




































 

  

Effect of Team Based Support 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 2, pp 48 - 60, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2366                        48           Mandago, et al. (2024) 

 

Effect of Team Based Support 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 20.06.2024 Revised Version Received 26.07.2024 Accepted 28.08.2024 

 

Abstract 

Purpose: To assess the effect of team based 

support on organizational commitment in 

insurance companies in Uasin Gishu County, 

Kenya 

Materials and Methods: In a bid to 

effectively achieve these objectives, the 

study adopted a descriptive research design 

based on samples drawn from across the 

insurance companies in Uasin Gishu County. 

The target population was 754 insurance 

companies’ employees.  A two-stage 

sampling technique was adopted where 

stratified random sampling was used to select 

the insurance companies after which simple 

random sampling was used to select 

respondents within the insurance companies. 

The study used the Krejcie and Morgan table 

(1970) to calculate the sample size which was 

260 respondents from the target population of 

754 respondents. The sample size was 

distributed proportionally to the insurance 

companies according to Neyman’s allocation 

formula to maximize survey precision. Data 

was collected by use of self-administered 

questionnaires which was tested for validity 

and reliability after piloting 26 questionnaires 

at Kisumu city insurance companies.  Data 

was analyzed by use of both inferential and 

descriptive statistics using SPSS version 25. 

Findings:  There is a significant effect of 

team-based support on Organizational 

Commitment in insurance companies in 

Uasin Gishu County, Kenya ((=.108, 

p=0.004). These  findnings are based on the 

social exchange theory.  

Implications to Theory, Practice and 

Policy:  The organization should invest in 

team-based support amongst employees. The 

insurance companies should ensure that they 

strengthen their policy frameworks which 

recognize and enhance team-based support 

within various domains of their operations. 

The team should have clarity of purpose and 

concern for others built on mutual trust for 

cohesiveness to perpetuate organizational 

commitment. Besides as a team the 

employees should use their diversity of skills 

and Knowledge to develop diverse talents for 

optimal organizational commitment. 

Keywords: Organizational Commitment, 

Team Based Support, Trust 

 

 

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https://doi.org/10.47672/ejh.2366


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 2, pp 48 - 60, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2366                        49           Mandago, et al. (2024) 

 

1.0 INTRODUCTION  

Building a committed and efficient workforce relies on effective human resource management 

(HRM) processes at the corporate level and contributions at the individual level. Thus, the HRM 

practices embraced should engender a social exchange relationship that positively influences and 

predicts organizational commitment  (Haley, 2018). In this regard the High Involvement Work 

Systems (HIWS) as a HRM practice needs to enhance a reciprocity of organizational commitment 

at the expense of employee turnover or counter work productive behavior. This is in line with the 

argument of Omilion-Hodges, Ptacek and  Zerilli, (2016) that when an organization identifies the 

different types of impactful HRM practices which leads to higher levels of organizational 

commitment they can experience an advantage in retaining their valuable workforce. 

Uribetxebarria, Gago, Legarra and Elorza, (2020) adds that team based support directly predicts 

organizational commitment. 

A team is a group of people who work together to accomplish something beyond their individual 

self-interests; however, not all groups are teams (Katzenbach & Smith, 2006). A team is a small 

number of people with complementary skills who are committed in a common purpose, 

performance goals, and approach for which they hold themselves mutually accountable. High-

performance work teams have an advantage over the work of individuals because each member 

can offer new ideas, talent and viewpoints (Bednar & Welch, 2020). In addition, high-performance 

work teams predictably execute strategy, meet goals and need little management oversight because 

they are empowered and responsible for their functional activity and accountable for performance. 

Properly developed teamwork relations enhance multiple skills on the individual members where 

there is creative problem-solving skills and easy learning when there is an introduction of new 

concepts. At an effective teamwork level, learning becomes easier in comparison to the absence 

of teamwork and individual performance is improved with the enhanced learning (Howard, 

Turban, & Hurley, 2016). 

A caring environment and job satisfaction had significant direct impact on organizational 

commitment amongst employees working in a Chinese insurance company (Fu & Deshpande, 

2014). However Fu, He, and  Zhang, (2020) laments that the high turnover rate of insurance agents 

in China makes it hard for insurers to sustain an effort to grow and expand consistently and 

organically. The turnover rates rate of insurance companies' management personnel is 9%, the 

turnover rate of principal professional staff is 18% on average in China an index of wanning 

organizational commitment (www.asiainsurancereview.com., 2018). There is a high turnover and 

low organizational commitment of life insurance work force in Sri Lankan insurance market (Dona 

& Hearth, 2015).  

According to Ingsih, Prayitno, Waluyo and Suhana (2020) the lack of scholarly staff and a failure 

to attract and retain qualified academic staff can be witnessed in South African educational 

institutions all incriminated for wanting state of HIWS and Organizational commitment. In 

addition, South Africa ranks eighth globally in employee turnover at 7.7% owing to low 

organizational commitment and dissatisfactory human resource practices (www.hrreporter.com., 

2018). In Ghana Issifu (2020) found that employees’ affective, continuance and normative 

commitment are predicted by their job satisfaction in Enterprise Life Insurance Company Limited. 

The annual reports of ProCredit Savings and Loans Company Limited in Ghana have indicated 

that staff retention remained a major challenge throughout the year, as both banks and non-bank 

financial institutions continued to poach experienced staff (Gyensare, 2013). Universities in 

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European Journal of Human Resource    

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https://doi.org/10.47672/ejh.2366                        50           Mandago, et al. (2024) 

 

Uganda face employee commitment challenges which impede successful attainment their 

objectives owing to challenges in effective utilization of human resource management practices 

with an inclination of high employee involvement systems (Mugizi & Nuwatuhaire, 2019). Based 

on the review of previous studies related to organizational commitment and high employee 

involvement systems. There is scarce literature on the link between high employee involvement 

systems in the African context. 

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 

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. 

Objectives 

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

in Uasin Gishu County, Kenya 

2.0 LITERATURE REVIEW 

Theoretical Framework  

This study was informed by the social exchange theory. 

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European Journal of Human Resource    

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Social Exchange Theory 

Social Exchange Theory was proposed by Blau (1964) and provides for an explanation for social 

exchange relationships at the workplace (Blau, 2017).  Social exchange theory proposes that social 

behavior is the result of an exchange process (Surma, 2016). Social exchange theory says that if 

the costs of the relationship are higher than the rewards, such as a lot of effort or money put into a 

relationship and not reciprocated then recipients may be demotivated (Gould-Williams & Davies, 

2005). Social Exchange Theory posits that human relationships are formed by the use of a 

subjective cost-benefit analysis and the comparison of alternatives  (Çelik & Rasoolimanesh, 

2021). Social Exchange Theory thus remains an instrumental model for interpreting society as a 

series of interactions between people that are based on estimates of rewards and punishments 

(Crossman, 2017). It can therefore be, argued that our interactions are determined by the rewards 

or punishments that we expect to receive from others, which we evaluate using a cost-benefit 

analysis model (whether consciously or subconsciously). 

Reciprocity is ingrained in the SET as a cultural mandate, in which those who do not comply are 

punished. In fine those who receive the rewards must reciprocate in particular behavior. 

Individuals with a strong exchange orientation are more likely to return a good deed than those 

with low exchange orientation  (Amir, et al., 2016). Eisenberger et al. (2004) cited in  Laura, Janaki 

and Michele, (2015) argue that reciprocity represents quid pro quo propensities whether positive 

or negative.  A negative reciprocity orientation involves the tendency to return negative treatment 

for negative treatment; a positive reciprocity orientation involves the tendency to return positive 

treatment for positive treatment. Social Exchange Theory puts forward those employees feel 

pleased to perform more than their duties by showing organizational commitment, when they feel 

that their organization takes care of them (Sabrina, 2016). In fine, high involvement work systems 

is capable of making employees reciprocate through heightened organizational commitment. This 

gives credence to the use of this theory in understanding high involvement work systems and 

organizational commitment. 

The relevance of this theory is that it assumes that high involvement work systems such as team 

based support are key for organizational commitment. Employees continue to establish social 

relations through team based support on the basis of their expectations that such team based 

support would be mutually advantageous. These altogether denotes the capacity of team based 

support in modifying employee behavior which is reciprocated through organizational 

commitment.  

However social factors have the capacity to infuse a sense of ownership to the employees which 

motivates them to put consistent efforts to get the work done hence increased organizational 

commitment. In consequence, Social Exchange Theory examines the processes instigating and 

perpetuating reciprocity in social relations, or the mutual gratifications between individuals. 

Assumption of Social Exchange Theory is rationalized by the fact that individuals establish and 

promote social relations on the basis of their expectations that such relations would be mutually 

advantageous. Many critique this theory for presuming that people always make rational decisions, 

and point out that this theoretical model fails to capture the power that emotions play in our daily 

lives and in our interactions with others. This theory also undercuts the power of social structures 

and forces, which unconsciously shape our perception of the world and our experiences within it, 

and play a strong role in shaping our interactions with others (Crossman, 2017). Besides there is 

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European Journal of Human Resource    

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Vol.8, Issue 2, pp 48 - 60, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2366                        52           Mandago, et al. (2024) 

 

strong evidence supporting the existence of cultural and individual differences in endorsement of 

reciprocity (Leung & Cohen, 2011). 

Conceptual Framework 

The current study conceptualizes a relationship between team based support and Organizational 

Commitment.  

 

 

 

 

 

Figure 2.1 Conceptual framework 

Source: (Author, 2024) 

Empirical Literature  

A leader with team support is one that makes employees feel heard, valued, and cared about. 

(Kurtessis, et al., 2017). Thus there is need for support role that front-line supervisors, midlevel 

managers and organizational leaders to assume to enable their employees to be successful in an 

increasingly complex and competitive global business context. A good supervisor enables 

employees to achieve their personal as well as organizational goals (Rabbani, Akram, Habib, & 

Sohail, 2017). Supervisors are front side of the organization hence their support galvanizes much 

of organizational commitment. According to Gilbert, (2013) organization should prepare 

supervisors to erect workplace, where employees wish for a long-term stay, provided that each 

level of performance and prospects can improve their competence to work. If the supervisors do 

not demonstrate that they take into account the subordinates’ contributions, there will be a decrease 

in belonging and confidence feelings (Ferreira, 2014). Thus, there is need for enhanced proximity 

and regular interaction with the subordinates by the supervisors to make it easier for employees to 

seek and receive feedback on actions consistent with the aspired values. Regarding particularly the 

affective commitment, quite a few studies show that team based support is related to the affective 

commitment towards the organization (Dasborough, Ashkanasy, Tee & Herman, 2009). 

Racicot, Kernan, and Nicholls (2019) examined the impact of management and team member 

support on employee attitudes through the mediating effect of safety climate in the eastern United 

States. Five hundred fifty-six physicians and nurses from a large teaching hospital in the eastern 

United States completed survey items assessing their perceptions of management support, team 

member support, and safety climate as well as job satisfaction and organizational commitment. 

Results indicated that while job satisfaction and commitment were directly affected by perceptions 

of management and team member support, these relationships were also partially mediated by 

safety climate. In addition, the results suggested that team member support contributed to the 

prediction of safety climate over and above the effect of management support alone indicating that 

multiple sources of support may be important in developing positive safety climates. However the 

study was not conducted in the Kenyan context. 

Dependent Variable 

(Organization Commitment) 

Independent Variable 

(Incentives) 

 

 

Team based support  

- Clarity of purpose 

- Trust 

- Concern for others  

Organization commitment 

-Normative 

-Affective  

-Continuance  

 

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European Journal of Human Resource    

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Tawil et al., (2022) reviewed the important role of Shared Vision Based Teamwork Cohesiveness 

(SVBTC) in bridging Organizational Commitment (OC) and Organizational Citizenship Behavior 

(OCB) for employees of an organization. The study was conducted using a library research method 

based on theoretical studies and references to reputable scientific journal articles. The study 

concepts included perceived organizational support (POS), organizational commitment (OC), 

shared vision based teamwork cohesiveness (SVBTC), and organizational citizenship behavior 

(OCB). The study was carried out with systematic steps which included: determining concepts and 

building logic between concepts, building study models, setting criteria for articles from reputable 

journals, and selecting articles in journals that meet the criteria Based on the results of the study 

conducted, the study concluded that efforts to create employee OCB must begin with presenting 

good POS first, then good POS, team work  will encourage an increase in OC, so that it has a 

positive impact on OCB. However, the study was not conducted amongst insurance companies. 

Jungert (2012) investigated meaning of support from co-workers and managers in teams  

when working. in two studies, one with a sample of 45 employees in a Swedish private research-

oriented company (6 females and 39 males) and one with a sample of 235 Swedish care givers 

(214 females and 21 males) completed surveys. Results showed that employees perceived high 

levels of motivation and self-efficacy. Study 2 also showed that employees perceived greater 

support for autonomy from co-workers than from managers but greater support for competence 

from managers. As in previous studies, support from managers was significantly positively related 

to employees’ outcomes. However, results also showed that co-worker support predicted these 

outcomes over and above the effects of managerial support and that support for 

autonomy was related to motivation while support for competence was related to self- 

efficacy. However, the study didn’t focus on organizational commitment. 

Ghorbanhosseini, (2013) provided a model for determining impact of organizational culture, 

teamwork and organizational development on organizational commitment with emphasis on the 

mediating role of human capital. The 266 employees of SAFA Industrial Group were selected 

using random sampling and they responded research tools. Path analysis test was used for analysis 

of research data. Findings show that organizational culture, teamwork, and organizational 

development have direct and significant impact on human capital. In addition, human capital has 

a positive effect on organizational commitment. Organizational culture, teamwork and 

organizational development have direct and significant effect on organizational commitment. 

Finally, findings show that human capital has mediating role between organizational culture, 

teamwork, organizational development and organizational commitment. However, the study was 

not conducted in the Kenyan context. A study by Zincirkiran, Emhan, and Yasar, (2015) focused 

on the employees of public and private hospitals in Diyarbakir. The results suggest that there is a 

positive linear relationship between team work, organizational commitment and organizational 

performance variables. 

Research Gaps 

The studies presented  conceptual, contexual and the methodological gap. Racicot, Kernan, and 

Nicholls (2019) study was not conducted in the Kenyan context thus showing a contextual gap. 

The current investigation was done in Kenya. Jungert (2012) investigated meaning of support from 

co-workers and managers in teams when working. However, the study didn’t focus on 

organizational commitment thus showing a conceptual gap. Tawil et al., (2022) used library 

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research method thus showing a methodological gap. The current investigation adopted a 

descriptive research design. 

3.0 MATERIALS AND METHODS 

In a bid to effectively achieve these objectives, the study adopted a descriptive research design 

based on samples drawn from across the insurance companies in Uasin Gishu County. The target 

population was 754 insurance companies’ employees.  A two-stage sampling technique was 

adopted where stratified random sampling was used to select the insurance companies after which 

simple random sampling was used to select respondents within the insurance companies. The study 

used the Krejcie and Morgan table (1970) to calculate the sample size which was 260 respondents 

from the target population of 754 respondents. The sample size was distributed proportionally to 

the insurance companies according to Neyman’s allocation formula to maximize survey precision. 

Data was collected by use of self-administered questionnaires which was tested for validity and 

reliability after piloting 26 questionnaires at Kisumu city insurance companies.  Data was analyzed 

by use of both inferential and descriptive statistics using SPSS version 25. 

4.0 FINDINGS 

Descriptive Statistics   

Descriptive Statistics of Team Based Support 

Properly developed teamwork relations enhance multiple skills on the individual members where 

there is creative problem-solving skills and easy learning when there is an introduction of new 

concepts. At an effective teamwork level, learning becomes easier in comparison to the absence 

of teamwork and individual performance is improved with the enhanced learning (Howard, 

Turban, & Hurley, 2016). According to Table 1 a total of 70.3% of the respondents both agreed 

and strongly agreed that the goals of the organization and their department are clear to them 

(M=3.90 SD=1.045), 13.1 % were in disagreement while 16.6% were undecided. When employees 

trust their employers, have clear goals, they are much more likely to work together towards as 

team for purposes of achieving the same ultimate business goals. Besides Rosenstein (2023) notes 

that when everyone has a clear understanding of everything, they need to know about the work 

required to effectively achieve their goal. Besides, a majority of the employees 66.9% of the 

respondents agree that their team members participate in setting and prioritizing goals working 

together (M=3.85 SD=1.322), 22.6% were in disagreement while undecided were 10.6%. This is 

hinged on the fact that working in unison to achieve a common goal is hinged clarity, everyone 

has a clear understanding of everything they need to know about the work required to effectively 

participate in achieving their goal which emboldens their level of commitment.  

A total of 67.8% of the respondents also agreed and strongly agreed that they trust members of 

their team are willing to share their knowledge and skills without fear (M=4.11 SD=.988), 7.5% 

disagreed and strongly disagreed while 24.6% were undecided.  A total of 68.3% of respondents 

agreed and strongly agreed that high levels of commitment and encouragement from colleagues 

have enabled them to thrive amongst challenges and pressures (M=3.96 SD=1. 050), 6.0% strongly 

disagreed and disagreed while 25.6% were undecided. Lastly 77.9% of the respondents agreed and 

strongly agreed that their supervisor encourages shared solutions to a colleague’s challenges for 

best results (M=4.07 SD=.856), 5.5% were in disagreement while 16.6% were undecided. It is 

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therefore evidence that the insurance companies practice team-based support to influence 

organizational commitment based on the weighted mean of team-based support of 4.01 and SD 

.651. The implication of this is that there should be policy frameworks which recognize and 

enhance team-based support within various domains of their operations. The team should have 

clarity of purpose and concern for others built on mutual trust for cohesiveness to perpetuate 

organizational commitment. Clarity of purpose of a team improves a team’s ability to execute, its 

ability to change directions confidently, and its overall satisfaction. In the realms of organizational 

support concern for others and trust remains supreme. 

Table 1: Descriptive Statistics of Team Based Support  

Responses SD 

% 

D% UD% A% SA% MEAN SD 

The goals of the organization 

and my department are clear to 

me 

2.0 11.1 16.6 43.2 27.1 3.82 1.017 

My team members participate 

in setting and prioritizing goals 

working together 

3.5 19.1 10.6 16.6 50.3 3.91 1.300 

I Trust members of my team 

are willing to share their 

knowledge and skills without 

fear 

0.0 7.5 24.6 20.6 47.2 4.08 1.010 

High levels of commitment 

and encouragement from 

colleagues have  enabled me  

to thrive amongst challenges 

and pressures 

2.5 3.5 25.6 29.1 39.2 3.99 1.010 

My supervisor encourages 

shared solutions to a 

colleagues challenges for best 

results 

0.0 5.5 16.6 44.2 33.7 4.06 .851 

Team Based Support       4.01 .651 

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 

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 

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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) 

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 team based support and organizational commitment at p< 0.01 level of 

significance where r=.485. This implies that an organization that adopts high team based support 

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: High Involvement Work System 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) 

  Team based support Organizational commitment 

Team based support 1  

Organizational commitment  .485** 1 

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Regression Analysis 

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

variables and dependent variable that is team based support vs Organizational Commitment of 

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

Table 4: Effect of Team Based Support on Organizational Commitment  

Model  Unstandardized 

Coefficients 

 Standardized 

Coefficients 

T Sig. 

  B Std. 

Error 

Beta   

1 (Constant) .774 .200  3.872 .000 

 Team based 

support 
.108 .037 .141 2.918 .004 

a. Dependent Variable:  Organizational Commitment 

H01: There is no significant effect of team-based support on organizational Commitment in 

insurance companies in Uasin Gishu County, Kenya. 

Result reveal standardized regression coefficient for team-based support (=.108), implies that an 

increase of 1 standard deviation in team-based support is likely to result in a 0. 108 standard 

deviations 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 work force diversity (t =2.918, P<.05). Therefore, the null hypothesis was rejected. Thus, 

it can be concluded that team-based support has a statistically significant effect on organizational 

Commitment in insurance companies in Uasin Gishu County, Kenya. These findings are supported 

by Tawil et al., (2022); Racicot, Kernan, and Nicholls (2019) and Jungert (2012) who also found 

a positive link  between teem based support and organizational commitment. The findnings are 

based on the social exchange theory.This is ascribed to the fact that through team based support  

employees give attention and support to all their colleagues and not just those they feel personally 

compatible with courtesy of team cohesiveness which translates to organizational commitment. 

The most self-serving benefit of team support amongst employees is that it will produce better 

results for the company.  

However, employees who feel supported by their manager and colleagues are more likely to be 

satisfied with their jobs and work through professional challenges more easily hence 

organizational commitment (Newsome, 2023). In this regard promotion of team-based support 

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

organizational commitment. The team should have clarity of purpose and concern for others built 

on mutual trust for cohesiveness to perpetuate organizational commitment. Clarity of purpose of a 

team improves a team’s ability to execute, its ability to change directions confidently, and its 

overall satisfaction because the employees will have more confidence that they’re doing the most 

important work they can be doing and understand why it matters in the grand scheme of things. 

However, Rosenstein, (2023) rejoins that don’t get addicted to clarity. Intrinsic to doing great 

things that haven’t been done before is a large amount of ambiguity. A team that freezes in the 

face of ambiguity is a team that can’t get very far in navigating uncharted territories. Never the 

less in the realms of organizational support concern for others and trust remains supreme. 

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https://doi.org/10.47672/ejh.2366                        58           Mandago, et al. (2024) 

 

5.0 CONCLUSION AND RECOMMENDATIONS 

Conclusions 

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. 

Recommendations 

The organization should invest in team-based support amongst employees. The insurance 

companies should ensure that they strengthen their policy frameworks which recognize and 

enhance team-based support within various domains of their operations. The team should have 

clarity of purpose and concern for others built on mutual trust for cohesiveness to perpetuate 

organizational commitment. Besides as a team the employees should use their diversity of skills 

and Knowledge to develop diverse talents for optimal organizational commitment. The study 

concentrated on team based support and how it affects organizational commitment. However, the 

study did not examine the differences in application of team based support system among the 

insurance companies and establish whether there are any differences in organizational commitment 

amongst them due to team based support. Therefore, further research should compare the extent 

of difference in terms of organizational commitment amongst the insurance companies and HIWS. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

http://www.ajpojournals.org/


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 2, pp 48 - 60, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.2366                        59           Mandago, et al. (2024) 

 

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