INFLUENCE OF CORPORATE WELLNESS PROGRAMS
ON EMPLOYEE PRODUCTIVITY: A CASE STUDY OF
UNITED STATES INTERNATIONAL UNIVERSITY-
AFRICA, NAIROBI COUNTY
BY
MAUREEN NYAKIO MAINA
UNITED STATES INTERNATIONAL UNIVERSITY-
AFRICA
SUMMER 2021
INFLUENCE OF CORPORATE WELLNESS PROGRAMS
ON EMPLOYEE PRODUCTIVITY: A CASE STUDY OF
UNITED STATES INTERNATIONAL UNIVERSITY-
AFRICA, NAIROBI COUNTY
BY
MAUREEN NYAKIO MAINA
A Research Project Submitted to the Chandaria School of Business in
Partial Fulfilment of the Requirement for the Degree of Master of
Business Administration (MBA)
UNITED STATES INTERNATIONAL UNIVERSITY-
AFRICA
SUMMER 2021
ii
STUDENT’S DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any
other college, institution or university other than the United States International University
Africa for academic credit.
Signed: ______________________ Date: ______________________
Maureen Nyakio Maina (ID No: 629452)
This project has been submitted for examination with my approval as the university
appointed supervisor.
Signed: __________________________ Date: __________________
Dr. Teresia Linge
Signed: ___________________ Date: ____________________
Dean, Chandaria School of Business
iii
COPYRIGHT
All rights reserved; no part of this work should be reproduced, stored in a retrieval system
or transmitted in any form or by any means, electronic, mechanical, photocopying,
recording or otherwise without the express written authorization from the writer.
© 2021 Maureen Nyakio Maina
iv
ABSTRACT
The general objective of this study was to determine the influence of corporate wellness
programs on employee productivity at United States International University - Africa
(USIU-A) in Nairobi County. The study was guided by three specific objectives which
include: to assess the influence of physical wellness programs on employee productivity at
USIU-A; to investigate the influence of financial wellness programs on employee
productivity at USIU-A; to establish the influence of social wellness program on employee
productivity at USIU-A.
The study adopted a descriptive research design. The population constituted four hundred
and fifty-eight (458) employees of USIU-A consisting of two staff categories, Faculty Staff
and Support Staff. A stratified random sampling technique was used to select a sample size
of two hundred and fourteen (214) employees from the total population. A structured
questionnaire was used to collect data for the study. Data was analyzed using descriptive
and inferential statistics. The descriptive statistical analysis comprised frequency
distribution, mean and standard deviation which helped in developing patterns that make it
easy to understand the data collected. The inferential statistical analysis involved
Correlation analysis (Pearson) which described the relationship between the dependent and
independent variables and Multiple linear regression analysis in order to establish the extent
of the relationship between the independent and dependent variables. Statistical Package
for Social Sciences (SPSS version 24.0) was used as a tool for statistical analysis and the
study results presented in figures and tables.
The key findings on influence of physical wellness programs on employee productivity
established that majority of the respondents strongly agreed that physical wellness activities
that improve health was the most significant variable that influenced employee
productivity. Additionally, the findings indicated that another majority of the respondents
agreed that eating a nutritious healthy diet increases productivity in the workplace.
However, the findings showed that some of the respondents were not sure whether
employees with good health assessment rapport are more productive at the workplace.
Statistics revealed that there existed a statistically significant positive correlation between
physical wellness programs and employee productivity.
v
The study findings concerning influence of financial wellness programs on employee
productivity indicated that majority of the respondents strongly agreed that financial well-
being was the most significant variable that influenced employee productivity. However,
findings showed that another majority of the respondents were not sure whether high
financial stress and low financial well-being resulted to frequent absenteeism from work
leading to decreased productivity at the workplace. Statistics revealed that there existed a
statistically significant positive correlation between financial wellness programs and
employee productivity.
The findings based on influence of social wellness programs on employee productivity
established that majority of the respondents strongly agreed that psychosocial wellness
programs prevent and addresses stress, physical and emotional violence enabling
employees to be more productive at work was the most significant variable that influenced
employee productivity. However, findings showed that majority of the respondents
strongly disagreed that lack of work-life balance has become a challenge for organizations
because of decreased employee productivity. The findings also showed that majority of the
respondents were not sure whether development of tailored social interventions to mediate
and support employees increases employee productivity at the workplace. Statistics
revealed that there existed a statistically significant positive correlation between social
wellness programs and employee productivity.
The study concluded that eating a nutritious healthy diet while maintaining physical fitness
is directly linked to physical wellness programs and on-the-job productivity of an employee
in the workplace. Additionally, sound personal finances and financial literacy provide a
direct relationship between financial wellness programs and employee productivity at the
workplace. Lastly, psycho-social wellness and organizational wellness and culture are
directly linked to social wellness programs and employee productivity.
The study recommends the following; there is need for companies to tap information through
an employee health assessment to enable them tailor health and nutrition programs that best
suit their employees in order to increase their productivity at work. There is also need for
companies to provide employees with financial education programs in order to improve
their personal financial stress in order to boost their productivity at work with remuneration.
Additionally, employers should also provide the employees with certain facilities and
services in addition to wages and salaries that can increase employee productivity.
vi
ACKNOWLEDGEMENT
I would like to take this opportunity to thank all those who have assisted me to complete
this project successfully. Firstly, I am grateful to God for giving me the strength to
successfully conduct my research and for sustaining my efforts. I am deeply indebted to
my supervisor Dr. Teresia Linge for her guidance and encouragement in carrying out this
research. I wish to also express my gratitude to the university, United States International
University – Africa, for the provision of world class facilities and a conducive learning
environment. I would also like to thank staff of United States International University –
Africa for being part of the study. Finally, I would like to thank my family for the immense
support and encouragement that they accorded me.
vii
DEDICATION
This work is dedicated to my dear mother, for her relentless love, support and prayers.
viii
TABLE OF CONTENTS
STUDENT’S DECLARATION ........................................................................................ ii
COPYRIGHT ....................................................................................................................iii
ABSTRACT ....................................................................................................................... iv
ACKNOWLEDGEMENT ................................................................................................ vi
DEDICATION.................................................................................................................. vii
LIST OF TABLES ............................................................................................................. x
LIST OF FIGURES .......................................................................................................... xi
CHAPTER ONE ................................................................................................................ 1
1.0 INTRODUCTION........................................................................................................ 1
1.1 Background of the Study ............................................................................................... 1
1.2 Statement of the Problem ............................................................................................... 5
1.3 General Objective .......................................................................................................... 6
1.4 Specific Objectives ........................................................................................................ 6
1.5 Significance of the Study ............................................................................................... 7
1.6 Scope of the Study ......................................................................................................... 7
1.7 Definition of Terms........................................................................................................ 8
1.8 Chapter Summary .......................................................................................................... 9
CHAPTER TWO ............................................................................................................. 10
2.0 LITERATURE REVIEW ......................................................................................... 10
2.1 Introduction .................................................................................................................. 10
2.2 Influence of Physical Wellness Programs on Employee Productivity......................... 10
2.3 Influence of Financial Wellness Programs on Employee Productivity ....................... 14
2.4 Influence of Social Wellness Programs on Employee Productivity ............................ 20
2.5 Chapter Summary ........................................................................................................ 25
CHAPTER THREE ......................................................................................................... 26
3.0 RESEARCH METHODOLOGY ............................................................................. 26
3.1 Introduction .................................................................................................................. 26
3.2 Research Design........................................................................................................... 26
3.3 Population and Sampling ............................................................................................. 26
This section discusses population and sampling design that was used in the study. ......... 26
3.4 Data Collection Methods ............................................................................................. 29
3.5 Research Procedures .................................................................................................... 30
3.6 Data Analysis Methods ................................................................................................ 31
3.7 Chapter Summary ........................................................................................................ 32
CHAPTER FOUR ............................................................................................................ 33
4.0 RESULTS AND FINDINGS ..................................................................................... 33
4.1 Introduction .................................................................................................................. 33
4.2 Response Rate .............................................................................................................. 33
4.3 Demographic Information ............................................................................................ 34
ix
4.4 Influence of Physical Wellness Programs on Employee Productivity......................... 37
4.5 Influence of Financial Wellness Programs on Employee Productivity ....................... 40
4.6 Influence of Social Wellness Programs on Employee Productivity ............................ 44
4.7 Employee Productivity................................................................................................. 48
4.8 Chapter Summary ........................................................................................................ 50
CHAPTER FIVE ............................................................................................................. 51
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ........................ 51
5.1 Introduction .................................................................................................................. 51
5.2 Summary ...................................................................................................................... 51
5.3 Discussion .................................................................................................................... 53
5.4 Conclusions .................................................................................................................. 58
5.5 Recommendations ........................................................................................................ 59
REFERENCES ................................................................................................................. 61
APPENDICES .................................................................................................................. 76
Appendix I: Cover Letter ................................................................................................... 76
Appendix II: Questionnaire................................................................................................ 77
Appendix III: USIU-A Institutional Review Board (IRB) Approval Letter ...................... 82
Appendix IV: NACOSTI Approval Permit ....................................................................... 83
x
LIST OF TABLES
Table 3.1: Population Distribution ..................................................................................... 27
Table 3.2: Sample Size Distribution .................................................................................. 29
Table 4.1: Descriptive Statistics for Physical Wellness Programs and Employee
Productivity ........................................................................................................................ 38
Table 4.2: Correlation Analysis between Physical Wellness Programs and Employee
Productivity ........................................................................................................................ 39
Table 4.3 (a): Regression Model Summary ....................................................................... 39
Table 4.3 (b): Regression ANOVA ................................................................................... 40
Table 4.3 (a): Regression Coefficient ................................................................................ 40
Table 4.4: Descriptive Statistics for Financial Wellness Programs and Employee
Productivity ........................................................................................................................ 42
Table 4.5: Correlation Analysis between Financial Wellness Programs and Employee
Productivity ........................................................................................................................ 43
Table 4.6 (a): Regression Model Summary ....................................................................... 43
Table 4.6 (b): Regression ANOVA ................................................................................... 44
Table 4.6 (c): Regression Coefficient ................................................................................ 44
Table 4.7: Descriptive Statistics for Social Wellness Programs on Employee Productivity
............................................................................................................................................ 46
Table 4.8: Correlation Analysis between Social Wellness Programs and Employee
Productivity ........................................................................................................................ 47
Table 4.9 (a): Regression Model Summary ....................................................................... 47
Table 4.9 (b): Regression ANOVA ................................................................................... 48
Table 4.9 (c): Regression Coefficient ................................................................................ 48
Table 4.10: Descriptive Statistics for Employee Productivity ........................................... 49
Table 4.11: Correlation Analysis between Corporate Wellness Programs and Employee
Productivity ........................................................................................................................ 50
xi
LIST OF FIGURES
Figure 4.1: Response Rate ................................................................................................. 33
Figure 4.2: Distribution by Gender .................................................................................... 34
Figure 4.3: Distribution by Age Group .............................................................................. 35
Figure 4.4: Distribution by Highest Level of Education.................................................... 35
Figure 4.5: Distribution by Years of Work Experience ..................................................... 36
Figure 4.6: Distribution by Department/Category ............................................................. 37
1
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
In the era of globalization and rapid ever changing environmental trends within the
employment sector, the success of an organization is highly dependent on the productivity
of employees’ (Daeley, 2012). According to Mathis and John (2013), productivity is a
measure of the quantity and quality of work done, considering the cost of the resources
used. McNamara (2015) further affirms that productivity results are usually the final and
specific outputs desired from the employee. They may be in terms of financial
accomplishments, impact on a community expressed in terms of cost, quality, quantity or
time. According to Samnani and Singh (2014), if a firm’s employees become more
productive in the workplace then it means they have become more efficient, since
productivity is an efficiency measure. Ataullah, Le and Sahota (2014) mention that there
are Human Resource Management initiatives such as corporate wellness programs that can
help workers to increase productivity in their various capacities at the workplace.
Beauregard and Lesley (2018) believe that these initiatives can in turn lead to improved
employee productivity and significant organizational improvements in the long run.
Throughout the world, corporate wellness programs have increasingly become an important
contemporary human capital concern especially in higher learning institutions such as
universities (Armstrong, 2013). Cultivating a cultural shift towards corporate wellness
programs has been recognized by many colleges and universities in global markets to
achieve employee productivity. Garrin (2014) sees that these institutions and organizations
have created and maintained a culture of a healthy workplace which is simply more than
enjoying an illness free life which leads to improved employee productivity. According to
Nailul, Abg and Yin (2015), corporate wellness programs refer to the sponsored services
of an organization that is designed to support employees’ understanding of their overall
health risks and adopt the healthy behaviors to promote or maintain their good health that
in turn results to increased employee productivity. Corporate wellness programs consist of
physical, financial and social wellness programs through policy initiatives or interventions
that are often provided by organizations to enable employees attain optimum work
productivity (Marschke & Mujtaba, 2014). According to Mathis and Jackson (2015),
having wellness culture programs in the workplace can play a huge role in the wellbeing of
2
employees and the quality of the work they do. Employees are an important business
resource, therefore, organizations should understand that a healthy and stress free employee
is a major asset to the organization and should therefore provide corporate wellness services
and programmes in order to boost their productivity levels (Ankita, 2016).
Traditionally, research associated with wellness programs on campuses have assessed
individual needs according to what campuses already provide, not what is lacking (Carter,
Kelly, Alexander & Holmes, 2014). Wellness programs promote change in quality of life
for staff and faculty that can improve health status (American College Health
Association, 2017). In turn, improved health increases productivity and reduces the
economic burden on society (U.S. Department of Wellness & Human Services, 2016).
Wellness professionals should build individual capacity and address individual risk for
illness and injury. In addition, administrators who implement such wellness programs
should address larger institutional and community issues, as well as public health policies
that are not being tackled for employees through existing wellness programming (Naydeck,
Pearson, Ozminkowski, Day & Goetzel, 2018).
In the American context, corporate wellness programs in the field of human resources help
companies contain health expenditures and increase workplace productivity among their
employees (Bohan, 2014). According to the American College Health Association (2017),
the scope of practice of wellness in colleges/universities should include both environmental
and individual approaches. The University of Virginia (UVA) in the United States has a
comprehensive employee wellness program called Hoo’s Well that covers physical
wellness, nutrition, financial wellness, mental and emotional wellness and social wellness.
Cumulative monitoring of the program indicated that employee well-being was seen to
greatly affect overall productivity (McCourt & Derek, 2015). According to Independence
Blue Cross (2013), the USA health care sector is in crisis because 75% of healthcare budget
is spent on the treatment of chronic and lifestyle diseases despite that the conditions are
preventable. Several studies have cited fatigue, stress and depression as the main causes of
low employee productivity in organizations (Atkinson, 2014). Other studies state that
chronic and lifestyle diseases such as depression, overweight, diabetes, cardiovascular
diseases and obesity are a major threat to the health and wellbeing of employees therefore,
affecting their productivity in the workplace (Solanki, 2013). In Chile for example, 70% of
inactive employees especially women would like to have a paid job but are unable to work
3
due to childcare problems resulting in decreasing productivity at their workplaces
(Gaidhani, 2018). Due to economic uncertainty and skyrocketing healthcare costs,
employers are concerned about attracting and retaining high quality employees. As a result,
some companies such as Apple, Google, and Facebook among others in the United States
improve employee productivity by incorporating corporate wellness programs that build a
strong, vibrant organizational culture and a psychologically healthy workplace (Greenhaus
& Beutell, 2017).
In the context of Europe, some researchers have been attempting studies on how corporate
wellness programs could play its key role in affecting employee productivity. According to
Shah (2014), majority of European higher learning institutions such as campuses and
colleges that incorporated corporate wellness programs to its universities and healthcare
institutions indicated positive opportunity costs and ranked higher in educational listings.
From his study, positive effects on wellness satisfaction and smoker quit rates indicated a
direct measure of employee productivity. According to Moreland (2013), integrated
corporate wellness programs depend on structure and culture of an organization and may
include fitness programs, recreational opportunities, social activities, employee assistance
programs, behavioral health programs, disease management or prevention programs, health
risk assessment, disability management programs and programs that enhances intellectual
and spiritual development (Marschke & Mujtaba, 2014).
In the Asian context, Tiwari (2014) focused on corporate wellness facilities and its impact on
employees’ efficiency at Vindha Telelinks Limited Rewa in India. The study established that
the corporate wellness facilities provided by the company resulted to satisfaction and
productivity of employees in the workplace. According to Anderson (2014), health, safety and
welfare are the measures of promoting the efficiency of employee productivity at the
workplace. The various wellness measures provided by the employer will have immediate
impact on the health, physical and mental efficiency, alertness, morale and overall efficiency
of the employee, thereby, contributing to the higher productivity (Fapohunda, 2014). The basic
purpose of corporate wellness is to enrich the life of employees and to keep them happy and
conducted. In Malaysia, it was estimated that the percentage of women who stopped work
in the universities due to childcare reasons was 23% thereby affecting their workplace
productivity physically and emotionally (Azeem & Akhtar, 2014).
4
In context to Africa, Adejare, Olaore, Udofia and Emola (2020) studied inefficiency among
non-academic staff in Nigerian tertiary institutions. The study revealed that training and
development of employees in the universities is important and is consistently required for
employees to remain productive in order to perform optimally in the organization. The study
demonstrates that the only way to resolve inefficiency among non-academic (administrative)
staff in public tertiary institutions is to integrate corporate wellness programs into employee
career management and adopt employee productivity evaluation processes as contained in the
private organizations. According to Obiageli, Uzochukwu and Ngozi (2015), employee
productivity is a key determinant in the achievement of organizational goals in today’s
business world. Employee productivity is a focal point in any establishment, more so, in
higher learning institutions such as universities or colleges. Every policy in the university
curriculum is geared towards increasing employee productivity. The demand for University
education in Kenya has significantly increased and continues to swell resulting to
establishment of new Universities and expansion of the already existing ones which
translates to more work pressures for employees. As a result, employee productivity in the
Kenyan Universities has suffered serious decline due to absence of corporate wellness
programs initiated in the workplace (Onyije, 2015).
With the increasing numbers of students seeking places in universities, the question of
employee productivity by faculty and staff which translates to quality education is critical
and requires urgent attention (Gudo, Olel & Oanda, 2011). Weldon and Muathe (2014)
deliberated on critical review of literature on employee wellness programs among higher
learning institutions in Kenya. The study revealed that employee wellness is said to be very
expensive and may not have a significant impact on the productivity of employees as well
as of the organization. Kuria (2012) examined the effects of corporate wellness
programmes on job satisfaction of employees within the flower industry in Kenya, a case
of Sueka Farm. The study revealed significant effects of corporate wellness programmes
on job satisfaction of employees within the flower industry in Kenya. In addition, the study
established how equitable rewards, involving employees in decision making, career
development opportunities, health and safety and good human resource policies and
practices contributed to job satisfaction. In this case therefore corporate organizations need
to ensure corporate wellness programs practices are incorporated in the policies of the
organization to realize increased employee productivity levels (Mungania, Waiganjo &
Kihoro, 2016).
5
United States International University-Africa (USIU - Africa) is the most diverse university
in East and Central Africa located off Thika Road in the suburb of Kenya’s capital city of
Nairobi. The university is an independent; not-for-profit institution serving 15%
international and 85% domestic, totaling to approximately 7000 students. Founded in 1969
as the Africa campus of USIU in San Diego, California, the university was first accredited
in 1981 by the accrediting commission for senior colleges and universities of the Western
Association of Schools and Colleges (WASC) as part of USIU-San Diego. The university
was later mandated to become chartered in Kenya with the Gazettement of the Universities
Act in 1985 and later awarded its charter in 1999 as an independent institution through the
Commission for Higher Education currently known as Commission of University
Education (USIU-A Human Resource Report, 2019). This study therefore seeks to
determine the influence of corporate wellness programs on employee productivity at United
States International University-Africa.
1.2 Statement of the Problem
Employee productivity is one of the leading factors for organizational competitiveness and
this has partly led to an increase in research on how it can be improved (Bankert, Coberley,
Pope & Wells, 2015). International labour organizations global report on wellness
programs rates Kenya among those with the highest prevalence of long working hours more
than 48 hours per week (International Labor Organization, 2017).
Several studies have been carried out locally on the employee welfare programs and
employee productivity. Karioki (2016) studied the effects of staff welfare programs on
employee morale in large manufacturing firms in Nairobi and established that majority of
the firms failed to provide employees with staff welfare programmes. The study
recommended need for further research to be conducted on corporate wellness programs
and its effects on employee productivity. Wainaina (2011) studied the relationship between
wellness programs and employee work-life balance at Capital Group Limited and
established that the wellness programs boosted employees’ work-life balance levels. The
study recommended need for research to be carried out on the relationship between
corporate wellness programs and productivity of employees in the workplace.
Masinde (2011) studied comparative analysis on social welfare facilities on human resource
performance in Pan African Peppermills and Mumias Sugar Company. The study revealed
that the facilities provided are a strong motivational element that has helped retain
6
employees in the job for a long time and boosting their productivity and recommends need
for studies to be conducted on corporate wellness programmes and employee productivity.
Kuria (2012) studied the effects of employee wellness programmes on job satisfaction of
employees within the flower industry in Kenya and the study established that equitable
rewards, involving employees in decision making, career development opportunities,
health and safety and good HR policies and practices contributed to job satisfaction. The
studies recommended need to undertake further research on corporate wellness programs
and employee productivity.
The reviewed studies reveal that the direct relationship between corporate wellness
programs and employee productivity particularly in higher learning institutions
(universities) remains relatively insufficient in the Kenyan context leading to insufficient
empirical literature (Osayameh, 2011). This constitutes a knowledge gap which justifies
the need for further research. The researcher therefore sought to bridge this gap by
conducting a study on the influence of corporate wellness programs on employee
productivity at the United States International University - Africa in Nairobi County.
1.3 General Objective
The general objective of this study was to determine the influence of corporate wellness
programs on employee productivity at the United States International University - Africa
(USIU-A) in Nairobi County.
1.4 Specific Objectives
The study was guided by the following specific objectives;
1.4.1 To assess the influence of physical wellness programs on employee productivity at
USIU-A
1.4.2 To investigate the influence of financial wellness programs on employee
productivity at USIU-A
1.4.3 To establish the influence of social wellness program on employee productivity at
USIU-A
7
1.5 Significance of the Study
1.5.1 USIU-A and Related Universities
The study would be of great value in providing relevant information that may assist the
University in formulation of corporate wellness programs aimed at increasing employee
productivity in the university. Additionally, the study would be relevant to other higher
learning institutions such as colleges, universities and technical institutes. It would enable
them reduce employee grievances and instead understand the importance of incorporating
physical, financial and social corporate wellness programs which boosts the morale of
employees in the workplace hence increased employee productivity. By implication, these
corporate wellness programs improve the image of the organization as a caring employer
and service provider.
1.5.2 Government and Policy Makers
Corporate wellness programs are appropriate hence very useful in improving current public
and private policies in higher learning institutions. The findings of the study would be vital
to the Commission for Higher Education - an agency of the Government of Kenya regulated
by the Commission for University to communicate to stakeholders on the relevance of
integrating corporate wellness policies within universities and colleges in Kenya. The
findings would also be useful to other Human Resource Management policy makers in
Kenya geared towards making policies on HRM in support of corporate wellness programs.
This intends to serve as an eye-opener to enable them understand the dynamics of corporate
wellness programs required to provide healthy living and healthy working atmosphere
which in turn promotes employee productivity in the university work place.
1.5.3 Researchers and Academicians
The study would also be valuable to researchers and scholars as it would add knowledge
on corporate wellness programs and employee productivity within higher learning
institutions within the country and outside borders. This study would further provide
research knowledge through recommendations for further studies that previous studies did
not fill, and thus future scholars may pursue the same.
1.6 Scope of the Study
The study targeted employees consisting of faculty staff and support staff at USIU-A
particularly those who were fulltime employees at the institution. Out of a total population
of four hundred and fifty-eight (458) employees, the study utilized a target sample size of
8
214 employees at USIU-A drawn from Nairobi County. These figures were according to
the year 2019 USIU-A Human Resource records shared on the university website. The
study was limited to online data collection due the Covid-19 pandemic which hindered the
researcher from physically distributing questionnaires to the respondents since the
university (USIU-A) institution was partially closed. This was however mitigated through
administration of questionnaires via Google Forms as a way of taking Covid-19
precautionary and safety measures that resulted in admissible responses. The study was
conducted within a period of four months; between May 2021 and August 2021.
1.7 Definition of Terms
1.7.1 Corporate Wellness Program
According to Ngeno and Muathe (2014) corporate wellness program is an employer
sponsored strategy designed to promote or maintain the wellbeing of employees especially
for those working in stressful environments.
1.7.2 Employee Productivity
Armstrong (2014) describes productivity in terms of outputs relatively to inputs either per
person or per system with reference to a specific point of time, that is, the amount of goods
and services produced relative to the resources used as described in a work description.
1.7.3 Physical wellness
Physical Wellness is the ability to maintain a healthy quality of life that allows employees
to get through daily activities without undue fatigue or physical stress (Tuwai, Kamau &
Kuria, 2015).
1.7.4 Financial Wellness
According to Aggarwal and Bhargava (2019) financial wellness refers to establishing and
maintaining healthy spending and saving habits among employees.
1.7.5 Social Wellness
Social wellness refers to the relationships we have and how we interact with others through
building healthy, nurturing and supportive relationships as well as fostering a genuine
connection with those around you (Olumuyiwa, Eseme & Ojo, 2015).
9
1.8 Chapter Summary
This chapter presented the background information of the study, statement of the problem,
objectives of the study, purpose of the study, the significance of the study outlining different
stakeholders that benefit from the study and lastly the definition of terms used in this study.
Chapter two of this study discusses the literature review on studies carried out based on the
specific objectives related to the influence of corporate wellness programs on employee
productivity. Chapter three outlines the research methodology that was conducted in the
study. Chapter four describes the findings and results of the study. Chapter five provides
summary, discussion, conclusions and recommendations of the study.
10
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter presents the literature review on the influence of corporate wellness programs
on employee productivity at USIU-A in Nairobi County. It reviews literature on past studies
done by other scholars based on the research objectives. Section one presents literature
review on the influence of physical wellness programs on employee productivity. Section
two presents literature review on the influence of financial wellness programs on employee
productivity. The third section presents literature review on the influence of social wellness
programs on employee productivity.
2.2 Influence of Physical Wellness Programs on Employee Productivity
Physical wellness is the ability to maintain a healthy quality of life that allows employees
to get through daily activities without undue fatigue or physical stress. It is having a good
understanding of food and nutrition and applying it (Tuwai et al., 2015). Physical wellness
encourages regular physical activity and a healthy diet. The EHW Strategic Framework
(2018) describes physical wellness as the ability to maintain a healthy quality of life that
allows individuals to get through their daily activities without undue fatigue or physical
stress. The ability to recognize that behaviours have a significant impact on our wellness
and adopting healthful habits (routine check-ups, a balanced diet, exercise, etc.) while
avoiding destructive habits (tobacco alcohol, drugs etc.) will lead to optimal physical
wellness. A healthy body is maintained by good nutrition, regular exercise, avoiding
harmful habits, making informed and responsible decisions about health, and seeking
medical assistance when necessary (NDSU Wellness Centre, 2014). The elements that link
physical wellness programs on employee productivity that will be discussed in subsequent
subsections below entails; health and nutrition assessment, leadership and health
management and lastly, physical fitness capacity (Osilla & Busum, 2012).
2.2.1 Health and Nutrition Assessment
Physical fitness has been gaining considerable attention in industries from both employers
and employees over the last few years. People spend most of their time at the workplace,
which is utilized by many to share as well as receive messages of health (Cole & Kelly,
2011). Poor employee health means reduced productivity and increased expenses for the
11
employer. This is the main reason why many global organizations are giving serious
attention to various health and nutritional assessment programs or activities (Ramlall,
2012). Travis and Ryan (2004) state that employees are aware of detrimental behaviors
such as smoking, drug and alcohol abuse which may affect their health in general resulting
in lowering their productivity in the workplace. Kumar, McCalla and Lybeck (2019)
explain that a healthy nutritional diet constitutes a healthy body that is strong and fights
diseases thereby increasing an individual’s productivity level in the workplace.
A case study by Selecky (2017) utilizing an internal company’s resources and employee
survey examined questions related to the efficacy of nutritional health diets programs
among university employees and how it affects employee productivity. The results of the
employee survey showed that there is a correlation between eating a balanced diet and being
more productive at work. Also, there is a link between being in good physical health,
potentially because employees participate in the wellness program, and being productive at
work. Cartwright and Holdsworth (2015) on the other hand found that employees who do
not eat a very balanced diet, do not like the company’s wellness plan and are not convinced
that it would make employees more productive. For a company designing its wellness
program, it should tap information through an employee health assessment on how many
employees have each of the significant risk factors for using medical services and determine
which risk factors to target in its wellness program (Ataullah & Sahota, 2014). By doing
so, organizations will be in a position to tailor health and nutrition programs that best suit
their employees in order to increase their productivity at work.
Mattke, Schnyer and Busum (2012) reported that 92% of employers with 200 or more
employees offered corporate wellness programmes in 2009 that entailed health and
nutrition assessment risks. Moreover, the most frequently targeted behaviors are exercise
(addressed by 63% of employers with programmes), smoking (60%), and weight loss
(53%). Poor dietary practices and eating behavior contribute to preventable illness and
premature death. Substantial evidence links employee productivity and healthy diet
constituting calorie intake to achieving or maintaining optimum body weight with lower
rates of the three major chronic diseases - heart disease, diabetes and cancer (Cavico &
Mujtaba, 2010). Physical wellness encourages employees to take care of their bodies
through physical activity, proper nutrition and a strong mind. Furthermore, Goetzel and
Ozminkowski (2018) emphasizes self-care or self-management referring to the notion that
12
the individual is an active participant in his or her medical treatment or in ensuring health
maintenance in order to attain optimum productivity at work. These include all the things
employees can do to maintain their health, such as eating well, exercising, not smoking,
using alcohol in moderation, managing stress, performing safety checks at home and at
work and maintaining a healthy body weight.
2.2.2 Leadership and Health Management
The term management standard refers to a set of principles agreed on by organizations in
consensus in order to enhance health and wellness by identifying work-related stress
hazards and reducing associated risks. Although a management standard does not
necessarily impose obligations of adherence, it is important that a management standard
regarding work-related stress and the influence on employee health and wellness be
developed (Sieberhagen, Pienaar & Els, 2011). Managers who connect with employees
establishing good rapport and healthy communication norms are more effective than those
who do not. Developing a sincere interest in individuals and ability to promote positive
feelings in the work team is vitally important in garnering cooperation. Policies that support
interpersonal and communication skills among managers help set the stage for a healthier
work environment. In fact, the Partnership for Prevention recommends that managers
receive training in both leadership and stress management (Partnership for Prevention,
2017). Everyone appreciates support and encouragement. The workplace climate
established by policies, co-worker behavior, and leadership styles affects employee well-
being physically, emotionally, and psychologically (Bowling, 2017).
Support from the top tells employees that worksite wellness is a priority at your
organization. Studies show your programme has better opportunity to contain costs and
improve employees' health with the support of your top management. Bowling (2017)
emphasize that leadership is about setting the example. Management must champion and
participate in the programme. The top manager does not need to run a marathon, but he or
she should embrace a healthful lifestyle by completing an annual health risk assessment,
receiving an annual physical check, participating in corporate wellness events offered by
the company and taking part in community wellness events. Management should not expect
immediate results because this is a long-term commitment. Management helps in obtaining
resources needed for the worksite wellness programme and in communicating the
importance of worksite wellness. Cole and Kelly (2011) argue that it is critical that stress
13
related to work must be risk assessed and managed like any other hazard. Where
government enforces legislation, the use of management standards is more self-regulatory.
Leadership in the workplace requires strong commitment to corporate wellness programs
especially by senior and middle management as well as by external stakeholders, such as
unions. Mattke, Liu, Caloyeras, Huang, Busum, Khodyakov and Shier (2016) point to the
example of Johnson & Johnson, where a “champion,” who is a senior level manager, is
identified for each component of the wellness programme; and this wellness “champion”
is responsible for taking the lead in developing and promoting his or her wellness
component. He further emphasizes the “alignment with mission” factor, that is, a
characteristic of many successful programmes is an explicit linkage between the goals of
these efforts and an overarching organizational mission.
2.2.3 Physical Fitness Capacity
The largest productivity gains are for those employees who remediate a health problem
identified by fitness capacity activities. The productivity of these employees improves not
only via all three of the previously discussed mechanisms - job satisfaction, reciprocity and
increased well-being but also via fitness capacity activity improvements brought about by
addressing the identified health issue (Gibbs & Cartwright, 2015). There is consensus in
the occupational health literature that poor health attributed by lack of exercise reduces
employee productivity levels in the workplace and has substantive effects on wages, hours
worked, labor force participation, job choice, turnover, retirement, structure of
employment, and occupational choice (Currie & Madrian, 2017). The direct link between
fitness capacity activities and on-the-job productivity at the individual level, however, bears
scant evidence in the social and behavioral sciences. Instead, health has been indirectly
linked to productivity through human capital development, identified through educational
attainment or through national and other macro-level measures (Becker & Gerhard, 2017).
The idea of the relationship between productivity and physical fitness of an employee needs
no justification. It is evident from the thinking that only a physically fit individual can
perform more physically demanding tasks at work and withstand workload pressures and
over-time. As such, a person who is physically fit can serve better at work and be productive
compared to an unfit person (Sharifzadeh, 2013). The occupational health and medical
literatures use self-reported survey data to link productivity loss to a variety of mental and
physical health conditions, including diabetes, depression, anxiety, cancer, migraines, and
14
arthritis (Stewart, Dennison, Kohl & Doyle, 2013). Study surveys link productivity losses
with health problems caused by lack of physical fitness exercises; these include migraines,
allergies, asthma, influenza, and depression. Even when health improvements are not
specifically tied to an individual’s capability to carry out a critical job task, improvements
may increase worker productivity on tasks due to improved mental health and reduced
distraction from pain and discomfort (Miller, 2015).
Gubler, Larkin and Pierce (2016) asserted that corporate wellness programs which
incorporated physical fitness indicated objective productivity improvements in industrial
workers. Almost 90% of companies use corporate wellness programs designed to improve
employee health through initiating physical fitness capacity exercises. Existing research
has focused on measuring cost savings from reduced insurance rates and absenteeism. First,
physical fitness exercise programs in the workplace increase employee productivity
through an active strong body and gratitude or reciprocity from those who discover a
previously undiagnosed illness. Second, physical fitness capacity activities increase
employee capability by spurring them to take actions that improve health, well-being and
ultimately productivity. Aldana and Jacobson (2014) tested a wellness program
implemented at multiple plants of an industrial laundry company. Using a three-year panel
of individual productivity and medical data, they found that fitness capacity program
participation increased productivity by 5%, compared to non-participants, regardless of
pre-existing health levels or post-program health changes, suggesting increased employee
productivity for participants. Moreover, many sick and healthy individuals improved their
health, increasing productivity by 11%. Surveys indicate that many employees, regardless
of pre-existing health levels, improved their diet and exercise from the program (Barr-
Anderson, AuYoung, Whitt-Glover, Glenn & Yance, 2013).
2.3 Influence of Financial Wellness Programs on Employee Productivity
Kim (2018) defined financial wellness as a function of individual characteristics, financial
behaviors, and financial stressor events. Financial wellbeing refers to subjective
perceptions and objective indicators of an individual’s personal financial status. First,
economic wellbeing consists of three components: awareness of economic wellbeing,
financial adequacy, and financial security in fulfilment of one’s own personal life.
Economic well-being is defined as having present and future financial security. Financial
adequacy includes the ability of individuals, families, and communities to consistently meet
15
their basic needs (including food, housing, utilities, health care, transportation, education,
child care, clothing, and paid taxes), and have control over their day-to-day finances. It also
includes the ability to make economic choices and feel a sense of security, satisfaction, and
personal fulfillment with one’s personal finances and employment pursuits. Financial
security includes the ability to absorb financial shocks, meet financial goals, build financial
assets, and maintain adequate income throughout the life-span (Council of Social Work
Education, 2016). Financial wellbeing can, therefore, be described as people’s perception
of the economy of their country and how easily they adjust to the environment. In this
context, financial wellbeing is regarded as people’s perception of their current financial
situation. In this light, constant financial concerns and problems could negatively affect
employees’ perception on their state of finances, which could then cause more issues to
arise, eventually leading to extreme financial stress and lowering their productivity at work
(Joo, 2018). The elements that link financial wellness programs on employee productivity
that will be discussed in subsequent subsections below entails; personal finances wellbeing,
financial stress and financial education (Osilla & Busum, 2012).
2.3.1 Personal Finances Wellbeing
Personal finances can be viewed as both objective and subjective aspects of financial
situations evaluated against standards of comparison in order to shape one’s opinion of a
financial situation. According to Rath, Harter and Grupper (2015), people with high
financial wellness manage their personal finances well and spend their money wisely.
Personal satisfaction levels within six relevant areas, namely economic, financial, personal,
relaxation, healthiness and environmental contributes to the productivity levels of an
individual. Wellbeing can also be defined as the satisfaction levels with economic, physical,
social, emotional, environmental, political and spiritual aspects and factors. Therefore,
financial wellness can be seen as a relevant aspect of welfare and expediency of employee
productivity. Therefore, in general, wellbeing is defined as “a state of being healthy, happy
and free from worry” (Zimmerman & Woolf, 2014).
According to Taft, Hosein, Mehrizi and Roshan (2013), personal financial wellbeing can
be termed as both a function of physical and emotional determinants of one’s financial
position and one’s feeling of satisfaction with one’s financial status and can boost their
morale at work making them to become more productive. Financial wellbeing can also be
viewed as the way in which people control their money on a daily basis, make use of short-
16
term precautionary savings, set financial goals such as when to buy a new car, create wealth
management tools and gain financial confidence. Joo (2018) indicated that the terms
financial wellbeing and financial wellness are used to describe the same concept. In this
context, financial wellness can be seen as a proactive approach in maintaining healthy and
stable wealth. Personal financial wellness is conceptualized as an individual’s financial
health level. Within this sense, financial health can include the level of satisfaction with
physical and emotional aspects of an individual’s financial situation, financial stability and
the necessary levels of financial resources. Therefore, in short, financial wellbeing could
represent being financially independent, healthy and carefree in line with the current
financial situation.
Bruner and Cooper (1991) identified issues related to personal finance and noted that
financial stress is a result of lack of financial wellbeing that affects employee productivity
at workplaces. A few relevant examples are financial distresses and hardships, family
relationships, and also psychological aspects. Various studies have been executed to
investigate people’s financial behaviors and what has been done to control their applicable
financial situations to ultimately attain financial freedom and realization that affects their
productivity at work (Sporakowski, 1979). Contributing to increased health problems are
credit card debt and any stress relating to debt. Increased financial interference as well as
personal financial difficulties could be due to low levels of financial literacy and knowledge
(Taft et al., 2013). Financial literacy’ refers to adequate knowledge of personal finance
facts and vocabulary for successful personal financial management. Previous research has
pointed out various factors that affect a person’s financial wellbeing which, in turn, affects
a person’s overall wellbeing. People do not live compartmentalized lives, and millions
carry financial burdens each day from home to work. This affects their ability to perform
at work and causes a decrease in productivity at work. In turn, the total cost of employment
is increased (Zimmerman, 2015).
Vosloo, Fouche and Barnard (2014) noted that financial stress is a condition that is
becoming more prevalent in today’s society due to factors such as high debt levels, low
savings and economic recessions. With these increasing pressures on personal finances and
its interference on employee productivity at work, management should attempt to improve
employees’ financial well-being. Management needs to be convinced that their actions can
improve their employees’ financial well-being. Vosloo et al. (2014) established and
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measured the relationship that the subjective measures financial efficacy and corporate
wellness programs with remuneration have on employee productivity. Personal financial
efficacy and corporate wellness programs with remuneration were found to have a strong
positive relationship with employee productivity. The study also established that the
relationship between corporate wellness remuneration programs and personal financial
well-being in the workplace was stronger in people with higher financial efficacy. It is
argued that management can intervene with employees’ financial well-being by improving
financial efficacy through financial education wellness programs and by improving
employee productivity with remuneration. Employee productivity with remuneration can
be increased by increasing actual remuneration and benefits, addressing administrative
issues of the pay system, addressing staff morale or by increasing financial efficacy.
Employees with higher personal financial wellbeing will contribute to the better
performance of the entity as a result of increased productivity at work (Vosloo et al., 2014).
2.3.2 Financial Stress
Mills, Grasmick, Morgan and Wenk (2017) states that financial stress is part of the
everyday lives of people, whether we choose to accept this or not. This undeniable reality
of financial stress has a noteworthy influence on both productivity and absenteeism.
Employee financial problems are one of the four major problems in the workplace. He
reported that 10% is a very conservative estimate of the number of employees in the
workplace with financial difficulties. Garman, Leech and Grable (2016) indicated that
approximately 15% of employees in universities in the United States (US) are currently
experiencing stress from poor financial behaviors to the extent that it has a negative impact
on their productivity. Employees battling with financial difficulties throughout the business
hours of the organization are also therefore not capable of focusing and being productive.
Financial distress has negative workplace outcomes, such as decreased dedication to the
organization, rivalry between emotions of personal finance and productive hours, less
satisfaction with compensation remuneration, idle work time while dealing with personal
finances, increased absenteeism and deprived levels of health (Prawitz & Thomas, 2017).
Stress associated with employees’ poor personal financial behaviors causes substantial
costs to employers (Garman et al., 2016).
Although employees’ levels of financial stress have lessened since the Great Recession, in
a recent survey a majority (54%) of employees reported that financial issues caused them
18
stress (PricewaterhouseCoopers, 2018). Another study found that 41% of respondents dealt
with personal financial issues while at work more than once per month (American
Psychological Association, 2015). Nearly one third (30%) of employees said they could not
cover their basic needs without using credit cards (PricewaterhouseCoopers, 2015).
Concerning financial problems affecting a substantial proportion of their employees, 67%
and 50% of employers cited credit card and other debt and trouble paying for basic needs
such as housing, respectively (Mrkvicka, Stich & Held, 2016). Employee financial stress is
reflected in evidence concerning retirement plan withdrawals. Nearly one in four workers
reported making withdrawals from retirement plans for nonretirement expenses
(PricewaterhouseCoopers, 2017). Employee loan or hardship withdrawal requests from
defined contribution plans are higher than in previous years (Society for Human Resource
Management, 2014). Fellowes and Willemin (2013) found that 75% of households that
completely cashed out their retirement plans identified difficulty meeting basic financial
needs as the reason. Similarly, households that experienced one or more financial shocks,
such as a major car repair in the past year, were more likely to make a retirement plan
withdrawal (13%) compared to households that had not experienced a shock (2%).
The financial struggles of U.S. households carry over into the workplace via absenteeism
(Mrkvicka et al., 2016) and diminished productivity (Callen, Lindley, & Niederhauser,
2013). One third of employers said employees’ personal financial issues were very
impactful on employee productivity (Mrkvicka et al., 2016). Over one third (36%) of
employees more than one half (51%) of whom had incomes below $50,000 per year said
financial stress had impacted their employee productivity at the workplace. Personal
financial issues are a distraction at work, 43% of whom said they take three or more hours
per week to think about or deal with these issues. Financial problems have affected work
productivity and attendance among 18% and 11% of employees, respectively (Bryson,
Forth & Stokes, 2015). This brings in the need for organizations to incorporate financial
wellness programs to help curb financial stress experienced by employees.
Employees with high financial stress and low financial well-being tend to be more
frequently absent from work (Kim & Garman, 2013). It has also been found that worker
productivity and workers’ financial well-being are positively related. Employees’ financial
concerns impede their work and they use time at work to attend to financial issues. Kim
and Garman (2013) also found financial stress to be negatively related to organizational
19
commitment. Considering that employees who are financially sound with personal finances
have a smaller interference, they will become more productive in the workplace thereby
benefit an organization. As a result, management should consider ways in which they can
increase employees’ financial well-being to ensure less interference at work. According to
Gathergood (2012), the measurement of financial well-being includes the remuneration
level, it should theoretically increase financial well-being when the level of remuneration
is raised. Secondly, researchers have suggested that employers should provide employees
with financial education programmes in order to improve personal financial stress in order
to boost their morale thereby affecting their productivity at work.
2.3.3 Financial Education
Financial education has been identified in research as a factor that could potentially benefit
financial well-being. An increase in financial literacy has been found to decrease financial
stress (Steen & MacKenzie, 2013) and increase financial well-being (Kumaran, 2013). In
addition, research has also shown that financial literacy increases a person’s financial
efficacy making them to become productive in their workplace. Financial literacy alone is
not enough to ensure control over personal finances; financial efficacy is equally as
important. Kim and Garman (2013) finding that higher financial efficacy predicts fewer
financial problems (i.e. more control over personal finances) supported this notion. Upon
further inspection of the efficacy concept, it was noted that higher self-efficacy motivates
people to try harder to master challenges. Increased financial efficacy enables a person to
overcome financial difficulty more easily and effectively increase his/her financial well-
being resulting to increased productivity levels at work.
Some researchers have indirectly studied the relationship between financial efficacy and
financial wellbeing in light of employee productivity. Xiao, Tang, Serido and Shim (2011)
divided perceived behavioural control into financial efficacy and controllability. Perceived
behavioral control was found to have a positive relationship with good financial behaviors.
Good financial behavior, in turn, was found to have positive relationships with employee
productivity (Staten & Johnson, 2016). Debt was one of the objective indicators used in
order to determine the level of financial well-being. Therefore, financial efficacy wellness
programs were found to indirectly have a positive relationship with employee productivity.
Some researchers use financial satisfaction as a measure of financial well-being wellness
programs in the workplace to improve employee productivity (Shim & Steers, 2019).
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2.4 Influence of Social Wellness Programs on Employee Productivity
Social wellness refers to the relationships we have and how we interact with others. Our
relationships can offer support during difficult times. Social wellness involves building
healthy, nurturing and supportive relationships as well as fostering a genuine connection
with those around you (Olumuyiwa et al., 2015). Workers or employees are often attracted
into certain organization not only because of the pays packages that are stated in the advert
but also because of the benefits attached to them. These benefits usually include housing,
transport, medical, pension or retirement benefits to name but a few (Stone, Deadrick &
Lukaszewski, 2016). These attractions also constitute to considerable objectives for which
such individuals make up their minds to these primary attractions. Lack of these social
benefits by the organization will certainly lower the morale as well as the productivity of
such individuals which will in turn affect the organization’s performance. Social wellness
programs is a dynamic concept as new welfare measures are added to the existing ones
along with social changes. The modern concept of social wellness entails all those activities
of the employers, which are directed towards providing the employees with certain facilities
and services in addition to wages and salaries that can increase employee productivity.
Social wellness facilities are essential for the health of the organization since they bear a
close connection with the productivities of the labour force. Social wellness program
measures increase the productivity of employees and organizations and promotes healthy
organizational relations thereby maintaining industrial peace and retain the employees for
longer duration (Shields, 2014). The elements that link social wellness programs on
employee productivity that will be discussed in subsequent subsections below entails;
psychological need satisfaction, psycho-social wellness and lastly, organizational wellness
and work-life balance (Osilla & Busum, 2012).
2.4.1 Psychological Need Satisfaction
Psychological need satisfaction and organizational trust are theoretically related as having
basic needs met at work, develops an employee’s belief that their employer can and will
safeguard their best interests thereby increasing employee productivity at work (Stone et
al., 2016). These factors are included in this review because they direct attention towards
an important cultural factor (i.e. trust) and relational factor (need satisfaction). At the
cultural level, the content of an employee’s trust beliefs is likely to emerge from direct
experience, vicarious observations, and anecdotal reports about how the organization
conducts itself towards employees. More specifically, trust will form based on an
21
assessment of how the organization characteristically addresses a range of employee equity
issues (e.g. gender, race, pay, career progression), provides safe working conditions (e.g.
compliance with OH&S legislation), provides adequate resources to employees and
demonstrates social responsibility (Dobrowolski, 2014). As such, organizational trust will
indicate something about an employee’s general receptivity towards any organizational
initiative as it integrates micro level psychological processes and group dynamics with
macro level organizational elements (Spence, 2015).
Employees spend many hours of their life at the workplace and work concerns cannot be
seen as separate from their personal and social lives. Chronic health conditions including
those resulting from HIV/AIDS, trauma, substance abuse, and relationship problems are
some of the concerns that filter into the job environment and influence absenteeism,
accidents and general productivity. The workplace has developed social intervention
wellness programs to mediate and support employees (Pillay & Terblanche, 2012).
Nyakwara, Shiundu and Gongera (2014) evaluated the social wellness programs facilities
as an intervention strategy of industrial unrest on employee productivity at Mumias Sugar
Company, Kenya. The findings from the study indicated that the major forms of industrial
unrest experienced by MSC were strikes and the main cause of this was inflexibility of
terms and conditions of employment. The study found that industrial unrest intervention
strategies employed at MSC did not only address the issue of unrest but also enhanced
employee productivity.
Lagat, Mutai and Kosgey (2014) examined the importance of social employee welfare
programs and employee productivity in UASU, Kenya. The study established that trade
unions play a key role in enhancing social employee welfare programs and employee
productivity in organizations. Results indicated that the UASU had different but positive
impacts on the variables affecting social employee welfare programs and, consequently,
employee productivity. In descending order of importance, maternity, pension, housing and
medical schemes were some of the benefits from the social welfare program activities of
the UASU. It is therefore vital for organizations to introduce social wellness programs to
their workplaces in order to increase employee productivity (Manning, 2019).
Weldon and Muathe (2014) deliberated on critical review of literature on employee
wellness programs in Kenya. The study revealed that employee wellness is said to be very
expensive and may not have a significant impact on the productivity of employees as well
22
as performance of the organization. It has more potential of capturing wider influences
related to a person’s individual characteristics and behaviors, the social, physical and
economic environment. However, studies show a contrasting view on the benefits as
outweighing the costs involved with substantive reduction of medicare costs, limited
illness-related absenteeism, increased productivity and better quality of life. The intended
benefits of improved employee productivity resulting from good health, enhanced morale,
reduced stress and burnout among employees are realistic if such social wellness programs
are fully operationalized in modern day workplaces.
2.4.2 Psycho-social Wellness
Psycho-social wellness can be seen as traditionally focusing on preventing and addressing
psychosocial hazards, such as stress, physical and emotional violence, overload, substance
abuse, etc., through risk assessments and policies, as well as organizational, environmental
and individually focused interventions (Steinmann, 2016). An Employee Assistance
Program is defined as a corporate wellness program designed to assist in the identification
and resolution of productivity problems associated with employees who experience
personal concerns. These concerns may include health, marital, family, financial, alcohol,
drug, legal, emotional, stress, or other personal factors which may adversely affect
employee productivity.
Personal problems are recognized as conditions, which can be overcome. The personal
reasons employees sought help from corporate wellness programs included post-traumatic
stress, personal trauma, bereavement, emotional burnout, stress, depression, work, marital
and family related problems are responsive to treatment and curative psychosocial
interventions (Ratnawat & Jha, 2014). These personal reasons for using corporate wellness
program services are indications of larger social issues and gives credence to the need for
programmes to evolve to address broader social issues in the community, such as social
development. The corporate wellness program is therefore a programme through which
employees may have access to professional assistance for a wide range of personal,
interpersonal and work-related concerns and challenges that enable them increase their
productivity at work. These wellness programs are further designed to encourage
employees to take personal responsibility for their psycho-social health and wellness.
Employees experiencing personal problems, which may affect their personal lives and work
23
productivity, can receive professional assistance from registered psychologists and social
workers (Makgato, 2016).
According to Ott-Holland, Shepherd and Ryan (2019), the return on investment of
employer wellness programs has been heavily debated in recent years, yet existing research
has failed to adequately assess the psychological factors that motivate program
participation and how participation relates to organizationally relevant employee attitudes
and behaviors. Using data over a 3-year period, they found beliefs about the value of
employee wellness programs and perceived organizational support (POS) for wellness to
be linked to wellness program participation through the mediation of intention to participate
in the wellness program. Those with greater wellness participation were found to have
higher productivity ratings, higher job satisfaction, higher intention to stay, and lower
turnover. However, the effects for job satisfaction and intention to stay disappeared when
controlling for prior levels of satisfaction and intention to stay in cross-lagged models.
2.4.3 Organizational Wellness and Work-Life Balance
Organizational wellness promotes an organizational culture that is conducive to individual
and organizational wellness and work-life balance in order to enhance the effectiveness and
efficiency of the Public Service (Ozguner & Ozguner, 2014). The intended outcome of
wellness management is to maximize and sustain the potential of human capital and an
effective employee productivity that is positively responsive to the needs of the public.
Organizational wellness also relates to issues such as moral regeneration, integrity,
organizational ethics, values, whistleblowing and productivity which are crucial to instill a
coherent sense of moral wellbeing within employees. Given the increase in corruption in
general, and the interrelatedness between bullying and corruption, absenteeism,
productivity, etc., organizational wellness deserves to be a stand-alone issue (Steinmann,
2016).
One perspective is that employers who provide organizational wellness programmes are
viewed as having more concern for their employees and as a result enhance employees‟
attitudes toward the organization resulting to increased employee productivity. A growing
number of companies have committed to providing organizational wellness programmes to
help improve the health of employees, control health care, absence and absenteeism costs,
and to provide an additional benefit to employees (Parks & Steelmann, 2016). Medical aid
companies have also seen the benefit of promoting client wellness, such as Discovery
24
Health, which first implemented preventive health-based strategies to enhance wellness
(Ndlela, 2015).
Work-life balance, in its broadest sense, is defined as a satisfactory level of involvement or
“fit” between the multiple roles in a person’s life. Although definitions and explanations
vary, work-life balance is generally associated with equilibrium, or maintaining an overall
sense of harmony in life. The study of work-life balance involves the examination of
people’s ability to manage simultaneously the multifaceted demands of life (Clarke, Koch
& Hill, 2014). The Work- Life Balance Programme promotes flexibility in the workplace
to accommodate work, personal and family needs, which can result in benefits to
organizations due to higher levels of employee productivity. Work-life balance has become
a challenge for the organizations because of an increased need to improve the productivity
of the employees, maintaining and retaining them with a precious knowledge of the
company and keeping up the speed with the current trends in the workplace (Tariq, Aslam,
Siddique & Tanveer, 2016).
Dunne and Teg (2014) noted that businesses today are operating in an extreme competitive
environment with an increased need to be more responsive and more efficient than their
competitors. Additionally, employees today are pressurizing their employers for rewarding
their employment with respect to their utilization of skills, rewarding their career and
managing their lives outside the workplace. It compels the organizations to be more
responsive and flexible for their workers. Organizations that are failing to consider these
issues are facing the crucial problem of brain drain and are losing their professional experts.
Joshi and Sodhi (2015) emphasized that work-life balance is a two-dimensional approach
i.e. organizational approach and individual approach. Work-life balance was traditionally
defined in the framework of organization as what organizations do for the individuals
(organizational approach) and (individual approach) what individuals do for themselves.
Most popular flexible working types include, working part time, flexi-time working,
compressed work weeks, job sharing and job splitting, term time working, telecommuting,
career breaks, unpaid leave, dependent care initiatives and staggered work weeks is the
match that an employee achieves in contributing to being more or less productive the
workplace (Tariq et al., 2016). Work life balance as the name indicates is to achieve a level
of equilibrium, symmetry or stability which thus creates harmony and synchronization in a
person’s overall life (Clarke et al., 2014). Work-life programmes have the potential to
25
significantly improve employee productivity, reduce absenteeism, and retain organizational
knowledge, particularly during difficult economic times (Tariq et al., 2016).
2.5 Chapter Summary
This chapter has described the literature review based on the specific objectives related to
the influence of corporate wellness programs on employee productivity. The first section
has discussed literature review on the influence of physical wellness programs on employee
productivity with a focus on health and nutrition assessment, health management and
physical fitness capacity. The second section has discussed how financial wellness
programs influence employee productivity in terms of personal finances wellbeing,
financial stress and financial education. The third section has discussed how social wellness
programs influence employee productivity in terms of psychological need satisfaction,
psycho-social wellness and organizational wellness and work-life balance. Chapter three
outlines the research methodology that was used to conduct the study.
26
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter provides a discussion of the research methodology that was used in conducting
the study. The chapter provides the research design, the target population and sampling
design, data collection methods, the research procedures and the data analysis methods.
3.2 Research Design
According to Gravetter and Forzano (2015), research design involves measuring a set of
variables as they exist naturally in order to arrive at answers to research questions.
Easterby-Smith, Thorpe and Jackson (2012) expounds that research design is the systematic
framework that guide the collection and analysis of in order to realize research objectives.
The study adopted descriptive research design in order to show the extent to which
conditions in a situation are connected (Tavakoli, 2017). This research design was deemed
suitable for the study because it emphasizes on the “what” and not on the “why” of the
subject area. Therefore, it describes the subject matter of the study, situations, behavior or
the phenomenon rather than the reasons as to why it happens. This approach was preferred
for this study because it described what aspects influence corporate wellness programs to a
larger population, in this case, USIU-A and gain an understanding of the relationship
between dependent variable (employee productivity) and independent variables (physical
wellness programs, financial wellness programs, social wellness programs) that were
studied.
3.3 Population and Sampling
This section discusses population and sampling design that was used in the study.
3.3.1 Population
According to Cox (2013), target population refers to a group of people that will be the focus
of study. Population is the universe of all members of a real or hypothetical set of people,
events or objects to which an investigator wishes to generalize the results (Borg & Gall,
2015). The population of interest in this study comprised a total of four hundred and fifty-
eight (458) employees at USIU-A consisting of two categories which includes; faculty staff
27
and support staff. The population distribution showing categories of the employees is
presented in Table 3.1 below.
Table 3.1: Population Distribution
Employee Categories Population (f) Percentage (%) of Total
Faculty Staff 161 35%
Support Staff 297 65%
Total (N) 458 100%
Source: (USIU-A Human Resource, 2019)
3.3.2 Sampling Design
Cooper and Schindler (2013) have described sampling design as a method of selecting a
sample from a specific population, hence it is the procedure used by researchers use in
selecting items for the study’s sample. They conclude that sampling design is the
determination of the target population, parameters of interest, sampling frame, sampling
method and sample size. The sampling design refers to the sampling frame, sampling
technique and the sample size that was used in the study.
3.3.2.1 Sampling Frame
The term “sampling frame” refers to an objective list where the sample is drawn from (Hair,
Celsi, Money, Samouel & Page, 2015). A sampling frame needs to be comprehensive,
correct and reliable. It is a credible, complete and correct list of the population members,
which could be provided by databases or other dependable sources (Denscombe, 2014).
The sampling frame for this study included a recorded list of 458 employees obtained from
the USIU-A Human Resource Department as at December 2019.
3.3.2.2 Sampling Technique
Cooper and Schindler (2014) have described sampling technique as a method of selecting
a sample from a given population. There exist various types of sampling techniques which
include; the probability and the non-probability techniques. Probability sampling
techniques are used for quantitative studies where subjects of the sample are chosen based
on known probabilities (Sekaran & Bougie, 2016). Probability sampling techniques include
simple random, stratified random, cluster random and systematic random sampling
28
technique. Non-probability sampling techniques are used for qualitative studies to develop
theories where subjects of the sample are not based on random sampling methods and
include convenience, judgmental, quota and snowball sampling technique (Gravetter &
Forzano, 2015).
The study adopted stratified and simple random sampling technique to identify the targets.
Stratification involves the process of segmenting the members of the population into
homogenous subgroups before the sampling starts while random sampling involves the
selection of samples literally at random such that the resulting sample is likely to be
representative of the whole population (Saunders, Lewis & Thornhill, 2016). In a random
sample, each member of the population is likely to be chosen as part of the sample. The
sample is picked from a certain number of cases out of the total number of possible cases
in the sampling frame (Vanderstoep & Johnson, 2014). The basic requirement of simple
random sampling is that each case in the study has an equal chance of being selected,
meaning that no one case is more likely to be chosen than another (Gravertter & Forzano,
2015). In this study, stratification was done based on the two employee categories; Faculty
staff and Support staff.
3.3.2.3 Sample Size
Fox and Bayat (2015) define sample size as a smaller set of the larger population. In
determining an adequate sample size, Singh and Masuku (2014) proposed the use of a
simple approach based on Yamane (1973) statistical formula to select an appropriate
sample size from a finite population which assumes 95% confidence level. The
representation was derived from the formulae below:
n = N / (1 + Ne2)
Where;
n = required sample size
N = population size
e = alpha level, that is, allowable error e = 0.05 at 95% confidence interval
Substituting for the formula above, the sample size was calculated as follows:
n = 458 / [1 + 458 (0.05*0.05)] = 458 / 2.145 = 213.5198 ≈ 214
Sample Size (n) = 214
29
The study utilized a sample size of 214 employees at USIU-A drawn from Nairobi County.
This was proportionately allocated based on the population size of each strata as shown in
Table 3.2.
Table 3.2: Sample Size Distribution
Employee Categories Population (f)
(%) Sample
Proportion
Sample Size
(n)
Faculty Staff 161 35% 75
Support Staff 297 65% 139
Totals 458 100% 214
3.4 Data Collection Methods
The study used primary data in which a questionnaire was adopted. Saunders et al. (2016)
defines a questionnaire as the general term including all data collection techniques in which
each person is asked to answer the same set of questions in a predetermined order.
According to Denscombe (2014), the use of questionnaires is justified as an effective way
of collecting information questionnaires from a large sample within a short period of time
and at a reduced cost compared to other methods.
The questionnaire used closed ended questions in line with the specific objectives of the
study to ensure consistency, easy coding, and data analysis. The questionnaire was also
formulated using a five point Likert scale for each questions ranging from 1 - 5 where;
1=Strongly Disagree, 2=Disagree, 3=Not Sure, 4=Agree and 5=Strongly Agree. Likert
scale was used because it means that the collected data was quantitative in nature and made
it easier for the researcher to draw conclusions, draw results and create graphical figures
from the responses.
The questionnaire consisted of five sections. The first section comprised of general
questions seeking to collect information on the respondents’ demographic data that entails
gender, level of education, period of occupation and employee department category.
Second section sought to collect information from the respondents regarding the first
specific objective on the influence of physical wellness programs on employee
productivity. The third section sought to collect information from the respondents regarding
30
the second specific objective on the influence of financial wellness programs on employee
productivity. The fourth sought to collect information from the respondents regarding the
third specific objective on the influence of social wellness programs on employee
productivity. The fifth section sought to collect information from the respondents on the
measure of employee productivity at USIU-A.
3.5 Research Procedures
Research procedure is the approach that was taken by the researcher to conduct the study
(Saunders, Lewis & Thornhill, 2017). The researcher sought permission from the
University to conduct research on the given topic by obtaining an introduction letter from
the USIU-Africa research office. The letter detailed the purpose of the research study to
avoid misunderstanding and ensure clarity. It further briefed the respondents on the data
the researcher needs from them, why this data was necessary, and the purpose it would be
used for, how the respondents would become part of the research and how the findings
would impact them. The researcher then obtained a research permit from the National
Commission of Science, Technology and Innovation (NACOSTI) and authorization from
USIU-A Research Office to use the University institution as a case study.
According to Cooper and Schindler (2013), validity can be achieved by pre-testing the
instrument to be used through the identification and changing of any irrelevant, ambiguous,
awkward, or offensive questions and technique. The pilot study sample consisted of 45
employees, that is, 10% of the sample of 458 employees at USIU-A.
A pilot study was conducted for each employee category to test the reliability and validity
of the questionnaire. Research validity refers to the correctness or truthfulness of an
inference that is made from a research study so that the results reflect the differences among
the participants drawn from the population (Saunders et al., 2016). The validity of a
research instrument is improved by use of a pilot study (Creswell, 2012).
According to Creswell (2012), testing for reliability of the research instrument is paramount
in research. Reliability seeks to determine if scores to items on a research instrument are
internally consistent, stable, and whether the test administration and scoring is consistent.
Mayer (2015) argues that pre-testing the research instruments reduces biases that may be
caused by measurement errors. Zohrabi (2013) extensively categorizes reliability into two
forms, that is, external and internal reliability. In the external reliability, focus is on the
31
replication of the study. The internal reliability conversely constitutes the consistency in
collection, analysis and interpretation of the data and it can be found when an independent
researcher comes to similar findings as the original researcher after re-analyzing the
information.
Warrens (2015) states that Cronbach’s alpha is the most commonly used coefficient for
approximation of reliability of test scores for structured questionnaires and for calculating
internal consistency. According to Jaramillo, Mulki and Marshall (2018), internal
consistency involves correlating the responses to each question to other questions in the
questionnaire and measuring the consistency of responses. Cronbach’s alpha values range
between 0 and 1 where a value of 0 indicates no reliability, while 1 indicates high reliability
(Warrens, 2015). However, the threshold for interpretation of reliability of the research
instrument is Cronbach’s alpha value of 0.7. Thus, Cronbach’s alpha values less than 0.7
indicate that the research instrument is unreliable while Cronbach’s alpha values equal to
or greater than 0.7 indicates that the research instrument is reliable (Saunders et al., 2017).
The questionnaire was accepted at reliability indices of 0.823, 0.785, 0.710 and 0.756 for
physical wellness programs, financial wellness programs, social wellness programs and
employee productivity respectively. The researcher later revised the questionnaire based
on the pilot study results to ensure its effectiveness.
The final questionnaires were electronically distributed via Email and WhatsApp to the
respondents for filling using Google forms. This facilitated real-time as well as prompt
feedback from the respondents. It also ensured adherence to safety measures by avoiding
physical contact with the respondents. This is in light of the global Covid-19 pandemic that
resulted to the University institution (USIU-A) partially closing its physical offices and
resorting to online operations until further notice. In order to maintain high level of ethics
and integrity standards, a high level of confidentiality was maintained. The researcher
briefed the respondents about the purpose of the study and requested the respondents to
maintain anonymity when filling the questionnaires.
3.6 Data Analysis Methods
Data analysis methods facilitate the development of patterns, clear descriptions and testing
of hypothesis. It involves descriptive statistical analysis and inferential statistical analysis.
Descriptive analysis refers to the procedures and measures by which quantitative data is
described. Descriptive statistics includes distributions and its measures of central tendency
32
such as mean, variance, standard deviations, frequencies and percentages (Creswell &
Guetterman, 2018). The study adopted descriptive analysis which entailed measure of
central tendency (mean) and the measures of spread (standard deviation). The mean and
standard deviation was presented using frequency distribution tables. The inferential
analysis carried out in this study included correlation analysis (Pearson’s correlation
coefficient) to test the strength of the relationship between the influence physical wellness
programs, financial wellness programs and social wellness programs on employee
productivity. The values of Pearson correlation range between -1 and 1; the drawing of the
values closer to one in absolute terms suggests a perfect correlation whereas values drawing
closer to zero suggest absence of correlation (Mertens, 2020). A multiple linear regression
analysis was also used to test the statistical significance and the relationship that existed
between the independent variables (physical wellness programs, financial wellness
programs, social wellness programs) and the dependent variable (employee productivity).
The Statistical Package for Social Sciences (SPSS version 24.0) program was used as the
main statistical tool to organize and analyze the collected data. Study findings were
presented in figures and tables making it relatively easy to summarize and interpret the
findings of the study. The selection of data analysis methods was dictated by the objectives
of the study, researcher method, and the data collection techniques. Regression analysis
was used to find out the connection amongst the dependent and the independent variables.
The results obtained were presented in tables.
3.7 Chapter Summary
This chapter has described the methodology that was used to conduct the study. The chapter
has discussed the research design, population and sampling design, data collection
methods, the research procedure as well as the data analysis and presentation methods that
the researcher used for the study. Findings and results were discussed in chapter four.
33
CHAPTER FOUR
4.0 RESULTS AND FINDINGS
4.1 Introduction
This chapter presents the results and findings of the research study objectives with respect
to data collected from the respondents on the influence of corporate wellness programs on
employee productivity at United States International University – Africa. The first section
presents descriptive analysis of demographic information of the respondents. The second
section addresses findings on the influence of physical wellness programs on employee
productivity. The third section presents the findings on the influence of financial wellness
programs on employee productivity. The last and fourth section presents the findings on
the influence of social wellness programs on employee productivity. A summary of the
major findings is presented at the end of this chapter.
4.2 Response Rate
The study administered a total of 214 questionnaires to the respondents, out of which 187
questionnaires were duly filled and returned. This indicated a response rate of 87%. This
response was considered admissible and representative of the population in conformity with
recommendations by Mugenda and Mugenda (2012) who adds that a response rate of 50%
is adequate enough for analysis and reporting a rate of 60% is deemed to be generally good
while a response rate of above 70% is considered excellent. This implied that the response
rate for this study was excellent and increases confidence for generalization. The finding
was presented in Figure 4.1.
Figure 4.1: Response Rate
Non-response
13%
Response
87%
Response Rate (%)
Non-response Response
34
4.3 Demographic Information
This section sought to establish the demographic information of the respondents so as to
have an understanding of their suitability to undertake the study. The demographic
information included the respondents’ gender, age, level of education, years of work
experience and work department. The subsequent sections present the findings.
4.3.1 Distribution by Gender
The study sought to establish the distribution of respondents by gender. The findings
presented in Figure 4.2 below established that female respondents accounted for 58% while
male respondents accounted for 42%. This implied that both genders were included thereby
providing a good study representation.
Figure 4.2: Distribution by Gender
4.3.2 Distribution by Age Group
The study sought to establish the distribution of respondents by age group. The findings
presented in Figure 4.3 below established that respondents aged between 41 – 50 years
accounted 45% while 28% of the respondents were aged above 50 years. The remaining
27% of the respondents were aged between 26 – 40 years.
Male
42%
Female
58%
Gender (%)
Male Female
35
Figure 4.3: Distribution by Age Group
4.3.3 Distribution by Highest Education Level
The study sought to determine the respondents’ distribution by the highest education level
attained. The findings presented in Figure 4.4 reveals that respondents’ who were Master’s
degree holders accounted for 40% while 31% of the respondents were PhD holders. The
remaining 24% and 5% of the respondents were Bachelors’ Degree holders and
Diploma/Professional certificate holders respectively. These results imply that employees
at USIU-A had attained diverse and relevant education level deemed necessary in
addressing the questionnaire and provided reliable responses for the study.
Figure 4.4: Distribution by Highest Level of Education
0%
5%
10%
15%
20%
25%
30%
35%
1 - 3 years 4 - 6 years 7 - 9 years Above 10 years
19%
33%
17%
31%
Age Group (%)
0%
20%
40%
PhD Master's Degree Bachelor's Degree Diploma/Professional
Certificate
31%40%
24%
5%
Highest Level of Education (%)
36
4.3.4 Distribution by Years of Work Experience
The study sought to establish the distribution of respondents by the number of years the
employees have been working at USIU-A. The results presented in Figure 4.5 established
that 33% of the respondents worked for 4 – 6 years while 31% of the respondents worked
at USIU-A for above 16 years. Those respondents that worked for 1 – 3 years and 7 – 9
years accounted for 19% and 17% respectively. These results imply that employees work
experience at USIU-A was varied thus provided diverse options and reliable information
for the study.
Figure 4.5: Distribution by Years of Work Experience
4.3.5 Distribution by Department Category
The study sought to establish the respondents’ distribution by department category they
represented. The findings presented in Figure 4.6 established that 68% of the respondents
represented faculty staff while 32% of the respondents represented support staff. These
results imply that the employees represented different categories of staff present as USIU
hence provided reliable information deemed adequate for the study.
0%
5%
10%
15%
20%
25%
30%
35%
1 - 3 years 4 - 6 years 7 - 9 years Above 10 years
19%
33%
17%
31%
Years of Work Experience (%)
37
Figure 4.6: Distribution by Department/Category
4.4 Influence of Physical Wellness Programs on Employee Productivity
This section sought to address the first specific objective on establishing the influence of
physical wellness programs on employee productivity. The cornerstone items that the study
focused on include; eating a nutritious healthy diet, maintaining physical fitness, taking
short walks, good health assessment rapport and physical wellness activities. In order to
achieve this, the extent to which the respondents agreed on the given statements was ranked
using a 5-point Likert scale ranging from 1 - 5, where, 1 = strongly disagree, 2 = disagree,
3 = not sure, 4 = agree and 5 = strongly agree. Means and standard deviations were
examined in order to indicate the magnitude of the responses as well as to provide objective
measures of data comparison. Mean scores of 3.5 and above (M > 3.5) denoted
effectiveness of the data. The results are presented in Table 4.1.
4.4.1 Descriptive Statistics of Physical Wellness Programs
Descriptive statistical analysis conducted included frequency distribution, mean and
standard deviation. When the employees were asked if eating a nutritious healthy diet at
work increases productivity in the workplace, 35% agreed so. Another 32% were not sure,
25% strongly agreed, 6% strongly disagreed and 3% disagreed. The mean was 3.75 with a
standard deviation of 1.002. When the employees were asked if maintaining physical
fitness by exercising regularly increases productivity at work, 35% agreed so. Another 33%
were not sure, 17% strongly agreed, 11% disagreed and 5% strongly disagreed. The mean
was 3.53 with a standard deviation of 1.076.
0%
20%
40%
60%
80%
Faculty Staff Support Staff
32%
68%
Department/ Category (%)
38
When the employees were asked if managing stress by taking short walks/muscle-stretch
breaks increases productivity at the workplace, 36% were not sure. Another 32% agreed,
14% strongly agreed, 14% disagreed and 4% strongly disagreed. The mean was 3.51 with
a standard deviation of 1.032. When the employees were asked if good health assessment
rapport results to being more productive at work, 41% were not sure. Another 37% agreed,
14% strongly agreed, 7% disagreed and 3% strongly disagreed. The mean was 3.56 with a
standard deviation of 0.878. When the employees were asked if physical wellness activities
increase productivity at the workplace by spurring them to take actions that improve health,
47% strongly agreed so. Another 31% agreed, 13% were not sure, 8% disagreed and 2%
strongly disagreed. The mean was 4.08 with a standard deviation of 1.165.
The results implied that the item physical wellness activities increase employee
productivity by spurring them to take actions that improve health was the most significant
variable that influenced physical wellness programs on employee productivity as it
indicated the highest mean.
Table 4.1: Descriptive Statistics for Physical Wellness Programs and Employee
Productivity
Influence of Physical Wellness
Programs and Employee Productivity %f 1 2 3 4 5 N M SD
Eating a nutritious healthy diet at work
increases productivity in the workplace
% 6% 3% 32% 35% 25% 100%
3.75 1.002
f 11 6 59 65 46 187
Maintaining physical fitness by exercising
regularly increases productivity at work
% 5% 11% 33% 35% 17% 100%
3.53 1.076
f 9 21 60 65 32 187
Managing stress by taking short
walks/muscle-stretch breaks increases
productivity at the workplace
% 4% 14% 36% 32% 14% 100%
3.51 1.032
f 8 26 68 59 26 187
Employees with good health assessment
rapport are more productive at work
% 3% 7% 41% 37% 14% 100%
3.56 0.878
f 6 12 77 67 25 187
Physical wellness activities increase
employee productivity by spurring them
to take actions that improve health
% 2% 8% 13% 31% 47% 100%
4.08 1.165
f 4 15 24 57 87 187
39
4.4.2 Correlation between Physical Wellness Programs and Employee Productivity
Pearson correlation analysis was carried out to determine the relationship between the
influence of physical wellness programs and employee productivity. The findings presented
in Table 4.2 indicate that there was statistically significant positive correlation between
physical wellness programs and employee productivity, r(187) = .74, p < .05.
Table 4.2: Correlation Analysis between Physical Wellness Programs and Employee
Productivity
Variables Physical Wellness
Programs
1 Employee Productivity Pearson Correlation
Sig. (2-tailed)
N
.741*
.000
187
2 Physical Wellness Programs Pearson Correlation
Sig. (2-tailed)
N
1
187
*. Correlation is significant at the 0.05 level (2-tailed)
4.4.3 Regression Analysis between Physical Wellness Programs and Employee
Productivity
A multiple linear regression analysis was carried out to determine the extent to which
physical wellness programs influenced employee productivity. Results of the regression
model summary presented in Table 4.3(a) indicate that physical wellness programs
explained 72.4% of the variability on employee productivity, (R2 = .724, p < .05).
Table 4.3 (a): Regression Model Summary
Model R
R Square Adjusted R
Square
Std. Error of
the Estimate
1 .664a 0.724 0.047 1.50248
a. Predictors: (Constant), Physical Wellness Programs
*Regression Model Summary test significant at p < .05 level
Table 4.3(b) presents the multiple linear regression ANOVA results which indicate that
physical wellness programs significantly predicted employee productivity as the
probability value obtained was 0.012 which was less than α=0.05, the significance level,
with the F value = 18.44, p < 0.012.
40
Table 4.3 (b): Regression ANOVA
ANOVAa
Model
Sum of
Squares
df Mean Square
F
Sig.
1
Regression 17.42 1 17.402 18.443 0.012b*
Residual 221.553 185 1.187
Total 238.973 186
a. Dependent Variable: Employee Productivity
b. Predictors: ( Constant), Physical Wellness Programs
*Regression ANOVA test significant at p < .05 level
Table 4.3(c) presents the regressions coefficient findings which indicate that physical
wellness programs predicted employee productivity, β = .312, p < .05. This implies that
one unit in the increase of physical wellness programs would result to an increase in
employee productivity by a unit of 0.312. From the coefficients, the general form of the
multiple linear regression model equation that was established was; Employee productivity
= 1.746 + 0.312 Physical wellness programs.
Table 4.3 (c): Regression Coefficient
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
β Std. Error Beta
1 (Constant) 1.746 1.158 1.201 .000
Physical Wellness
Programs .312 .046 .301 2.652 .004*
a. Dependent Variable: Employee Productivity
*Regression Coefficient test significant at p < .05 level
4.5 Influence of Financial Wellness Programs on Employee Productivity
This section sought to address the second specific objective on establishing the influence
of financial wellness programs on employee productivity. The cornerstone items that the
study focused on include; return on investment, financial education programs, financial
stress, financially sound personal finances and financial literacy. In order to achieve this,
the extent to which the respondents agreed on the given statements was ranked using a 5-
point Likert scale ranging from 1 - 5, where, 1 = strongly disagree, 2 = disagree, 3 = not
41
sure, 4 = agree and 5 = strongly agree. Means and standard deviations were examined in
order to indicate the magnitude of the responses as well as to provide objective measures
of data comparison. Mean scores of 3.5 and above (M > 3.5) denoted effectiveness of the
data. The results are presented in Table 4.4.
4.5.1 Descriptive Statistics of Financial Wellness Programs
Descriptive statistical analysis conducted included frequency distribution, mean and
standard deviation. When the employees were asked if the return on investment of financial
wellness programs benefits their financial well-being thereby increasing productivity at
work, 35% strongly agreed so. Another 32% agreed, 9% were not sure, 3% disagreed and
2% strongly disagreed. The mean was 4.41 with a standard deviation of 0.786. When the
employees were asked if employers should provide financial education programs in order
to improve personal financial well-being to increase productivity at work, 42% strongly
agreed so. Another 41% agreed, 13% were not sure, 1% disagreed and 4% strongly
disagreed. The mean was 4.16 with a standard deviation of 0.984.
When the employees were asked whether high financial stress and low financial well-being
resulted to frequent absenteeism from work leading to decreased productivity at work, 35%
were not sure. Another 31% agreed, 21% strongly agreed, 6% disagreed and 3% strongly
disagreed. The mean was 3.67 with a standard deviation of 0.952. When the employees
were asked whether having financially sound personal finances has smaller interference at
work thereby enabling them to be more productive at work, 38% were not sure. Another
32% agreed, 15% strongly agreed, 13% disagreed and 3% strongly disagreed. The mean
was 3.45 with a standard deviation of 0.973. When the employees were asked if financial
education is a factor that could potentially benefit financial well-being thereby increasing
productivity at work, 40% agreed so. Another 23% strongly agreed, 23% were not sure, 9%
disagreed and 4% strongly disagreed. The mean was 3.43 with a standard deviation of
0.722.
The results implied that the item return on investment of financial wellness programs
benefits individuals’ financial well-being thereby increasing employees’ productivity at
work was the most significant variable that influenced financial wellness programs on
employee productivity as it indicated the highest mean.
42
Table 4.4: Descriptive Statistics for Financial Wellness Programs and Employee
Productivity
Influence of Financial Wellness
Programs and Employee Productivity %f 1 2 3 4 5 N M SD
The return on investment of financial
wellness programs benefits individuals
financial well-being thereby increasing
employees’ productivity at work
% 2% 3% 9% 32% 56% 100%
4.41 0.786
f 3 5 17 59 104 187
Employers should provide financial
education programs in order to improve
personal financial well-being to
increase employees’ productivity at
work
% 4% 1% 13% 41% 42% 100%
4.16 0.984
f 8 1 24 75 79 187
Employees with high financial stress
and low financial well-being tend to be
more frequently absent from work
thereby decreased productivity at work
% 3% 6% 35% 31% 21% 100%
3.67 0.952
f 5 12 65 56 38 187
Employees who have financially sound
personal finances have a smaller
interference at work thereby more
productive at work
% 3% 13% 38% 32% 15% 100%
3.45 0.973
f 5 24 69 58 27 187
Financial education is a factor that
could potentially benefit financial well-
being thereby increasing employees
productivity at work
% 4% 9% 23% 40% 23% 100%
3.43 0.722 f 8 16 43 74 42 187
4.5.2 Correlation between Financial Wellness Programs and Employee Productivity
Pearson correlation analysis was carried out to determine the relationship between the
influence of financial wellness programs and employee productivity. The findings
presented in Table 4.5 indicate that there was statistically significant positive correlation
between financial wellness programs and employee productivity, r(187) = .67, p < .05.
43
Table 4.5: Correlation Analysis between Financial Wellness Programs and
Employee Productivity
Variables Financial Wellness
Programs
1 Employee Productivity Pearson Correlation
Sig. (2-tailed)
N
.674*
.000
187
2 Financial Wellness Programs Pearson Correlation
Sig. (2-tailed)
N
1
187
*. Correlation is significant at the 0.05 level (2-tailed)
4.5.3 Regression Analysis between Financial Wellness Programs and Employee
Productivity
A multiple linear regression analysis was carried out to determine the extent to which
financial wellness programs influenced employee productivity. Results of the regression
model summary presented in Table 4.6(a) indicates that financial wellness programs
explained 65.2% of the variability on employee productivity, (R2 = .652, p < .05).
Table 4.6(a): Regression Model Summary
Model R
R Square Adjusted R
Square
Std. Error of the
Estimate
1 .587a
0.652 0.055 1.48971
a. Predictors: (Constant), Financial Wellness Programs
*Regression Model Summary test significant at p < .05 level
Table 4.6(b) presents the multiple linear regression ANOVA results which indicate that
financial wellness programs significantly predicted employee productivity as the
probability value obtained was 0.013 which was less than α=0.05, the significance level,
with the F value = 17.39, p < 0.013.
44
Table 4.6 (b): Regression ANOVA
ANOVAa
Model
Sum of
Squares
df Mean Square
F
Sig.
1
Regression 17.75 1 17.890 17.395 0.013b*
Residual 297.331 185 1.241
Total 315.081 186
a. Dependent Variable: Employee Productivity
b. Predictors: ( Constant), Financial Wellness Programs
*Regression ANOVA test significant at p < .05 level
Table 4.6(c) presents the regressions coefficient findings which indicate that financial
wellness programs predicted employee productivity, β = .406, p < .05. This implies that
one unit in the increase of financial wellness programs would result to an increase in
employee productivity by a unit of 0.406. From the coefficients, the general form of the
multiple linear regression model equation that was established was; Employee productivity
= 1.833 + 0.406 Financial wellness programs.
Table 4.6 (c): Regression Coefficient
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
β Std. Error Beta
1 (Constant) 1.833 1.207 1.177 .000
Financial Wellness
Programs .406 .037 .322 2.334 .004*
a. Dependent Variable: Employee Productivity
*Regression Coefficient test significant at p < .05 level
4.6 Influence of Social Wellness Programs on Employee Productivity
This section sought to address the third specific objective on establishing the influence of
social wellness programs on employee productivity. The cornerstone items that the study
focused on include; social wellness facilities, tailored social interventions, work-life
balance, psycho-social wellness and organizational wellness and culture. In order to
achieve this, the extent to which the respondents agreed on the given statements was ranked
using a 5-point Likert scale ranging from 1 - 5, where, 1 = strongly disagree, 2 = disagree,
3 = not sure, 4 = agree and 5 = strongly agree. Means and standard deviations were
45
examined in order to indicate the magnitude of the responses as well as to provide objective
measures of data comparison. Mean scores of 3.5 and above (M > 3.5) denoted
effectiveness of the data. The results are presented in Table 4.7.
4.6.1 Descriptive Statistics of Social Wellness Programs
Descriptive statistical analysis conducted included frequency distribution, mean and
standard deviation. When the employees were asked if social wellness facilities are
essential for productivity at the workplace, 44% agreed so. Another 34% strongly agreed,
17% were not sure, 4% disagreed and 2% strongly disagreed. The mean was 3.98 with a
standard deviation of 0.971. When the employees were asked if development of tailored
social interventions to mediate and support them increases productivity levels at the
workplace, 36% were not sure. Another 34% agreed, 22% strongly agreed, 7% disagreed
and 2% strongly disagreed. The mean was 4.06 with a standard deviation of 0.855.
When the employees were asked whether lack of work-life balance has decreased
productivity at the workplace, 63% strongly disagreed. Another 28% agreed, 5% were not
sure, 3% strongly agreed and 3% disagreed. The mean was 3.50 with a standard deviation
of 0.553. When the employees were asked if psycho-social wellness programs prevent and
addresses stress, physical and emotional violence enabling productivity at work, 58%
strongly agreed. Another 30% agreed, 11% were not sure, 2% disagreed and 1% strongly
disagreed. The mean was 4.25 with a standard deviation of 0.653. When the employees
were asked if organizational wellness promotes an organizational culture that is conducive
to productivity at the workplace, 42% agreed so. Another 26% were not sure, 22% strongly
agreed, 7% disagreed and 4% strongly disagreed. The mean was 3.77 with a standard
deviation of 0.966.
The results implied that the statement psycho-social wellness programs at work prevents
and addresses stress, physical and emotional violence enabling employees to be more
productive at work was the most significant variable that influenced social wellness
programs on employee productivity as it indicated the highest mean.
46
Table 4.7: Descriptive Statistics for Social Wellness Programs on Employee
Productivity
Influence of Social Wellness
Programs on Employee
Productivity
%f 1 2 3 4 5 N M SD
Social wellness facilities are essential
for the productivity of employees at
the workplace
% 2% 4% 17% 44% 34% 100% 3.98 0.971
f 3 7 31 83 63 187
Development of tailored social
interventions to mediate and support
employees increases employee
productivity levels
% 2% 7% 36% 34% 22% 100%
4.06 0.855 f 3 12 68 62 41 187
Lack of work-life balance has become
a challenge for organizations because
of decreased employee productivity
% 63% 3% 5% 28% 3% 100%
3.50 0.553 f 115 5 10 52 5 187
Psycho-social wellness programs
prevents and addresses stress, physical
and emotional violence enabling
employees to be more productive at
work
% 1% 2% 11% 30% 58% 100%
4.25 0.653 f 2 3 20 56 106 187
Organizational wellness promotes an
organizational culture that is
conducive to individual and work
productivity of employees
% 4% 7% 26% 42% 22% 100%
3.77 0.966 f 7 13 48 78 41 187
4.6.2 Correlation between Social Wellness Programs and Employee Productivity
Pearson correlation analysis was carried out to determine the relationship between the
influence of social wellness programs and employee productivity. The findings presented
in Table 4.8 indicate that there was statistically significant positive correlation between
social wellness programs and employee productivity, r(187) = .71, p < .05.
47
Table 4.8: Correlation Analysis between Social Wellness Programs and Employee
Productivity
Variables Social Wellness
Programs
1 Employee Productivity Pearson Correlation
Sig. (2-tailed)
N
.715*
.000
187
2 Social Wellness Programs Pearson Correlation
Sig. (2-tailed)
N
1
187
*. Correlation is significant at the 0.05 level (2-tailed)
4.6.3 Regression Analysis between Social Wellness Programs and Employee
Productivity
A multiple linear regression analysis was carried out to determine the extent to which social
wellness programs influenced employee productivity. Results of the regression model
summary presented in Table 4.9(a) indicate that social wellness programs explained 73.3%
of the variability on employee productivity, (R2 = .733, p < .05).
Table 4. 9(a): Regression Model Summary
Model R
R Square Adjusted R
Square
Std. Error of
the Estimate
1 .711a 0.733 0.0489 1.54332
a. Predictors: (Constant), Social Wellness Programs
*Regression Model Summary test significant at p < .05 level
Table 4.9(b) presents the multiple linear regression ANOVA results which indicates that
social wellness programs significantly predicted employee productivity as the probability
value obtained was 0.014 which was less than α=0.05, the significance level, with the F
value = 18.42, p < 0.014.
48
Table 4.9 (b): Regression ANOVA
ANOVAa
Model Sum of
Squares
df Mean Square
F
Sig.
1
Regression 18.28 1 18.008 18.422 0.014b*
Residual 294.446 186 1.335
Total 312.726 187
a. Dependent Variable: Employee Productivity
b. Predictors: (Constant), Social Wellness Programs
*Regression ANOVA test significant at p < .05 level
Table 4.9(c) presents the regressions coefficient findings which indicate that social
wellness programs predicted employee productivity, β = .532, p < .05. This implies that
one unit in the increase of social wellness programs would result to an increase in employee
productivity by a unit of 0.532. From the coefficients, the general form of the multiple
linear regression model equation that was established was; Employee productivity = 1.566
+ 0.532 Social wellness programs.
Table 4.9 (c): Regression Coefficient
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients T Sig.
β Std. Error Beta
1 (Constant) 1.566 1.190 1.205 .000
Social Wellness
Programs .532 .044 .319 2.212 .003*
a. Dependent Variable: Employee Productivity
*Regression Coefficient test significant at p < .05 level
4.7 Employee Productivity
This section sought to analyze employee productivity at USIU-A based on efficiency,
quality, timeliness and effectiveness. In order to achieve this, the extent to which the
respondents agreed on the given statements was ranked using a 5-point Likert scale ranging
from 1 - 5, where, 1 = strongly disagree, 2 = disagree, 3 = not sure, 4 = agree and 5 =
strongly agree. Means and standard deviations were examined in order to indicate the
magnitude of the responses as well as to provide objective measures of data comparison.
49
Mean scores of 3.5 and above (M > 3.5) denoted effectiveness of the data. The results are
presented in Table 4.10.
4.7.1 Descriptive Statistics of Employee Productivity
Descriptive statistical analysis conducted included frequency distribution, mean and
standard deviation. The findings revealed that employees at USIU-A strongly agreed that
they were eager to learn various ways of making themselves more productive at work. The
mean was 4.18 with a standard deviation of 0.473. Also, results showed that the employees
agreed that they were able to deliver their job tasks within the set deadlines. The mean was
4.03 with a standard deviation of 0.861. The finding also showed that the employees agreed
that they were able to generate more than an hours’ worth of productivity of each hour at
the workplace. The mean was 3.92 with a standard deviation of 0.961.
Table 4.10: Descriptive Statistics for Employee Productivity
Employee Productivity N Mean Std.
Dev
Employees quality of work improves over time
187 3.76 0.992
Employees are able to deliver within the set deadlines 187 4.03 0.861
Employees are eager to learn on ways of making themselves
more productive 187 4.18 0.743
Employees provide suggestions to enhance their service
delivery 187 3.66 0.521
Employees are able to generate more than an hours’ worth
of productivity of each hour
187 3.92 0.961
4.7.2 Correlation of Corporate Wellness Programs on Employee Productivity
Pearson correlation analysis was carried out to determine the relationship between the
influence of corporate wellness programs and employee productivity. The findings
presented in Table 4.11 indicate that there was statistically significant positive correlation
between corporate wellness programs and employee productivity, r(187) = .81, p < .05.
50
Table 4.11: Correlation Analysis between Corporate Wellness Programs and
Employee Productivity
Variables Credit Cost
1 Employee Productivity Pearson Correlation
Sig. (2-tailed)
N
.814*
.000
187
2 Corporate Wellness Programs Pearson Correlation
Sig. (2-tailed)
N
1
187
*. Correlation is significant at the 0.05 level (2-tailed)
4.8 Chapter Summary
This chapter presented the results and findings for descriptive statistical analysis,
correlational analysis and multiple linear regression analysis for each objective collected
from respondents at USIU-A. The first section provided an analysis of demographic
information of the respondents which was presented using graphs, figures and pie charts.
The second section provided an analysis of the first specific objective concerning influence
of physical wellness programs on employee productivity. The third section provided an
analysis of the second specific objective concerning influence of financial wellness
programs on employee productivity. The fourth section provided an analysis of the third
specific objective concerning influence of social wellness programs on employee
productivity. The last section provided an analysis of employee productivity. Chapter five
presents discussion, conclusions and recommendations of the study.
51
CHAPTER FIVE
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter presents the summary of the study followed by detailed discussion of the
results, conclusions and recommendations of the study. The discussion of the results,
conclusion and recommendations for improvement are presented based on the specific
objectives of this study.
5.2 Summary
The general objective of this study was to determine the influence of corporate wellness
programs on employee productivity at United States International University – Africa
(USIU-A). The specific objectives that guided the study were; to assess the influence of
physical wellness programs on employee productivity at USIU-A. To investigate the
influence of financial wellness programs on employee productivity at USIU-A. To establish
the influence of social wellness programs on employee productivity at USIU-A.
In order to achieve these objectives, the study adopted a descriptive research design. The
target population of the study consisted of four hundred and fifty-eight (458) employees
two hundred and forty-eight (248) employees at USIU-A consisting of two respondent
categories which includes; faculty staff and support staff at the time of the study. Stratified
and simple random sampling technique was used to draw a sample size of two hundred and
fourteen (214) employees from the total population. A structured questionnaire was used
to collect data for the study whereby out of 214 questionnaires that were administered to
respondents, only one hundred and eighty-seven (187) were filled and returned. Data was
then analyzed using descriptive and inferential statistical analysis. The descriptive
statistical analysis included frequency distribution, mean and standard deviation while the
inferential statistical analysis included Correlation analysis and Multiple Linear Regression
analysis. Statistical Package for Social Sciences (SPSS) software version 21.0 and MS
Excel were used as tools for statistical analysis and the results were presented in figures
and tables.
The results obtained based on the first specific objective concerning influence of physical
wellness programs on employee productivity indicated it was strongly agreed that physical
52
wellness activities increased employee productivity by spurring employees at work to take
physical body activities that improve health was the most significant variable that
influenced physical wellness programs on employee productivity. Additionally, results
showed that thirty-five percent (35%) of the respondents agreed that eating a nutritious
healthy diet increases productivity in the workplace. It was also found that forty-one (41%)
of the respondents were not sure whether employees with good health assessment rapport
are more productive at the workplace. Findings from Pearson Correlation analysis test
indicated that there was statistically significant positive correlation between physical
wellness programs and employee productivity; r(187) = .74, p < .05. Linear regression
analysis indicated that physical wellness programs explained 72.4% of the variability on
employee productivity, R2 = 0.724 and statistically significant predicted employee
productivity. The probability value obtained was 0.012 which was less than α=0.05, the
significance level, with the F value = 18.44, p < 0.012.
The results obtained based on the second specific objective concerning influence of
financial wellness programs on employee productivity indicated it was strongly agreed that
return on investment of financial wellness programs benefits individuals’ financial well-
being thereby increasing employees’ productivity at work was the most significant variable
that influenced financial wellness programs on employee productivity. Additionally, results
showed that forty-two percent (42%) of the respondents strongly agreed that employers
should provide financial education programs in order to improve personal financial well-
being which will boost employees’ productivity at the workplace. It was also found that
thirty-five percent (35%) of the respondents were not sure whether high financial stress and
low financial well-being resulted to frequent absenteeism from work leading to decreased
productivity at work. Findings from Pearson Correlation analysis test indicated that there
was statistically significant positive correlation between financial wellness programs and
employee productivity; r(187) = .67, p < .05. Linear regression analysis indicated that
financial wellness programs explained 65.2% of the variability on employee productivity,
R2 = 0.652 and statistically significant predicted employee productivity. The probability
value obtained was 0.013 which was less than α=0.05, the significance level, with the F
value = 17.39, p < 0.013.
The results obtained based on the third specific objective concerning influence of social
wellness programs on employee productivity indicated it was strongly agreed that psycho-
social wellness programs at work prevents and addresses stress, physical and emotional
53
violence enabling employees to be more productive at work was the most significant
variable that influenced social wellness programs on employee productivity. Additionally,
results showed that fifty- eight percent (63%) of the respondents strongly disagreed that
lack of work-life balance has become a challenge for organizations because of decreased
employee productivity. It was also found that thirty-six percent (36%) of the respondents
were not sure whether development of tailored social interventions to mediate and support
employees increases employee productivity at the workplace. Findings from Pearson
Correlation analysis test indicated that there was statistically significant positive correlation
between social wellness programs and employee productivity; r(187) = .71, p < .05. Linear
regression analysis indicated that social wellness programs explained 73.3% of the
variability on employee productivity, R2 = 0.733 and statistically significant predicted
employee productivity. The probability value obtained was 0.014 which was less than
α=0.05, the significance level, with the F value = 18.42, p < 0.014.
5.3 Discussion
This section discusses the study findings based on each specific objective against the
literature that was reviewed.
5.3.1 Influence of Physical Wellness Programs on Employee Productivity
The findings of the study indicated a significant proportion of the respondents agreed that
eating a nutritious healthy diet at work increases productivity in the workplace. These
results concurs with Kumar, McCalla and Lybeck (2019) who assert that a healthy
nutritional diet constitutes a healthy body that is strong and fights diseases thereby
increasing an individual’s productivity level in the workplace. A case study by Selecky
(2017) is also in agreement with the study findings where by utilizing an internal company’s
resources and employee survey, examined questions related to the efficacy of nutritional
health diets programs among university employees and how it affects employee
productivity. The results of the employee survey showed that there is a correlation between
eating a balanced diet and being more productive at work. Also, there is a link between
being in good physical health, potentially because employees participate in the wellness
program, and being productive at work.
The study findings also revealed that a portion of the respondents were not sure whether
employees with good health assessment rapport were more productive at work. Cartwright
and Holdsworth (2015) affirms these findings by highlighting that employees who do not
54
eat a very balanced diet, do not like the company’s health wellness plan and are not
convinced that it would make employees more productive. Ataullah and Sahota (2014)
assert that for a company designing its physical wellness program, it should tap information
through an employee health assessment on how many employees have each of the
significant risk factors for using medical services and determine which risk factors to target
in its physical wellness program. By doing so, organizations will be in a position to tailor
health and nutrition programs that best suit their employees in order to increase their
productivity at work. Mattke et al. (2012) further add that 92% of employers with 200 or
more employees offered physical wellness programs that entailed health and nutrition
assessment risks at Chicago University in order to increase employee productivity at work.
The findings of the study strongly agreed that physical wellness activities increase
employee productivity by spurring them to take actions that improve health. Sharifzadeh
(2013) affirms that only a physically fit individual can perform more physically demanding
tasks at work and withstand workload pressures and over-time. As such, a person who is
physically fit can serve better at work and be productive compared to an unfit person.
Cavico and Mujtaba (2010) assert that physical wellness activities encourages employees
to take care of their bodies through physical activity, proper nutrition and a strong mind.
Goetzel and Ozminkowski (2018) emphasizes self-care or self-management as part of
physical wellness referring to the notion that the individual is an active participant in his or
her physical wellness by ensuring health maintenance in order to attain optimum
productivity at work. These include all the things employees can do to maintain their health,
such as eating well, exercising, not smoking, using alcohol in moderation, managing stress,
performing safety checks at home and at work and maintaining a healthy body weight.
Gubler et al. (2016) asserted that corporate wellness programs which incorporated physical
wellness activities indicated objective productivity improvements in industrial workers. He
further adds that physical fitness exercise programs in the workplace increase employee
productivity through an active strong body and gratitude or reciprocity from those who
discover a previously undiagnosed illness. Almost 90% of companies use corporate
wellness programs designed to improve employee health through initiating physical fitness
capacity exercises.
55
5.3.2 Influence of Financial Wellness Programs on Employee Productivity
The study findings revealed that a proportion of the respondents agreed that employees
with high financial stress and low financial well-being tend to be more frequently absent
from work thereby less productive at work. This concurs with Mrkvicka et al. (2016) who
asserts that the financial struggles of U.S. households carry over into the workplace via
absenteeism and diminished overall work productivity. Bryson et al. (2015) further affirms
that Michigan University, over one third (36%) of employees more than one half (51%) of
whom had incomes below $50,000 per year said financial stress had impacted their
employee productivity at the workplace. Personal financial issues are a distraction at work,
43% of whom said they take three or more hours per week to think about or deal with these
issues. Financial problems have affected work productivity and attendance among 18% and
11% of employees, respectively. Kim and Garman (2013) affirm that worker productivity
and workers’ financial well-being are positively related. Therefore, employees with high
financial stress and low financial well-being tend to be more frequently absent from work.
Employees’ financial concerns impede their work thereby using time at work to attend to
financial issues. This brings in the need for organizations to incorporate financial wellness
programs to help curb financial stress experienced by employees.
Analysis of the data obtained from the study revealed that employers should provide
financial education programs in order to improve personal financial well-being to boost
employees’ productivity at work. Steen and MacKenzie (2013) assert that an increase in
financial literacy has been found to decrease financial stress and increase financial well-
being which in totality increases employee productivity at the workplace. Kumaran (2013)
adds that financial literacy increases a person’s financial efficacy making them to become
productive in their workplace. Financial literacy alone is not enough to ensure control over
personal finances, financial efficacy is equally as important. Kim and Garman (2013) agree
that finding higher financial efficacy predicts fewer financial problems (i.e. more control
over personal finances) resulting to increased productivity at the workplace by employees.
Increased financial efficacy enables a person to overcome financial difficulty more easily
and effectively increase his/her financial well-being resulting to increased productivity
levels at work. Shim and Steers (2019) affirms that financial wellness programs were found
to directly have a positive relationship with employee productivity at the workplace.
56
The study showed that the return on investment of financial wellness programs benefits
individuals’ financial well-being by imparting them knowledge and skills which culminate
to increasing employees’ productivity at work. Rath et al. (2015) concurs that people with
high financial wellness manage their personal finances well and spend their money wisely
thus contributes to the productivity levels of an individual. Taft, Hosein, Mehrizi and
Roshan (2013) add that personal financial wellbeing can be a function of physical and
emotional determinants of one’s financial position and one’s feeling of satisfaction with
one’s financial status leading to employees becoming more productive. Joo (2018) further
affirms that financial wellbeing could represent being financially independent, healthy and
carefree in line with an employees’ current financial situation enabling one to be productive
at work. Zimmerman (2015) asserts that people do not live compartmentalized lives and
millions carry financial burdens each day from home to work which affects their ability to
perform at work and causes decreased productivity at work. With these increasing pressures
on personal finances and its interference on employee productivity at work, management
should attempt to improve employees’ financial well-being and need to be convinced that
their actions can improve their employees’ financial well-being to increase work
productivity.
5.3.3 Influence of Social Wellness Programs on Employee Productivity
The study findings revealed that respondents strongly agreed that psycho-social wellness
programs prevent and addresses stress, physical and emotional violence enabling
employees to be more productive at work. Steinmann (2016) affirms that an employee
assistance program is one of the psycho-social wellness programs adopted by most
organizations designed to assist in the identification and resolution of productivity
problems associated with employees who experience personal concerns. These concerns
may include health, marital, family, financial, alcohol, drug, legal, emotional, stress, or
other personal factors which may adversely affect employee productivity. Ratnawat and
Jha (2014) asserts that these social wellness programs enable employees to have access to
professional assistance for a wide range of personal, interpersonal and work-related
concerns and challenges that enable them increase their productivity at work. These
wellness programs are further designed to encourage employees to take personal
responsibility for their psycho-social health and wellness.
57
Analysis of the data obtained from the study indicated that organizational wellness
promotes an organizational culture that is conducive to individual and work productivity of
employees. Ozguner and Ozguner (2014) affirms that the intended outcome of
organizational wellness management is to maximize and sustain the potential of human
capital and an effective employee productivity that is positively responsive to the needs of
the public. Steinmann (2016) adds that organizational wellness instills a coherent sense of
moral wellbeing within employees relating to issues such as moral regeneration, integrity,
organizational ethics, values and whistleblowing deemed necessary to promote employee
productivity at work. Parks and Steelmann (2016) postulate that employers who provide
organizational wellness programmes are viewed as having more concern for their
employees and as a result enhance employees’ attitudes toward the organization resulting
to increased employee productivity. Ndlela (2015) further affirms that a growing number
of companies have committed to providing organizational wellness programmes to help
improve the health of employees, control health care, absence and absenteeism costs and
to provide an additional benefit to employees.
Findings in this study established that social wellness facilities are essential for the
productivity of employees at the workplace. Nyakwara, Shiundu and Gongera (2014) assert
these findings when they evaluated the social wellness programs facilities as an
intervention strategy of industrial unrest on employee productivity at Mumias Sugar
Company (MSC) in Kenya. The findings from the study indicated that the major forms of
industrial unrest experienced by MSC were strikes and the main cause of this was
inflexibility of terms and conditions of employment. The study found that industrial unrest
intervention strategies employed at MSC did not only address the issue of unrest but also
enhanced employee productivity. Lagat, Mutai and Kosgey (2014) affirm these findings
when they examined the importance of social employee welfare programs and employee
productivity in UASU, Kenya. The study established that trade unions play a key role in
enhancing social employee welfare programs and employee productivity in organizations.
Results indicated that the UASU had different but positive impacts on the variables
affecting social employee welfare programs and, consequently, employee productivity. In
descending order of importance, maternity, pension, housing and medical schemes were
some of the benefits from the social welfare program activities of the UASU. Manning
(2019) adds that it is therefore vital for organizations to introduce social wellness programs
to their workplaces in order to increase employee productivity.
58
5.4 Conclusions
This section presents conclusions of the study made from the discussion based on the
findings sought from the specific objectives of the study.
5.4.1 Influence of Physical Wellness Programs on Employee Productivity
The results from the study revealed that maintaining physical fitness by exercising regularly
increases productivity at work. Based on these findings, the study concludes that eating a
nutritious healthy diet, maintaining physical fitness, taking short walks, regular health
assessment rapport and physical wellness activities are all direct links between physical
wellness programs and on-the-job productivity of an employee in the workplace. It is
evident from the thinking that only a physically fit individual can perform more physically
demanding tasks at work and withstand workload pressures and over-time. As such, a
person who is physically fit can serve better at work and be productive compared to an unfit
person. Additionally, health improvements are tied to an individual’s capability to carry out
a critical job task and may increase worker productivity on tasks due to improved mental
health and reduced distraction from pain and discomfort.
5.4.2 Influence of Financial Wellness Programs on Employee Productivity
The results from the study revealed that employees with high financial stress and low
financial well-being tend to be more frequently absent from work thereby less productive
at work. Based on these findings, the study concludes that financial wellbeing, financial
education programs, low financial stress, sound personal finances and financial literacy are
all linked to financial wellness programs and provide a direct relationship between financial
wellness programs and employee productivity at the workplace. An increase in financial
literacy among employees has the capability to decrease their financial stress and increase
financial well-being which in totality increases employee productivity at the workplace.
Additionally, financial wellbeing could represent being financially independent, healthy
and carefree in line with the current financial situation.
5.4.3 Influence of Social Wellness Programs on Employee Productivity
The study findings revealed that organizational wellness promotes an organizational culture
that is conducive to individual and work productivity of employees. Based on these
findings, the study concludes that social wellness facilities, tailored social interventions,
work-life balance, psycho-social wellness and organizational wellness and culture directly
link social wellness programs and employee productivity. These social wellness programs
59
enable employees to have access to professional assistance for a wide range of personal,
interpersonal and work-related concerns and challenges that enable them increase their
productivity at work. These wellness programs are further designed to encourage
employees to take personal responsibility for their psycho-social health and wellness. In
addition, employers who provide social wellness programs in the organization or company
are viewed as having more concern for their employees and as a result enhance employees’
attitudes toward the organization resulting to increased employee productivity.
5.5 Recommendations
The following recommendations are made based on the findings and specific objectives of
the study.
5.5.1 Recommendations for Improvement
5.5.1.1 Influence of Physical Wellness Programs on Employee Productivity
Majority of the employees felt that eating a healthy and nutritious balance diet enabled
them to become more productive at the workplace. For a company designing its physical
wellness program, there is need for it to tap information through an employee health
assessment on how many employees have each of the significant risk factors for using
medical services and determine which risk factors to target in its physical wellness program.
By doing so, organizations will be in a position to tailor health and nutrition programs as
well as physical fitness activities that best suit their employees in order to increase their
productivity at work. This will in the long run encourage employees to take care of their
bodies through physical activity, proper nutrition and a strong mind necessary to increase
their productivity at work.
5.5.1.2 Influence of Financial Wellness Programs on Employee Productivity
Based on the study findings, it is evident that employees with high financial stress and low
financial well-being tend to be more frequently absent from work thereby decreased
productivity at work. This affects their ability to perform at work and causes a decrease in
productivity at work. Employers can intervene with employees’ financial well-being by
improving financial efficacy through financial education wellness programs and by
improving employee productivity with remuneration. Employee productivity can be
enhanced by increasing actual remuneration and benefits, addressing administrative issues
of the pay system, addressing staff morale or by increasing financial efficacy. Additionally,
60
employers should provide employees with financial education programs in order to
improve their personal financial stress in order to boost their productivity at work.
5.5.1.3 Influence of Social Wellness Programs on Employee Productivity
Employers should strive to provide social wellness programs at work which can be viewed
as having more concern for their employees and as a result enhance employees’ attitudes
toward the organization resulting to increased employee productivity. Additionally, the
employers should also provide the employees with certain facilities and services in addition
to wages and salaries that can increase employee productivity. Employers should commit
to providing social wellness programs to help improve the health of employees, control
health care, absence and absenteeism costs and to provide an additional benefit to
employees.
5.5.2 Recommendations for Further Studies
The study sought to determine the influence of corporate wellness programs on employee
productivity at United States International University - Africa. The researcher recommends
that further research be undertaken for other private universities in Kenya applying the same
research objectives in order to generalize or contrast the findings in this study.
61
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APPENDICES
Appendix I: Cover Letter
Maureen Nyakio Maina,
United States International University - Africa,
P.O. Box 146634 - 008100,
Nairobi, Kenya.
Dear Respondent,
RE: REQUEST FOR PARTICIPATION IN ACADEMIC RESEARCH STUDY
I am a Masters student in the Business Administration program at United States
International University – Africa (USIU-A). I am conducting an Academic Research
Project titled; “Influence of Corporate Wellness Programs on Employee Productivity
at United States International University - Africa in Nairobi County” in partial
fulfilment of the requirement for the Degree of Masters in Business Administration (MBA)
at the university.
You have been identified as one of the respondents under the study. I would be grateful if
you could spend a few minutes filling out the attached questionnaire. The response of the
questions therein and all the information provided will be used purely for academic
research. Your responses will be treated with the confidentiality it deserves and no personal
information will be disclosed to the public.
Results of this study are important to current and future employees at the United States
International University - Africa (USIU-A). To maintain anonymity, I request that you DO
NOT write your name or any form of identification on the questionnaire. Attached is
NACOSTI permit for your reference in support of this research. Thank you in advance for
accepting to be a positive contributor to our society. In case you may want a copy of this
project report, kindly reach me via my contacts below and I would be glad to send you a
summary of the report upon completion. Thank you.
Yours sincerely,
Maureen Nyakio Maina
Phone – 0722869474; Email – [email protected]
77
Appendix II: Questionnaire
SECTION ONE: DEMOGRAPHIC INFORMATION
1. What is your gender?
Male [ ] Female [ ]
2. Kindly indicate your age bracket
18 - 25 years [ ] 26 - 40 years [ ]
41- 50 years [ ] Above 50 years [ ]
3. Kindly indicate your highest level of education?
PhD [ ]
Master’s Degree [ ]
Bachelor’s Degree [ ]
Diploma/ Professional Certificate [ ]
4. Kindly indicate the duration for which you have worked for at USIU-A
1 - 3 years [ ]
4 - 6 years [ ]
7 - 9 years [ ]
Above 10 years [ ]
5. Which department category are you currently working in at USIU-A?
Faculty Staff [ ]
Support Staff [ ]
78
SECTION TWO: INFLUENCE OF PHYSICAL WELLNESS PROGRAMS ON
EMPLOYEE PRODUCTIVITY
This section is concerned with investigating the influence of physical wellness programs
on employee productivity at USIU-A. Kindly tick (√) on the statements by using the scale
provided of 1-5 where: 1 = Strongly Disagree, 2 = Disagree, 3 = Not Sure, 4 = Agree and
5 = Strongly Agree.
No.
Influence of Physical Wellness Programs on
Employee Productivity
SD
[1]
D
[2]
NS
[3]
A
[4]
SA
[5]
1 Eating a nutritious healthy diet at work increases
productivity in the workplace
2 Maintaining physical fitness by exercising regularly
increases productivity at work
3 Managing stress by taking short walks/muscle-stretch
breaks increases productivity at the workplace
4 Employees with good health assessment rapport are
more productive at work
5 Physical wellness activities increase employee
productivity by spurring them to take actions that
improve health
79
SECTION THREE: INFLUENCE OF FINANCIAL WELLNESS PROGRAMS ON
EMPLOYEE PRODUCTIVITY
This section is concerned with investigating the influence of financial wellness programs
on employee productivity at USIU-A. Kindly tick (√) on the statements by using the scale
provided of 1-5 where: 1 = Strongly Disagree, 2 = Disagree, 3 = Not Sure, 4 = Agree and
5 = Strongly Agree.
No.
Influence of Financial Wellness Programs on
Employee Productivity
SD
[1]
D
[2]
NS
[3]
A
[4]
SA
[5]
1 The return on investment of financial wellness
programs benefits individuals financial well-being
thereby increasing employees productivity at work
2 Employers should provide financial education
programs in order to improve personal financial well-
being which will boost employees productivity at work
3 Employees with high financial stress and low financial
well-being tend to be more frequently absent from
work thereby less productive at work
4 Employees who have financially sound personal
finances have a smaller interference at work thereby
more productive at work
5 Financial education is a factor that could potentially
benefit financial well-being thereby increasing
employees productivity at work
80
SECTION FOUR: INFLUENCE OF SOCIAL WELLNESS PROGRAMS ON
EMPLOYEE PRODUCTIVITY
This section is concerned with investigating the influence of social wellness programs on
employee productivity at USIU-A. Kindly tick (√) on the statements by using the scale
provided of 1-5 where: 1 = Strongly Disagree, 2 = Disagree, 3 = Not Sure, 4 = Agree and
5 = Strongly Agree.
No.
Influence of Social Wellness Programs on Employee
Productivity
SD
[1]
D
[2]
NS
[3]
A
[4]
SA
[5]
1 Social wellness facilities are essential for the
productivity of employees at the workplace
2 Development of tailored social interventions to mediate
and support employees increases employee
productivity levels
3 Lack of work-life balance has become a challenge for
organizations because of decreased employee
productivity
4 Psycho-social wellness programs prevents and
addresses stress, physical and emotional violence
enabling employees to be more productive at work
5 Organizational wellness promotes an organizational
culture that is conducive to individual and work
productivity of employees
81
SECTION FIVE: EMPLOYEE PRODUCTIVITY
This section is concerned with determining employee productivity at USIU-A based on
efficiency, quality, timeliness and effectiveness. Kindly tick (√) on the statements by using
the scale provided of 1-5 where: 1 = Strongly Disagree, 2 = Disagree, 3 = Not Sure, 4 =
Agree and 5 = Strongly Agree.
No.
Employee Productivity SD
[1]
D
[2]
NS
[3]
A
[4]
SA
[5]
1 Employees quality of work improves over time
2 Employees are able to deliver within the set deadlines
3 Employees are eager to learn on ways of making
themselves more productive
4 Employees provide suggestions to enhance their
service delivery
5 Employees are able to generate more than an hours’
worth of productivity of each hour
“THANK YOU”
82
Appendix III: USIU-A Institutional Review Board (IRB) Approval Letter
83
Appendix IV: NACOSTI Approval Permit
84