Vol 2, Issue 3, pp 573-589, September 27, 2021, © International Research Journal Publishers,

ISSN 2710-2742 (online) www.irjp.org

FACETS OF JOB SATISFACTION AND WORK ENGAGEMENT OF
COMMERCIAL BANKS IN KENYA
1*
Abdulla Edin Adan & 2Dr. Joyce Amuhaya
1
MSC Scholar, Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya
2
Lecturer, Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya

Accepted, September 27, 2021

ABSTRACT
Organizations require committed employees in order to enable them achieve their goals. Job
commitment emanates from increased intrinsic satisfaction. Among the Job satisfaction facets
include; operating conditions, rewards, supervisor, nature of work, co-workers and
communication, pay, benefits and promotion. The general objective of the study was to
investigate the facets of job satisfaction and work engagement within commercial banks in
Kenya. specifically the study sought to determine the effect within operating environment
and leadership on employee’s work engagement within commercial banks in Kenya. The
study adopted a descriptive research design. The target population for this study comprised of
42 commercial banks operating in Kenya and the unit of analysis were head of human
resource manager. The researcher adopted the census technique. Primary data was collected
by use of questionnaires. Quantitative data was collected and analysed in this study by
calculating the response rate with descriptive statistics such as mean, standard deviation,
median and proportions using the Statistical Package for Social Sciences (SPSS). Regression
model was used to determine the relationship between independent variables and dependent.
The study established that enhancement of work environment, leadership have positive a
significant influence on work engagement within commercial banks in Kenya. This study
recommends that HR managers in banks should come up with strategic measures that further
seek to enhance work environment. Organisational leaders to adopt best guidance values
qualities.
Keywords: Operating Environment, Leadership, Work Engagement
INTRODUCTION
The employees of the Bank are valuable assets to the organization and if they are
highly satisfied they produce more and this is profitable to the organization (Garg,
2018). Job satisfaction refers to an individual’s emotional reaction towards the job. It is
thus an integral component of organizational performance and also determinant of
employee work engagement (Musyoka, 2015). According to Danish (2010)
organizations require effectively and efficiently committed employees in order to
enable them achieve their goals. Affectively committed employees have a sense of
identification and belonging with an organization and this increases their participation
level in the activities of an organization.
According to Addimando, Pepe and Veronese, (2017) job satisfaction facets include;
operating conditions, rewards, supervisor, nature of work, co-workers and
communication, pay, benefits and promotion. Whether public or private, an
organization’s survival is based on its ability to bring on board and sustain high
motivated and satisfied workforce over a certain period. While many private
organisations are currently facing increased pressure to ensure their sustainability, the
increased turbulence in the employment industry, characterized by ever changing
employee demands have presented substantial effects on the ways profit making
organisations respond to workforce needs (Bodwell, & Graves, 2013).
Studies from various parts of the world have drawn mixed results relating to job
satisfaction and work engagement, In UK; Rayton, and Rapti, (2017) found that
organisations Human Resource (HR) practices such as career opportunities, nature of
their jobs and overall working environment have a significant influence the job
satisfaction of professionals. In this light, being aware of specific facets of employee
satisfaction, particularly in the banking sector, could provide insights to management
on reducing alienation at work place secure employee loyalty and increase employee
commitment at work place (Garg, 2018).
Armstrong (2010) argued that using a reward system not only gives instrumental value,
but also acts as a powerful symbol of the management’s philosophy, attitudes and
intent. Rewards are designed to encourage behaviour that will contribute directly to the
achievement of the organisations objective.

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In Austria, Fairbrother and van Warn, (2013) sought to analyse the connection
between operating conditions at work and job satisfaction, the initial results showed
that quality work environment is one of the key factor that explain overall job
satisfaction. The study deduced that quality with working conditions is an issue of key
consideration by employees within the construction industry and thus a perquisite that
employers in building industry ought to pay attention to (Dey & Ogunlana, 2014).
Elsewhere where in Canada Murray and Atkinson (2011) investigated promotion as
determinants of job satisfaction. The reflection of the study revealed that
implementation of fair promotional policies positively correlated with employee
satisfaction and high levels in work engagement. Similar conclusion by Tang and
Talpade (2015) also assert that fair promotion contribute to high or low morale in the
workplace given that promotion comes along with higher earnings, social status,
psychological growth and desire for justice.
In African countries, improving the workforce satisfaction is an area of great concern.
Shakeel, and But, (2015), sought to determine factors necessary factors that promote
employee satisfaction and retention in health sector in South Africa. The study
observed that, employees who perceived to have fair rewards were more likely to stay
working for their current organisation as opposed other with deferent view. The study
recommended that understanding job satisfaction facets such as fair remuneration is
paramount in healthy sector and is positively correlated with employee productivity
and commitment.
In Nigeria Kim, (2020), investigated the correlation between work policies/procedures
and work engagement (measured thought individual productivity) amongst 150
engineers and auditors. The result of the research were that clear work procedures help
to evade work related conflict, stalling of task, and promoted relations between the
work team. The study also noted that professional employees were more willing to
continually work with organisation devoid of procedural conflict.
In Kenya the issue on job satisfaction and work engagement has also attracted interest
of both the local and international scholars. for instance Kimani and Njue (2013)
carried a study on determinants of job satisfaction in banking sector and established
that employees who have higher job satisfaction are usually less absent, less likely to
leave, more productive, more likely to display organizational commitment.

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Njuguna, and Owuor, (2016) conducted a study on the effects of perceived work
conditions on job satisfaction: a survey of the ministry of education field officers,
Kenya, concluded that the improvement of working conditions in order to enhance job
satisfaction is necessary towards increasing work engagement of the field officers.
Therefore, there is a scarcity of studies on facets of job satisfaction and work
engagement of commercial banks in Kenya and this is the gap that the study sort to
address.
Statement of the problem
Despite the paramount role played by human capital in driving organisational goals,
studies have shown that HR professionals are yet to device most applicable measures
that mitigate employee turnover in banking sector (Wilson, 2013). A recent research
study by PWC, (2018) concluded that employee turnover within the Banking sector in
developing world has recorded increasing statistics since 2013; the same study
concludes that high work demands, lack of job flexibility and poor rewards were
among other factors contributing to increased employee turnover in the banking sector.
Similarity in Kenya, the banking sector has too witnessed increased employee turnover
rate. A study by Mwongela (2012) noted that many commercial banks in Kenya
experiences high employees replacement costs due to cases of involuntary employee
turnover, hen (2017) study on employees satisfaction in Kenya financial sector noted
that high employees turnover rates was caused by low remuneration and work life
balance. Elsewhere Ajala, (2012) investigated on the influence of workplace
environment on workers’ welfare, performance and productivity, this study however
focused on employees in general, nevertheless, is indisputable that work environment
changes from sector to sector. The current study will specifically concentrate on
employees in banking industry.
Given the growing concern within the Kenyan banking industry about the aspect of the
performance, quality of work, and workforce issues, little attention has been paid to
employees in this sector. Therefore, the purpose of this study will be to investigate the
facets of job satisfaction and work engagement of commercial banks in Kenya. The
engagement of employees in service industries, e.g. banks is neglected in the existing
literature.

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Objectives
The general objective of the study was to investigate the facets of job satisfaction and
work engagement of commercial banks in Kenya. The specific objectives were:
 To determine the effect of operating environment on employee’s work engagement
of commercial banks in Kenya.
 To discuss the effect of leadership on employee’s work engagement of commercial
banks in Kenya.
Theoretical Review
Human Relations Theory
The Human Relations Theory of organization came in to existence in 1930s as a
reaction to the classical approach to organizational analysis. This is because the
classical theorists neglected the human factor in the organization. The Classical
theorists took a mechanical view of organization and underemphasized the socio-
psychological aspects of individual’s behavior in organizations. It is this critical failure
of the classical theory that gave birth to the human relations approach (Mayo, 1930).
Human relations theory is also known by various names like Humanistic Theory and
Neoclassical Theory. Elton Mayo founded the Human Relations Movement.
Experiments undertaken by Mayo took place at the Hawthorne plant in the USA during
the 1930s. His work illustrated that if the company or managers took an interest in
employees and cared for them, it had a positive effect on their motivation. When
managers took a greater interest in employees they felt more valued and empowered.
In addition the study revealed that employees often work best in teams and they are
more motivated if they are effectively managed and consulted more which is directly
related to employee’s commitment in organizations and also informs organizations on
what to do so as to achieve and have the best for its human capital (Purcell &
Hutchinson, 2017).
The Mayo principles are very much in line with organization’s focus on developing its
people as part of its business strategy as a means of achieving competitive advantage.
Employees in higher performing firms work with learning and development teams. In
addition, information is shared and employees are viewed both as partners in the
business and as internal customers. In essence, the human relations approach sees the
organization as a cooperative enterprise wherein worker morale is a primary

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contributor to productivity, and so seeks to improve productivity by modifying the
work environment to increase morale and develop a more skilled and capable worker
which in turn influences employee’s commitment in an organization (Purcell &
Hutchinson, 2017).

Resource-Based Theory
Influenced by Porter's (1980, 1985) studies in the 1980s, employee’s commitment
explains a firm's success regarding industrial sector features. From this point of view,
firms in the same industrial sector having the same opportunities with few, if any,
differences between them, remain that way only for a short period of time (Ormanidhi,
& Stringa, 2015).The resource-based view (RBV) is a way of viewing the firm and in
turn of approaching strategy. Fundamentally, this theory formulates the firm to be a
bundle of resources. It is these resources and the way that they are combined, which
make firms different from one another. It is considered as taking an inside-out
approach while analysing the firm. This means that the starting point of the analysis is
the internal environment of the organization.
The Resource Based View of the Firm considers that each enterprise is heterogeneous,
having different established resources which arise from its own past history.
Heterogeneous character can be maintained for a long time, thereby, having long-term
income (Olalla, 2019). A resource is heterogeneous when it is unevenly distributed and
deployed across firms within a given competitive environment. It is also necessary that
competitors are not able to imitate the resources or capabilities. Otherwise, the
competitive advantage could rapidly disappear when another enterprise owns or
develops those strategic resources. The origin of the resource-based theory is found in
Mabey, (2018). This author defined the enterprise as joint productive resources lending
various services which determine the growing possibilities of the enterprise.
Related to heterogeneity, the resources must not be appropriable by other companies.
Rivals must not be able to take each other's resources and capabilities. This is the basis
for a competitive advantage. In addition the resources should not be able to create the
same advantage which is considered as a resource being non-replaceable (Barney,
2016). The theory further argues that a firm's resources and capabilities must be scarce
and valuable, and they must not be acquired, imitated, or replaced by the competitors.

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If resources do not comply with these conditions, the enterprise will rapidly lose its
upper relative position hence these features guarantee’s obtaining competitive
advantages (Grant, 2011).
Conceptual Framework

Work environment
 Work safety
 Equipments Work Engagement
 Environment layout  Employee’s Discretionary
Effort/Vigor
Leadership  Dedication
 Participation
 Supportive
 Directive

Figure 1: Conceptual Framework

Empirical Review
In his study, Tamessek (2009) analysed the extent to which employees perceive their
workplace environment as fulfilling their intrinsic, extrinsic, and social needs and their
need to stay in the organization. He further analysed the impact of perception of
workplace settings on worker commitment and turnover in organizations, he concluded
that if the employees are provided with enabling workplace environmental support,
they will be highly satisfied and show high level of work engagement in their
organization and hence low turnover rate.
Bahron, and Boroh (2014) conducted a study on Role Stress and Job Satisfaction
among Bank Employees in Kota Kinabalu, Samba. During the late 1980s and the early
1990s, the nature of banking industry was changed. This was the result of a
combination of changes on the competitive environment. The study aimed to
investigate the relationship between role stress and job satisfaction among bank
employees in Kota Kinabalu, Sabah. This study also attempted to investigate the
mediating role of demographic factors to include gender and position level. A total of
163 respondents were surveyed through questionnaire approach and data from the 163
respondents -representing a 79.5% of response rate, were analysed. The role stress
(independent variable) was tested with multiple regressions on job satisfaction

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(dependent variable). Meanwhile, the moderating effects of gender and position level
were examined using hierarchical regression analysis. The findings showed that there
is a significant relationship between role stress and job satisfaction. The findings also
showed that gender has a moderating effect on role stress towards job satisfaction.
Omega (2014) studied the perceived relationship between organizational culture and
employees’ job satisfaction at Kenya Commercial Bank (KCB). The purpose of this
study was to establish the perceived relationship between the organizational culture
dimensions and job satisfaction among KCB employees in Kenya in view of the
culture transformation programme that the Bank had rolled out. The culture
transformation programme aimed at enabling employees to on one hand appreciate the
internal customer and on the other hand serve the external customer better. The
research design was a descriptive study and questionnaires were used to collect data.
The results of the study show that the organizational culture dimensions of
organizational supportiveness, emphasis on rewards, performance orientation and
innovation orientation have a direct relationship with the job satisfaction of employees
at KCB. The study however found no relationship to exist between stability and
communication and employees’ job satisfaction.
METHODOLOGY
The study adopted a descriptive research design in analysing the relationship between
the facets of job satisfaction and work engagement within commercial banks in Kenya.
The target population for this study entailed all the 42 commercial banks operating in
Kenya and the unit of analysis were human resource managers. Due to small size of
the universe of this study, the researcher adopted the census technique. Primary data
was collected by use of a questionnaire. Quantitative data was collected and analysed
in this study by calculating the response rate with descriptive statistics such as mean,
standard deviation, percentage among others, using the Statistical Package for Social
Sciences (SPSS). Regression model was used to determine the relationship between
independent variables and dependent. Also, Pearson correlational matrix was carried
out to establish the degree of association between the variables.

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FINDINGS

Operating Environment and Work Engagement

The reviewed empirical results do avail substantial proof that the work environment
has both direct and indirect influence on work engagement. In this light, this study
sought to determine how the work environment in the banking sector affected
employees engagement.
Table 1: Relationship between Work Environment and Work Engagement
statements N Min Max Mean Std. Dev
Our banking halls have enough space and
40 1.00 5.00 3.75 1.10
are well lit
Every branch management ensures high
40 1.00 5.00 3.65 0.98
levels of hygiene.
Retail branches are located away from
40 2.00 5.00 4.05 0.93
noise and air polluted zones.
The bank complies on work place safety
40 2.00 5.00 3.73 0.99
standards as outlined in labour laws.
The bank ensures utilisation of recent
technological equipment in job execution 40 2.00 5.00 4.08 0.76
process
Results show that majority of the respondents agreed that their banks ensured
utilisation of recent technological equipment in job execution process (M=4.08
SD=0.76) also use of technology enabled bank employees to execute their roles in a
more flexible manner, A research by Roelofsen (2012) indicates that use of technology
alleviated physical strain from employees thus prompting employees to love their work
and remain committed.
Many financial companies have their retail branches located away from noise and air
polluted zones (M=4.05 SD=0.93) this seeks to provide cool comfortable work place
for employees, Studies by Mabey, (2018) have shown that noise pollution can
significantly reduce employee productivity. Further, the study also investigations
established that reducing amount of noise increased the ability for employees to focus
by 50% and decrease work related stress by 30% percent.

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The study also revealed that top management in all banks ensured that the banking
halls have enough space and are well lit (M=3.75 SD=1.10), results show that poor
lighting may escalate depression levels among the employees, good lighting can
prevent office accidents that may be triggered by poor lighting, with good lighting,
employs can concentrate and execute more tasks. Studies by Ajala, (2012) employees
working in well-lit and spaced offices are likely to be more productive, and complete
more tasks as opposed to those in concentrated and poorly lit environment.
Further examination revealed that, most of the commercial banks in Kenya complies
with work place safety standards as outlined in labour laws (M=3.73 SD=0.99), also
putting in place friendly policies helped banks to demonstrate quest in convincing
employees on its commitment towards better work place. These findings concur with
assertion by El-Kassar (2019) that awarding employees’ rights as stipulated by OSHA,
increased profitability and organisational performance.
Results show that nearly all the banks ensured that their branches maintained high
levels of hygiene (M=3.65 SD=0.98). In maintaining hygienic workplace, banks
followed quality waste disposal measures and that cleaning were outsourced to
qualified companies. Results by OToole, (2012) assert that hygienic workplace is a
critical element that fosters employee commitment within organisations.

Organizational Leadership and Work Engagement

Respondents were asked to indicate the level of agreement with statements that seek to
ascertain the relationship between quality of leadership and work engagement within
the banking sector.
Table 2: Statements Assessing On Organisational Leadership and Work
Engagement
Statements N Min Max Mean Std. Dev
Leaders at all levels are willing to offer
work related guidance to their juniors 40 3.00 5.00 4.23 0.62
whenever they get stuck
Supervisors demonstrate deeper
40 3.00 5.00 3.98 0.86
understanding on task bestowed on them
Leaders in our bank have developed fair 40 3.00 5.00 4.30 0.56

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employee motivation packages
Leaders ensure quality allocation of
resources in order to supports strategic 40 3.00 5.00 3.90 0.74
goals
At all levels, the bank has competent
Leaders who keep the organization 40 3.00 5.00 4.25 0.71
activities right track
Leaders are keen to take immediate action
on challenges before that get out of 40 3.00 5.00 4.15 0.74
control.
Supervisors motivate employees towards
40 3.00 5.00 4.13 0.61
attaining their performance targets.
Leaders set realistic work projections and
40 3.00 5.00 4.00 0.72
quality standards
Leaders in our bank communicates clearly
to staff on job expectation at the work 40 4.00 5.00 4.40 0.50
place
Leaders encourage autonomy in job
40 3.00 5.00 3.93 0.76
execution.
Results show that majority of the respondents agreed that leaders in most of the
commercial bank communicates clearly to staff on job expectation at the work place
(M= 4.40 SD=0.50), quality communication at work place allows the staff comprehend
instructions, and execute them as required. Studies by Rayton, and Rapti, (2017) with
smooth communication process, firms are unlikely to experience misunderstanding
amongst the workforce.
HR leaders in most of the banks have developed fair employee motivation packages
(M= 4.30 SD=0.56), this is effected due to the fact that, motivated work force is likely
to increase their production efforts and thus high output. These findings go hand in
hand with assertions by Mulievi and Juma (2019) that motivating employee is essential
in promoting work engagement levels.
Results show that leaders at all levels are willing to offer work related guidance to
their juniors whenever they get stuck (M=4.23 SD=0.62), this implies that leaders at

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commercial banks provided much needed help in course of accomplishing tasks. At all
levels, most of the bank employed competent leaders who keep the organization
activities right track (M=4.25 SD=0.71), in other words competent leaders play a
crucial role in fostering employee commitment.
Further, results show that, leaders within commercial banks are keen to take immediate
action on challenges before they get out of control. (M=4.15 SD=0.74), this implies
that banks had strategic leaders in place who continuously developed their skills in
view of making rational decisions at all times. Also, supervisors within banks motivate
employees towards attaining their performance targets (M=4.13 SD=0.61). These
findings concur with assertions by Fairbrother and van Warn, (2013) that
organizational leaders must offer the necessary support in directing employees toward
the right direction.
In most cases, leaders within the commercial banks sets realistic work projections and
quality standards (M=4.00 SD=0.72) also supervisors demonstrate deeper
understanding on task bestowed on them (M= 3.98 SD=0.86), these finding concur
with Pande, Neuman and Cavanagh (2017),that transformational leadership provide
high performance and impact highly on employee satisfaction
Respondents also agreed that leaders of commercial banks encourage autonomy in job
execution (M=3.93 SD=0.76) and that they also ensured quality allocation of resources
in order to support strategic goals (M=3.90 SD=0.74). According to Laka-Mathebula
(2016) strategic leaders ensure quality allocation of resources that employees use to
execute their roles smoothly.
Correlation Results
Table 3: Correlation Results
Environment
engagement

Leadership
Work

Work

X1

X2
Y

Work engagement Pearson Correlation 1

Y Sig. (2-tailed)
N 40
Work Pearson Correlation .399* 1

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Environment X1 Sig. (2-tailed) .011
N 40 40
Leadership X2 Pearson Correlation .475** .132 1
Sig. (2-tailed) .002 .415
N 40 40 40
The study found that there was weak positive correlation coefficient between work
environment and work commitment within commercial banks in Kenya, as shown by
correlation factor of 0.399, this weak relationship was found to be statistically
significant as the significant value was 0.011 which is less than 0.05, these findings
support the research conclusion by Vischer, (2014) that conducive workplace
environment should be prioritized as it provides support to the employees in carrying
out their jobs. It should be conducive enough to enable the performance of tasks by
employees.
The study found a positive correlation between leadership and work engagement
within commercial banks in Kenya as shown by a correlation coefficient of 0.475, the
significant value was 0.002 which is less 5%. According to Raza, and Sikandar (2013)
organizational leaders should provide vision, policy and strategic plan for any
organization. Management also motivates worker by getting involved in quality
activities.
Regression Results
Table 4: Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .657a .431 .366 .61979
A 0.366 coefficient of determination (adjusted R2) of the model, implies that work
engagement within commercial banks in Kenya was affected by 36.6% and are
explained by the independent variables under study (work environment, leadership,
promotion and employee rewards).
Table 5: Summary of One-Way ANOVA results
Model Sum of Squares df Mean Square F Sig.
Regression 5.098 2 2.549 6.635 .000b
1
Residual 14.208 37 .384

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 Total 19.306 39
The findings were found to be ideal in making the study’s conclusions as established
by the ANOVA statics. The p-value in the ANOVA table was 0.000 which is less than
0.05. The critical value was less than the calculated value (6.635>3.25), an indication
that work environment, leadership, promotion and employee rewards all have all have
a significant influence on work engagement within commercial banks in Kenya.
Table 6: Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
(Constant) 1.244 .892 1.395 .002
Work Environment .559 .270 .279 2.070 .004
Leadership .660 .226 .382 2.920 .003
From the regression model obtained above, a unit change in work environment while
holding other factors constant would positively enhance work engagement within
commercial banks by a factor of 0.559; the study revealed that a unit change in
leadership while holding the other factors constant would positively enhance work
engagement within commercial banks by a factor of 0.660.
Conclusion
This study concludes that quality environment enhances employee work engagement.
Commercial banks had initiated various measures that sought to enhance positive work
environment. For instance most of the banks ensured quality lighting within the entire
banking hall, most of the banks were strategically located in places free from noise
pollution, safety and hygiene measures were complied with as guided by OSHA
principles.

The study concludes that quality leadership enhances employees’ work engagement
within commercial banks in Kenya. Leaders in most of the commercial bank in Kenya
communicates clearly to staff on job expectation at the work place, most of the bank
employed competent leaders who keeps the organization activities on the right track, in
other words competent play a crucial role in fostering employee commitment, with

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smooth communication process from leader, firms are unlikely to experience
misunderstanding amongst the workforce.
Recommendation
HR managers in banks should come up with strategic measures that further seek to
enhance work environment as this was found to be a critical element in fostering
employee work commitment.
Organizational leaders need to adopt appropriate leadership values qualities, this can
be developed and achieved through progressive development of quality leadership
culture.
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