Influence of employee engagement on employee performance in the private security industry in kenya with a focus on private security guards in nairobi county

In a globally dynamic business environment, continuous employee engagement is a key driver of sustainable employee performance in the 21st century organizations. A survey of Kenya firms revealed that on average, businesses allocate 3% of their operating budgets to private security services and security upgrade. The main objective of the study is to determine the influence of employee engagement on employee performance in the Private Security Industry in Kenya. The study sought to improve employee performance, efficiency, and effectiveness in service delivery. The study adopts descriptive research design and positivism research paradigm; study unit of observation was the Private Security Guards. The target population is 150,000 and the sample size was 213. Kaiser-Meyer-Oklin was used to measure of sample adequacy. Purposive and systematic random sampling technique was adopted, and the pilot test of 10% of sample size was used. Test Test for validity was determined through Bartlett’s Sphericity Test and expert input. Reliability was determined through Cronbach’s Coefficient Alpha. Triangulation was adopted in data collection tools. The study adopted descriptive data analysis, use of statistical inferences and hypothesis testing. The Data Analysis was done with the help of STATA Version 13.0. The quantitative data was presented through tables and descriptive statistics analysis, correlation, regression and ANOVA was adopted in the analysis. The study found a practical and statistically significant positive relationship between employee engagement and employee performance at regression coefficient of 0.232, t-value = 2.79 and P-Value 0.006. Interpretation: the magnitude of the coefficient of employee engagement is 0.232; this implies that, ceteris paribus, one unit change in the score of employee engagement leads to 0.232 units change in the score of employee performance. Hence, employee engagement is a key driver in the PSI. The study recommends focus on offering effective and good practices in employee engagement, offering both extrinsic and intrinsic rewards such as provision of total reward, good job designs, work life balance, employee health and wellness programs, integration of IT systems such as employee self support services, and enhanced social protection mechanisms.