Effect of Employee Engagement Practices on Organization Competitiveness A Case of Four-Star Hotels in Kenya

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dc.contributor.authorMarima, Lynette
dc.date.accessioned2022-01-25T07:54:19Z
dc.date.available2022-01-25T07:54:19Z
dc.date.issued2021-10
dc.descriptionMASTER OF BUSINESS ADMINISTRATION in Strategic and Human Resource Managementen_US
dc.description.abstractThe recent increase in uncertainty and job insecurity in the hospitality industry has had adverse effects on the level of employee engagement. Hotels need to identify effective employee engagement practices to harness staff potential to compete effectively. The purpose of this study was to determine the effect of employee engagement practices on organization competitiveness in four-star hotels in Kenya. The objectives of the study were to establish the employee engagement practices observed in four-star hotels, evaluate the level of organization competitiveness in four-star hotels, and determine the effect of employee engagement practices on organization competitiveness. This study was anchored on the resource-based view theory. Descriptive research design was used. The population of the study was 63 four-star hotels, and the target population was 19 four-star hotels dispersed across 6 geographical regions in the country. The study had a sample size of 57 respondents conveniently selected. A response rate of 89.5% was obtained. Secondary data was sought from the Kenya National Bureau of Statistics to assess competitiveness of the four-star hotels in the market. Data was collected through an electronically disbursed questionnaire and analysed through the Statistical Package for the Social Sciences (SPSS), version 28. The findings showed that the four employee engagement practices studied were applied widely in the hotels with each having an affirmative rate of greater than 75%. Four-star hotels in five of the six regions were performing more competitively than their rivals, with market penetration indices greater than a hundred. The findings also indicated that the employee engagement practices studied explained 59.6% of the variance of organization competitiveness. One of the recommendations of the study was that to be more competitive, hotels need to heighten employees’ innovation orientation through empowering job designs, effective training, and development programs.en_US
dc.description.sponsorshipSchool of Business and Economics of Daystar Universityen_US
dc.identifier.citationMarima, L. (2021). Effect of Employee Engagement Practices on Organization Competitiveness A Case of Four-Star Hotels in Kenya. Daystar University, School of Business and Economics. Nairobien_US
dc.identifier.urihttps://repository.daystar.ac.ke/handle/123456789/3836
dc.language.isoenen_US
dc.publisherDaystar University, School of Business and Economicsen_US
dc.subjectEmployee Engagementen_US
dc.subjectOrganization Competitivenessen_US
dc.subjectFour-Star Hotels in Kenyaen_US
dc.titleEffect of Employee Engagement Practices on Organization Competitiveness A Case of Four-Star Hotels in Kenyaen_US
dc.typeThesisen_US

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