et al. (2024)  

 

Kinyanjui, N. (2015). Evaluating employee turnover and the adoption of modern retention 

strategies in Kenyan insurance firms. Unpublished Master’s Thesis. Kenya: Strathmore 

University. 

Klein, H. J., Becker, T. E., & Meyer, J. P. (2012). Commitment in organizations: Accumulated 

wisdom and new directions. Routledge. 

Laitinen, K., & Sivunen, A. (2021). Enablers of and constraints on employees' information 

sharing on enterprise social media. Information Technology & People, 34(2), 642-665. 

Lei, H., Gui, L., & Le, P. B. (2021). Linking transformational leadership and frugal innovation: 

the mediating role of tacit and explicit knowledge sharing. Journal of Knowledge 

Management, 25(7), 1832-1852. 

Li, S. X., & Sandino, T. ( 2018). Effects of an information sharing system on employee 

creativity, engagement, and performance. Journal of Accounting Research, 56(2), 713-

747. 

Martin, M. (2016). Strategies to retain employees in the insurance industry. 

Meyer, J. P., Allen, N. J., & Smith, C. A. (1991). Commitment to organizations and occupations: 

Extension and test of a three-component conceptualization. Journal of applied 

psychology, 78(4), 538. 

Nazir, S., Shafi, A., Qun, W., Nazir, N., & Tran, Q. D. (2016). Influence of organizational 

rewards on organizational commitment and turnover intentions. Employee Relations, 

5(2). 

Ngah, R., & Ibrahim, A. R. (2010). The effect of knowledge sharing on organizational 

performance in small and medium enterprises. 

Okiko, C. M. (2014). .Perceived factors influencing intention to leave among the sales agents in 

CFC Life assurance. Unpublished Master’s Thesis. Kenya: University of Nairobi.  

Porter, L. W., Crampon, W. J., & Smith, F. J. (1976). Organizational commitment and 

managerial turnover: A longitudinal study. Organizational behavior and human 

performance, 15(1), 87-98. 

Risal, N. (2018). Employees Commitment And Organizational Performance: An Empirical 

Evidence from Life Insurance Companies in Kathamndu, Nepal. International Journal of 

Creative Research Thoughts (IJCRT) , 73-86. 

Setyanti, S. W., & Farida, L. (2016 ). The effect of knowledge sharing on business performance 

moderated by innovation product in the small and medium enterprises in Indonesia. 

Suksod, P., & Cruthaka, C. (2020). The relationship between human resources practices and 

organizational performance in pharmaceutical industry of Thailand. Systematic Reviews 

in Pharmacy, 11(3), 67-76. 

Sutiyem, S., Trismiyanti, D., Linda, M. R., Yonita, R., & Suheri, S. (2020). The impact of job 

satisfaction and employee engagement on organizational commitment. Dinasti 

International Journal of Education Management and Social Science, 2(1), 55-66 

 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 3, pp 32 - 46, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2359                       46            Mandago, et al. (2024)  

 

Ulfha, S. R., Rosmadi, M. L., Widiastuti, E., & Raspati, M. I. (2019). Role of Knowledge 

Sharing and Organizational Commitment to Development Micro Small and Medium 

Enterprises (MSMEs). Budapest International Research and Critics Institute-Journal 

(BIRCI-Journal), 2(2), 307-312. 

Uribetxebarria, U., Gago, M., Legarra, M., & Elorza, U. (2020). The link between HIWPs and 

well-being at work: the mediating role of trust. Employee Relations:  The International 

Journal.  

Wallace, J. C., Butts, M. M., Johnson, P. D., Stevens, F. G., & Smith, M. B. (2016). A multilevel 

model of employee innovation: Understanding the effects of regulatory focus, thriving, 

and employee involvement climate. Journal of Management, 42(4), 982-10. 

Yousef, D. (2017). Organizational Commitment, Job Satisfaction and Attitudes toward 

Organizational Change: A Study in the Local Government. International Journal of 

Public Administration, 40:1, 77-88. 

Zhao, X., Yan, X., Yu, A., & Van Hentenryck, P. (2020). Prediction and behavioral analysis of 

travel mode choice: A comparison of machine learning and logit models. Travel 

behaviour and society, 20, 22-35. 

Zhu, X. X., Li, C., Wang, X. L., Liu, J. N., & Xia, S. (2021). How does information sharing of a 

supervisor influence proactive change behavior of an employee? The chain mediating 

role of family-like employee–organization relationship and relationship energy. Frontiers 

in Psychology, 12, 739968. 

License  

Copyright (c) 2024 Dr. Rael Mandago, Johnstone Kipcumba Tarus 

 
This work is licensed under a Creative Commons Attribution 4.0 International License. 

Authors retain copyright and grant the journal right of first publication with the work 

simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows 

others to share the work with an acknowledgment of the work's authorship and initial 

publication in this journal. 

 

http://www.ajpojournals.org/
https://creativecommons.org/licenses/by/4.0/
https://creativecommons.org/licenses/by/4.0/
https://creativecommons.org/licenses/by/4.0/

