occupational health and safety practices influ nce …

OCCUPATIONAL HEALTH AND SAFETY PRACTICES INFLUENCE ON

EMPLOYEE PERFORMANCE IN BEVERAGE MANUFACTURING FIRMS

IN NAIROBI CITY COUNTY, KENYA

PAUL SANTANA ODUOR

D58/CTY/PT/24708/2013

A THESIS SUBMITTED TO THE SCHOOL OF BUSINESS IN PARTIAL

FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF DEGREE OF

MASTER OF SCIENCE IN HUMAN RESOURCE MANAGEMENT KENYATTA

UNIVERSITY

APRIL, 2021

ii

DECLARATION

This thesis is my original work and has not been presented for a degree in any other university.

Signature………………………………………………. Date ………………………………..

Paul Santana Oduor

D58/CTY/PT/24708/2013

We confirm that the work done in this thesis was done by the candidate under our supervision.

Signature…………………………………………. Date…………………………………..

Dr. Linda Kimencu

Department of Business Administration

School of Business,

Kenyatta University.

Signature………………………………………….. Date………………………..

Dr. Jedidah Muli

Department of Business Administration

School of Business,

Kenyatta University.

02/04/2021

5th April 2021

10th April 2021

iii

DEDICATION

I dedicate this thesis to God, my family members and my sincere thanks goes to them especially

my father John Oduor, mother, Felista Akoth, brother and sister, Joseph Ochieng and Rose

Anne for their advice, financial and moral support. I would also like to give thanks to the late

Lilian Weswa my former colleague who helped me in one way or another.

God bless you all.

iv

ACKNOWLEDGEMENT

I would like to give thanks to those who assisted me towards the success of this thesis. My

sincere acknowledgement goes to my supervisor Dr. Linda Kimencu and Dr. Jedidah Muli for

the guidance and positive criticism that contributed towards the success of this thesis.

v

TABLE OF CONTENTS

Declaration……………………………………………………………………………………ii

Dedication ................................................................................................................................ iii

Acknowledgement ................................................................................................................... iv

List of Tables .............................................................................................................................x

List of Figures ......................................................................................................................... xii

Abbreviation and Acronyms .................................................................................................. xiii

Operational Definition of Terms ............................................................................................ xiv

Abstract .................................................................................................................................. xvi

CHAPTER ONE : INTRODUCTION...................................................................................1

1.1 Background of the Study………………………………………………………………….1

1.1.1 Employee Performance………………………………………………………………….2

1.1.2 Occupational Health and Safety Practices…………………………………………….....5

1.1.3 Occupational Health and Safety Law……………………………………………………9

1.1.4 Beverage Manufacturing Firms ......................................................................................13

1.1.4.1 Global Perspective of Beveragre Manufacturing Firms ……………………………..13

1.1.4.2 Regional Perspective of Beverage Manufacturing Firms…………………………….14

1.1.4.3 Local Perspective of Beverage Manufacturingfirms…………………………………15

1.1.4.4 Beverage Manufacturing Firms in Nairobi City County of Kenya……………………15

1.2 Statement of the Problem ...................................................................................................16

1.3 Objectives of the Study ......................................................................................................18

1.3.1 General Objective ...........................................................................................................18

1.3.2 Specific Objectives .........................................................................................................18

1.4 Research Hypotheses .........................................................................................................19

1.5 Significance of the Study ...................................................................................................19

1.6 Scope of the Study .............................................................................................................20

1.7 Limitation of the Study ......................................................................................................21

1.8 Organization of the Study ..................................................................................................22

vi

CHAPTER TWO : LITERATURE REVIEW ....................................................................23

2.1 Introduction ........................................................................................................................23

2.2 Theoretical Review ............................................................................................................23

2.2.1 Resource Based View Theory .........................................................................................23

2.2.2 Goal Setting Theory of Motivation .................................................................................25

2.2.3 Institutional Theory .........................................................................................................27

2.2.4 Herzberg’s Two Factor Theory of Motivation…………………………………………30

2.3 Empirical Literature Review ..............................................................................................33

2.3.1 Safety Training Practices and Employee Performance ...................................................33

2.3.2 Hazard Control Practices and Employee Performance ...................................................37

2.3.3 Workplace Safety Inspection and Employee Performance .............................................40

2.3.4 Safety Records and Employee Performance ..................................................................43

2.3.5 Moderating Effect of Occupational Health and Safety Law …………………………..46

2.4 Summary of Literature and Research Gaps .......................................................................50

2.5 Conceptual Frame Work ....................................................................................................52

CHAPTER THREE : RESEARCH METHODOLOGY AND DESIGN .........................54

3.1 Introduction ........................................................................................................................54

3.2 Research Philosophy ..........................................................................................................54

3.3 Research Design.................................................................................................................54

3.3.1 Empirical Model .............................................................................................................55

3.3.2 Moderation Model ..........................................................................................................56

3.3.3 Operationalization and Measurement of Variables .........................................................58

3.4 Target Population ...............................................................................................................63

3.5 Sampling Design ................................................................................................................63

3.6 Data Collection Instrument ................................................................................................65

3.7 Data Collection Procedures................................................................................................67

3.8 Pilot Study ..........................................................................................................................67

3.9 Validity and Reliability of of Research Instrument ...........................................................68

3.9.1 Testing Validity of Resarch Instrument ..........................................................................68

3.9.2 Testing Reliability of Resarch Instrument ......................................................................69

vii

3.10 Diagnostic Test ................................................................................................................69

3.10.1 Normality Test ..............................................................................................................69

3.10.2 Homogeneity of Variance Test .....................................................................................69

3.10.3 Multicollinearity Test…………………………............................................................70

3.11 Data Analysis and Presentation .......................................................................................71

3.12 Ethical Consideration .......................................................................................................72

CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND DISCUSSION ..........73

4.1 Introduction ........................................................................................................................73

4.2 Response Rate ....................................................................................................................73

4.3 Testing Reliability of the Measuring Instrument ...............................................................74

4.4 Validity Testing of the Measuring Instrument ...................................................................75

4.5 Demograhic Information of the Respondents ....................................................................78

4.5.1 Gender .............................................................................................................................78

4.5.2 Age ..................................................................................................................................79

4.5.3 Highest Education Level .................................................................................................80

4.5.4 Working Experience. .....................................................................................................81

4.5.5 Nature of the Business ....................................................................................................82

4.5.6 Management Level..........................................................................................................83

4.6 Descriptive Analysis ..........................................................................................................84

4.6.1 Descriptive Analysis of Occupational Health and Safety Practices .............................84

4.6.1.1 Descriptive Analysis of Safety Training Practices ......................................................84

4.6.1.2 Descriptive Analysis of Hazard Control Practices .......................................................86

4.6.1.3 Descriptive Analysis of Workplace Safety Inspection ................................................88

4.6.1.4 Descriptive Anlysis of Safety Record ..........................................................................90

4.6.2 Descriptive Anlysis of Occupational Health and Safety Law ........................................92

4.6.3 Descriptive Analysis of Employee Performance. ..........................................................94

4.6.4 Descriptive Analysis……………………………………………………………………96

4.6.4.1 Descriptive Analysis …………………………………………………………………96

4.6.4.1.1 Descriptive Analysis on the Improvement of Safety Training Practices…………..96

4.6.4.1.2 Descripitive Analysis on the Improvement of Hazard Control Practices. ................98

viii

4.6.4.1.3 Descriptive Analysis on the Improvement of Workplace Safety Inspection. ...........99

4.6.4.1.4 Descriptive Analysis on the Improvement Safety Record ......................................100

4.6.4.2 Descriptove Analysis on the Improvement of Occupational Health and Safety Law..101

4.6.4.3 Descriptive Analysis on the Improvement of Employee Performance ......................103

4.7 Diagnostic Test ................................................................................................................104

4.7.1 Normality Test .............................................................................................................104

4.7.2 Homogeneity of Variance Test .....................................................................................105

4.7.3 Multicollinearity Test....................................................................................................106

4.8 Inferential Anlysis ...........................................................................................................107

4.8.1 Correlation Analysis .....................................................................................................107

4.8.1.1 Safety Training Practices and Employee Performance ..............................................108

4.8.1.2 Hazard Control Practices and Employee Performance .............................................109

4.8.1.3 Workplace Safety Inspection and Employee Performance .......................................110

4.8.1.4 Safety Record and Employee Performance ...............................................................111

4.8.2 Multiple Linear Regression Analysis............................................................................111

4.8.3 Moderated Multiple Regression Analysis .....................................................................114

4.9 Testing of Hypotheses.....................................................................................................120

4.9.1 Testing of Hypothesis Ho1 ............................................................................................120

4.9.2 Testing of Hypothesis Ho2 ...........................................................................................121




CHAPTER FIVE : SUMMARY, CONCLUSION AND RECOMMENDATIONS ......126

5.1 Introduction ......................................................................................................................126

5.2 Summary of the Findings .................................................................................................126

5.2.1 Summary of Descriptive Analysis of Demographic Information of the Respondents..128

5.2.2 Summary of Descriptive Analysis of Occupational Health and Safety Practices .......129

5.2.2.1 Summary of Descriptive Analysis of Safety Training Practices ...............................129

5.2.2.2 Summary of Descriptive Analysis of Hazard Control Practices ...............................129

5.2.2.3 Summary of Descriptive Analysis of Workplace Safety Inspection .........................130

ix

5.2.2.4 Summary of Descriptive Analysis of Safety Record ................................................130

5.2.3 Summary of Descriptive Analysis of Occupational Health and Safety Law ................131

5.2.4 Summary of Descriptive Analysis of Employee Performance. ...................................131

5.2.5 Summary of Inferential Analysis ..................................................................................132

5.2.5.1 Safety Training Practices and Employee Performance……………………………..132

5.2.5.2 Hazard Control Practices and Employee Perfromance ..............................................133

5.2.5.3 Workplace Safety Inspection and Employee Performance. ......................................133

5.2.5.4 Safety Record and Employee Performance ...............................................................134

5.2.5.5 Moderating Effect of Occupational Health and Safety Law ......................................135

5.3 Conclusion ......................................................................................................................136

5.4 Recommendations ...........................................................................................................143

5.4.1 Policy ............................................................................................................................143

5.4.2 Practice ..........................................................................................................................144

5.4.3 Methodology………………………………………………………………………….144

5.4.4 Theory………………………………………………………………………………...146

5.5 Areas for Further Research ..............................................................................................147

REFERENCES.....................................................................................................................149

Appendix I : Letter of Transmission for Data collection ......................................................170

Appendix II : Questionnaire ...................................................................................................171

Appendix III: List of Beverage Manufacturing Firms in Nairobi City County, Kenya ........179

Approval Research Proposal internal memo from Kenyatta University (Graduate School).

Research authorization letter from Kenyatta University (Graduate School).

Research authorization letter from NACOSTI.

Research permit from NACOSTI.

x

LIST OF TABLES

Table 2.1 Summary of Literature and Research Gaps………………………………………50

Table 3.1 Operationalization and Measurement of Variables………………………………60

Table 3.2 Target Population of the Study…………………………………………………...63

Table 3.3 Sample Size of the Study………………………………………………………....65

Table 4.1 Response Rate……………………………………………………………………73

Table 4.2 Reliability Test for the Measuring Instrument……………………...……............74

Table 4.3 Model Summary for Multiple Linear Regression Analysis ……………………..75

Table 4.4 ANOVA for Multiple Linear Regression Analysis………………………………76

Table 4.5 Model Summary for Moderated Multiple Regression Analysis…………………77

Table 4.6 ANOVA for Moderated Multiple Regression Analysis ……………………...….77

Table 4.7 Descriptive Anlysis of Safety Training Practices………………………………...85

Table 4.8.Descriptive Analysis of Hazard Control Practices………………………………87

Table 4.9 Descriptive Analysis of Workplace Safety Inspection……………………….......89

Table 4.10 Descriptive Analysis of Safety Record ………………………………………...91

Table 4.11 Descriptive Anlysis of Occupational Health and Safety Law………………….93

Table 4.12 Descriptive Anlysis of Employee Performance ………………………………...95

Table 4.13 Descriptive Analysis on the Improvement of Safety Training Practices ……....97

Table 4.14 Descriptive Analysis on the Improvement of Hazard Control Practices ……....98

Table 4.15 Descriptive Analysis on the Improvement of Workplace Safety Inspection…....99

Table 4.16 Descriptive Analysis on the Improvement of Safety Record …………………100

Table 4.17 Descriptive Analysis on the Improvement of Occupational Health and Safety

Law…………………………………………………………………………………………102

Table 4.18 Descriptive Analysis on the Improvement of Employee Performance ……….103

Table 4.19 Normality Test ………………………………………………………………..104

Table 4.20 Homogeneity of Varinces Test ………………………………………………..105

Table 4.21 Testing Multicollinearity ……………………………………………………...106

Table 4.22 Correlation Analysis …………………………………………………………..108

Table 4.23 Multiple Linear Regression Analysis Coefficient …………………………….112

xi

Table 4.24 Model Summary for Moderated Multiple Regression Anlysis………………115

Table 4.25 Moderated Multiple Regression Anlysis Coefficient ……………………….116

xii

LIST OF FIGURES

Fig 2.1 Conceptual Frame Work…………………………………………………………...53

Fig 4.1 Gender……………………………………………………………………………...78

Fig 4.2 Age…………………………………………………………………………………79

Fig 4.3 Highest Education Level…………………………………………………………...80

Fig 4.4 Working Experience………………………………………………………………..81

Fig 4.5 Nature of the Business……………………………………………………………...82

Fig 4.6 Management Level………………………………………………………………...83

xiii

ABBREVIATION AND ACRONYMS

DOSHS Director of Occupational Safety and Health Services.

HSR Health and Safety Representative.

NACOSTI National Commission for Science, Technology and Innovation.

OHS Occupational Health and Safety.

OHSP Occupational Health and Safety Practices

OSHEA Occupational Safety and Health Act.

PPE Personal Protective Equipment.

RBV Resource Based View.

SPSS Statistical Package for Social Scientist.

USA United States of America.

UK United Kingdom.

VIF Variance Inflation Factor.

xiv

OPERATIONAL DEFINITION OF TERMS

Administrative Control These are safety policies that are aimed at limiting employees’ exposures to hazards and it includes: limiting

hours of work, safety practices, personal hygiene and rest schedules.

Beverage Manufacturing Firms

These are firms that manufacture alcoholic and non-alcoholic drinks. Alcoholic drinks include: wine, beer and distilled spirit. Non-alcoholic drinks includes: carbonated soft drinks and fruit juice.

Coaching These include number of trainer committed to offer coaching with clear goals and objectives.

Engineering Control These are number of substitution, elimination and ventilation conducted at the workplace.

Employee Performance These are measures of outcome of occupational health and safety practices and it includes: number of products labelled appropriately, number of inspection conducted on carrier vehicles, talking to customers and rewarding of good attendance.

Hazard Control Practices These are measures taken by management to protect employees from exposure to hazardous substances and the controls include: engineering control, administrative control and provision of personal protective equipment.

Occupational Health and Safety Practices

These involves keeping of safety records, number of workplaces inspection conducted, number of usage of personal protective equipment, and number of trainers committed to offer job rotation, job instruction, coaching and lecture training.

Job Instruction These include the number of job instruction having clear goals and objectives conducted at the workplace.

Job Rotation These include number of job rotation conducted at workplace and the feedback provided.

Lecture Training These include number of lecturing training conducted at the workplace and evaluated by competent trainer.

xv

Occupational Health and Safety Laws

These are number of penalties and fines imposed on person for contravening occupational health and safety law and the number of inspection and audit conducted by occupational health and safety officer.

Safety Records These include number of updates on safety records, conditions for storage of safety records and number of times classification are conducted on safety records.

Personal Protective Equipment

These include number of personal protective equipment of appropriate sizes provided to employees. .

Safety Training Practices These are number of job rotation, job instruction, coaching and lecture training conducted and evaluated at the workplace.

Workplace Safety Inspection.

These includes the number of workplace safety inspections conducted and safety inspection report handed over to management.

xvi

ABSTRACT

The employee performance in beverage manufacturing firms in Nairobi City County of Kenya have been declining in terms of poor delivery and quality production of products, and high absenteeism rate. The objectives of the study was to determine the effect of safety training practices, hazard control practices, workplace safety inspection and safety record on employee performance in beverage manufacturing firms in Nairobi City County of Kenya. And to determine the moderating effect of occupational health and safety law on the relationship between occupational health and safety practices and employee performance in beverage manufacturing firms in Nairobi City County of Kenya. The study adopted experimental research design. The target population was 483 employees working in 32 beverage manufacturing firms located in Nairobi City County of Kenya and it included: spirit, beer, wine, fruit juice and carbonated soft drinks. The 483 employees included: human resource managers, operation managers and factory floor staffs. Krejece Morgan table determined the sample size of 196 employees. A multi stage sampling technique was used to select sample size of the study. The semi structured questionnaire was used to collect qualitative and quantitative data. The statistical package for social scientist version 21 analyzed the data. The study conducted reliability and validity test of the questionnaire. The diagnostic test conducted includes: normality test, homogeneity of variance test and multicollinearity test. The qualitative data analyzed using descriptive statistics such as frequency and percentage and the information presented in form of statistical tables. The quantitative data analyzed using descriptive and inferential statistics such as mean, standard deviation, Pearson correlation of coefficient, multiple linear regression analysis and moderated multiple regression analysis. The information presented inform of pie charts, bar graphs, and statistical tables. The null hypotheses rejected or failed to reject at 0.05 level of significance. There was a weak positive relationship which was statistically significant between safety training practices and employee performance. There was a weak negative relationship which was statistically significant between hazard control practices and employee performance. There was a strong positive relationship which was statistically significant between workplace safety inspection and employee performance. There was a moderate positive relationship which was statistically significant between safety record and employee performance. The safety training practices and hazard control practices were not significant predictors of employee performance. The workplace safety inspection and safety record statistically significantly predicted employee performance. The occupational health and safety law statistically significantly moderates the relationship between occupational health and safety practices and employee performance. The study recommends that the Director of Occupational Safety and Health Services to impose heavy fines on employers who are violating occupational health and safety laws. The study recommends employer to ensure that health and safety representative frequently conducts workplace safety inspection. The study recommends the employer to keep safety records in good condition. The study recommends that experimental research design should be adopted in the study. The study recommends that the target population should be employees working in beverage manufacturing firms in Nairobi City County of Kenya. The study recommends that the following theories should be adopted in the study: resource based view theory, institutional theory, goal setting theory of motivation and Herzberg’s two factor theory of

motivation.

1

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

According to Pouliakas and Theodossiou (2003) an increase of industrialization across the

globe has led employees at the workplace to be exposed to physical, chemical, biological and

psychological hazards. These have resulted in 270 million occupational accidents and 160

million occupational diseases each year across the globe. Most countries in Africa are known

to have inadequate health and safety management practices (Puplampu & Quartey, 2004). For

instance, a study done in East Africa in gold mining reported that there was an abnormally high

concentration of mercury in the urine samples of the miners as they were exposed to mercury

vapours during the burning of gold mercury amalgams (Regional Committee for Africa, 2004).

These were further supported by Agbenorku, Owusu, and Nyador (2005) who argued that

employees who work at the mining and printing industries were exposed to a high level of

injuries, diseases, and risks.

Most African countries emphasize more on increasing productivity and profitability at the

expense of employee health and safety (Rantanen, Lehinen, & Savolainen, 2006). Katsakiori,

Sakellaropoulos, and Mantakis (2006) showed that most African countries have poor sanitation

caused by lack of accessible running water as well as inadequate toilet facilities and these have

led to the occurrence of diseases such as malaria and diarrhoea. Moreover, according to the

report of the World Health Organization Regional Office for Africa (2006) there was high

prevalence of occupational health and safety (OHS) issues in most African countries and these

2

have been attributed to inadequate attention given to OHS issues by industry and government.

This was further supported by Muchiri (2008) who identified some OHS challenges facing

African countries such as: poor OHS infrastructure, insufficient number of qualified OHS

practitioners and general lack of adequate information about occupational health and safety

practices (OHSP) amongst employees. However, Moyo, Zungu, Kgalamono, and Mwila

(2015) still believes that some African countries were improving on OHSP through OHS

education, training and collaborating with OHS research institution. In addition, Idoro (2016)

argued that industries in Nigeria were pursuing OHS initiatives such as OHS awareness,

incentives, accidents investigations and provision of personal protective equipment (PPE).

1.1.1 Employee Performance

Employee performance is the successful completion of tasks by selected individual as set

measured by the supervisor to predefined acceptable standards while efficiently and effectively

utilizing the available resource within a changing environment (Wall, Mochie, & Patterson,

2004). Other scholars such as Dwomoh, Owusu, and Addo (2005) define employee

performance as the records of outcome achieved for each job function during a specified period

of time. Stan, Merescu, Neagoe, and Teceu (2006) states that employee performance can be

measured in terms of delivery of the products, presence at work, quality of the products and

cooperativeness.

Beverage manufacturing firms across the globe have adopted different type of indicators of

employee performance for example in United States of America (USA) and United Kingdom

(UK) employee performance are measured based on quality of the products produced in terms

3

of customer taste and preference (Campell & Gillian, 2004). Other scholars such as Maruta

and Rikio (2012) argued that sometimes it may be difficult for employees to produce products

that attained customer taste and preference especially when the machines used for production

are defective. Beverage manufacturing firms in Pakistan measure employee performance

based on delivery of beverage manufacturing products to customer and number beverage

manufacturing products packed in suitable containers and labelled appropriately

(Amir, Waqar, Ali, & Zameer, 2014).

In USA employees’ performance are measured in terms of attendance and it involved

rewarding good attendance and it can be in form of financial and non-financial rewards

(Creswell, 2014). On the other hands scholars such as Sokovic, Paveletic, and Pipan (2014)

are against the practice because they believed that employees can manipulate the practice to

their advantage. Employees who are responsible for delivering beverage manufacturing

products, their performance are measured based on inspection conducted on the carrier vehicles

(Jinhui, Sarah, Zhang, Schroeder, & Roger, 2014). In India employee performance in beverage

manufacturing firms are measured in terms of number of quality of products delivered to

customers without damage, complains from the workmates and absenteeism

(Chaudhray & Sharma, 2014).

The beverage manufacturing firms across Africa continent emphasized at increasing

production, therefore employees are compensated according to the unit and quality of the

products produced per given time (Flint & Gamelgaard, 2012). However, Maras and Elliot

(2014) argued that this method of measuring employee performance was not appropriate

4

because employees can produce more units with the hope of earning more wages and in the

end the process the quality of the products are compromised. Employees who are in charge of

packaging beverage manufacturing products their performance are normally measured based

on number of products labelled and packed appropriately (Jacobsen, 2014). The employees’

performance was also measured in terms of average weekly work, complains from the

workmates, stress and job satisfaction (Nasse, 2019). Absenteeism was also another indicators

of employee performance, employees are only compensated for the hours worked, while those

who absent themselves from work without giving notice to their employer are fined or

summarily dismissed (Azar & Shafighi, 2019).

According to Karuga, Anyango, Gitu, Namu, and Upadhya (2002) beverage manufacturing

firms in Kenya measure employees’ performance based on time they arrived at the workplace.

Employees who distribute deliver beverage manufacturing products to customers, their

performance are measured on the number of products packed and labelled appropriately and

delivered to customers within the shortest time possible and also complaints from fellow

workmates (Nyambura, 2009). Those who are in charge of production process their

performance are measured in terms of quality of the products produced and time taken to

produce the products (Awino, Ogaga, & Machuki, 2017).

The employee performance was used in the study as dependent variable and it was measured

in terms of quality of the products, delivery of the products and absenteeism. According to

Kimuyu (2014) there was a decline of employee performance in beverage manufacturing firms

in Nairobi City County of Kenya and employee performance were measured in terms of quality

5

of the products, delivery and absenteeism. Therefore, the study adopted those indicators of

employee performance so as to determine what led to decline of employee performance in

beverage manufacturing firms in Nairobi City County of Kenya.

1.1.2 Occupational Health and Safety Practices

According to Kaynak, Toklu, and Elci (2003) OHSP are protocols employees adhere to when

it comes to reducing accidents, illness and injuries at the workplace and such practices

includes: safety training practices, hazard control practices, workplace safety inspection, and

safety records. Kretchmar (2003) described safety training practices as an excellent way in

which employees acquired new skills and knowledge and reinforce good practices such as

wearing PPE and identifying hazards. Other scholars such as Shehu, Subramaniam, and Johari

(2005) also refer to safety training practices as planned effort to facilitate the learning of OHS

competencies such as safe work practices, emergency procedures, and prevention.

According to Wahab, Rajab, Shaari, Rahman, and Saat (2005) safety training practices can be

classified into categories and include on job safety training and off job safety training practices.

On job safety training was practices described by Alipour and Shahnavaz (2005) as a practices

of training where the learner develops skills in the real work environment by actually using

machinery and material during training and such includes: job rotation, job instruction, and

apprentice. On the other hand, Weinstock, and Slatin (2006) define off job safety training

practices as training that are performed away from work environment and it can be conducted

through lecture training, discussion, simulation training, and case study.

6

In developed countries such USA, Canada and the UK the organization has competent internal

trainer who delivers OHS training programs to employees, but in a situation where the

organization lack internal expertise it can hire external professional consultants to deliver the

safety training program to employees (Vignoli, Punnett, & Depolo, 2008). In developing

countries such as Nigeria, South Africa and Kenya, organizations are still using traditional

methods of safety training such as lecture training but it has been modified with other safety

training techniques such as videos, DVD lecture or e-learning (Olutuase, 2008).

In terms of hazard control practices, Weyman and Clarke (2002) define hazard control

practices as a measures taken by the management to protect employees against hazards and it

includes: engineering control, administrative control and use of PPE. Countries such as USA,

UK and Canada, organization are using engineering controls to eliminate or control hazards at

the workplace and such controls includes: ventilation, automation, and isolation (Holmes,

Lingard, Yesilyurt, & De Munk, 2002). Christian, Bradley, Wallace, and Burke (2003)

mentioned that the organizations from these countries also use isolation to eliminate hazards

at the workplace and it’s achieved through containment or enclosure of hazards such as using

the wielding screen to isolate welding operations from other employees. In African countries

especially Ghana, Nigeria and Kenya, the process are automated and mechanized, but they are

not advanced as those of developed countries where conveyor belts are used to transport raw

materials and beverage products (Idubor & Oisamoje, 2004).

The workplace safety inspection was also another form of OHSP and was described by Ohdo,

Hino, and Takanashi (2005) as the regular examination of the workplace to recognize and

7

evaluate the existing and potential hazards and recommend corrective action. Nikolaos (2007)

described workplace safety inspection as a systematic way of checking the work environment

and procedures to ensure that it meets the OHS standards. In the USA, UK and Canada

workplace safety inspection are conducted internally by employer or health and safety

representative (HSR), externally by enforcement officer, insurance consultants and specialist

engineer and these may include: daily inspection of machine and equipment, initial startup

instructions and walk rounds of mobile equipment before use (Swuste, Gulijk, & Zwaard,

2008).

On the other hand, Kin and Bonaventura (2009) argued that workplace safety inspection from

these countries are conducted depending on the risks the organization faces. More ever,

Kotusoroi (2010) mentioned that if the work environment is of low risk like in administration

office then the inspection can be less, but if the work environment specific activities are of

high risks or changing rapidly then more frequent inspection may be justified, an example was

a construction project. In African countries, such as Nigeria, Ghana and Kenya, the workplace

safety inspections were conducted internally by HSR and externally by OHS officers

(Mojapelo, Mafini, & Dhurup, 2011). The HSR and OHS officers from these countries were

not adequately trained on issues related to OHS such as OHS laws, safety procedures and

processes to be inspected (Umeokafor, Isaac, Jones, & Umeadi, 2012).

The last OHSP in the study was safety records, Okoli and Onuigbo (2012) define safety records

as a record of OHSP such as safety training practices, hazard control practices, workplace

safety inspection and emergency evaluation. Taderera (2012) indicated that organization can

8

also have external safety records and such may include: material safety data sheet, external

OHS audit report and workplace monitoring reports. The safety records can be inform of paper

records or inform digital formats such as emails, word documents, spreadsheets, database, web

pages, digital photographs, scanned version of the paper document and incoming emails

(Achilike & Okwuanaso, 2013). Iacovino (2013) stated that these records have to be captured

in compliance with the record keeping system of the organization so as to ensure that they are

locatable and their access and movement can be tracked.

In addition, Duff and Harris (2013) mentioned that for identification and traceability of safety

records, the records have to be assigned unique identifiers such as alphanumeric and sequential

numbering. Furthermore, Agumba, Pretorius, and Haupt (2014) to facilitate easy retrieval of

safety records, it has to be filed and indexed. Kellerman (2014) described filing as arranging

records in convenient order for storage and was based on file type such hard copy or electronic

media and it has to be secured to prevent unauthorized access.

According to Iacovino (2014) safety records have to be kept in private and confidential areas

to prevent an unauthorized person from accessing them. These can be achieved through having

access to safety records restricted to personnel with a legitimate business, storing the hard

copies of safety records in the locked filing cabinet and using password encryption for the

electronic record (Tagbotor, Adzido, & Agbanu, 2014).

The study adopted OHSP as the independent variable and it includes: safety training practices,

hazard control practices, workplace safety inspection, and safety records. The safety training

9

practices was measure in terms of: job rotation, lecture training, job instruction, and coaching.

While hazard control practices were measured in terms of: engineering controls, administrative

control, and PPE. The workplace safety inspection was measured in terms of: observing

employees performing tasks, use of the checklist, communicating workplace safety inspection

report to management for coaching purposes, and monitoring corrective action. The safety

record was measured in terms of: accurate, relevant, accessibility, and ease of use.

The research used safety training practices, hazard control practices, workplace safety

inspection, and safety record as indicators of OHSP. It was supported by Njiha, Nzulwa, and

Kwena (2017) who argued that there have been poor OHSP in beverage manufacturing firms

in Nairobi City County of Kenya and such includes: lack of safety training programs,

inspection of the workplace, hazard control practices, and safety records.

1.1.3 Occupational Health and Safety Law

According to Barling, Loughlin, and Kelloway (2002) the International Labour Organization

requires that member countries to formulate, implement and periodically review OHS national

policy to prevent accidents and injuries to employees by minimizing workplace hazards.

Adeyemo and Smallwood (2002) argued that legislation was one of the processes by which the

government affects safety and it can be achieved through appointing qualified inspectorate to

inspect the workplace and also making sure that different labour regulations especially those

related to workplace safety are complied with.

In contrast, Ndegwa, Guyo, Orwa, Ng’ang’ a, and Murigi (2004) argues that OHS laws does

not increase safety at the workplace, because the cause of most accidents are complex

10

interaction of labour, equipment and work environment. The argument was further supported

by Idowu and Iyabo (2004) who argued that OHS laws may not prevent more than 25% of all

workplace accidents. Moreover, Kheni, Dainty, and Gibb (2005) believed that moral hazards

may reduce the level of safety because employees attempt to substitute wages for safer jobs.

The Occupational Safety and Health Act of 1970 was the preeminent federal law governing

workplace safety and health in the USA and it applies to all employers with one or more

employees except States and local government (Rabinowitz & Hager, 2006). According to

Umeokafor, Isaac, Jones, and Umeadi (2006) Nigeria has two notable OHS laws, Employee

Compensation Act of 2010 and Factory Act of 1990 which was the localized version of UK

Factory Act of 1961. Adeyemo and Smallwood (2006) states that the Factory Act of 1990 was

limited by its function because its definition was limited to the factory and therefore, excluding

other sectors. Rotich and Kwasira (2007) stated that in the year 2007 the Kenyan Parliament

enacted two OHS laws: Occupational Safety and Health Act of 2007 (OSHEA) and Work

Injury Benefit Act of 2007(WIBA). The OSHEA commenced on 26th October, 2007, while

WIBA commenced on second June of 2008. The OSHEA of 2007 applies to all workplaces

where persons at work whether permanently or temporarily, while WIBA compensate

employees who are injured in the course of work.

According to Besley and Burgess (2008) OHS of 1970 of USA clearly states that employers

and employees must comply with the act, an employer must comply both with specific

standards and general duty and violation may lead to penalties, however, employees are not

penalized for not complying with the Act. In contrast, in Kenya and Nigeria, both the

11

employers and employees have the responsibility to comply with specific duties relating to

OHS and failure to do so can lead to imprisonment or penalties (Jonathan, Mbogo, Idowu, &

Iyabo, 2008). The inspectors in the USA have the powers to inspect the workplace but with

the consent of the employer and during the inspection, the inspector can be accompanied by

HSR (Bradbury, 2009). Nigeria have inspectors to enforce OHS laws, however, they are few

in numbers and it was supported by Umeokafor et al. (2009) argued that Nigeria had 60 factory

inspectors for a population of 160 million.

In addition, Nzuve and Lawrence (2010) reported that Kenya had 71 OHS officers who were

unable to inspect estimated 140,000 workplaces and therefore employees and employers were

exposed to hazards such blood stains, viruses, wet floor and extreme temperature conditions

without interventions. In the USA every state has enacted compensation program for

employees in the scope of the job, however, the compensation program doesn’t cover all

employees it excludes, self-employed, independent contractors, agricultural casual workers,

domestic workers and small firm employees (Martimo, Shiri, & Miranda, 2011).

Nigeria had enacted the Compensation Act of 2010 to compensate employees who sustain

injuries or suffer from occupational disease or death at the workplace in the process of carrying

out their duties and it covers employees who are part-time, temporarily or casual both in public

and private institution and it also extends to the dependents of the deceased (Kalejaiye, 2013).

Kenya has WIBA of 2007 which compensate employees for work-related injuries, death and

diseases contracted in the course of their employment and it covers all employees both in public

12

and private institution and their dependents except for armed forces and any person employed

outside Kenya (Jonathan & Mbogo, 2013).

The research adopted the OHS law as a moderating variable, to moderate the relationship

between OHSP and employee performance in beverage manufacturing firms in Nairobi City

County of Kenya. The OHS law was measured in terms of: penalties and fines, awareness of

OHS law, and auditing and inspecting of workplaces. According to Adeyemo and Smallwood

(2010) the government has the responsibility to ensure that employees are provided with

conducive environment where they can be able to improve their performance and these can

only be achieved by the government enforcing OHS law through inspecting and auditing

workplace, creating awareness of OHS and imposing fines and penalties to those who are

contravening OHS law.

This was further supported by a study conducted by Ndegwa et al. (2014) legal framework as

determinant of the implementation of OHS programmes in the manufacturing sector in Kenya

where legal framework was measured in terms of government inspection and auditing,

familiarity with OHS policy, government support of implementation of occupational safety

and health act of 2007 and ease implement ability of Occupational Safety and Health Act of

2007. The study revealed that legal framework had a positive effect on the implementation of

OHS programs in the manufacturing sector in Kenya.

13

1.1.4 Beverage Manufacturing Firms

The beverage manufacturing firms were discussed in the following perspective: globally,

regionally, locally and Nairobi City County of Kenya.

1.1.4.1 Global Perspective of Beverage Manufacturing Firms

The beverage manufacturing firms consist of alcoholic and non-alcoholics, non alcoholics’

drinks include fruit juice, coffee, tea, and carbonated soft drinks, while alcoholic drinks include

wine, spirit, and beer (Dimara & Skuras, 2005). The beverage manufacturing firms have

evolved over the past centuries and these have been characterized by the number of

manufacturers, methods of production process, packaging and final products (Reisch, Eberle,

& Lorek, 2013).

The beverage manufacturing firms has evolved from local firms that produced products for the

local market to giant firms that produced products for the international market and it was

achieved through adoption of mass production technique that led to expansion (Vrontis, 2014).

Across the globe the beverage manufacturing firms have been able to employs millions of

people and also generating billions of dollar in revenue each year and furthermore, the

production process in most beverage manufacturing firms across the world are automated and

mechanized, employing skilled and semi-skilled workforce (Mesadag, 2014). According to

Amir et al. (2014) beverage manufacturing firms across the globe will go to any length to

source high quality raw materials that can be used to produce beverage products that meet the

taste and preference of customers. The beverage products are packed in aluminum containers,

14

plastic containers and aseptic packages and they are colourful and attractive and furthermore,

it protect the products against contamination (Sokovic et al., 2014).

1.1.4.2 Regional Perspective of Beverage Manufacturing Firms

The beverage manufacturing firms in Africa consist of alcoholics and non-alcoholics, they are

also different in terms of production process, packaging and final products (Sutton &

Kpeteney, 2012). In Africa, the non-alcoholic beverage manufacturing firms are dominated

by international brands such as Coca cola, Pepsi, Nestle and Unilever, while alcoholic beverage

manufacturing firms are dominated by foreign brand like Heineken (Nasse, 2019). The local

entrepreneurs in Africa have not been left behind especially in Kenya where we have Keroche

Industry, in Tanzania there is Jambo group the new entrants in beverage manufacturing firms

(Quartey, 2019).

The beverage manufacturing firms in Africa are both capital and labour intensive, the

production process are automated and mechanized and they distribute their products directly

to their consumers (Omari & Amedu, 2019). However, according to Roereceke, Obot, and

Rehm (2019) alcoholics’ beverage manufacturing firms in Africa are facing stiff competitions

from the local and illicit brews, because they are easily accessible and cheaper in price. In

addition, employees working in beverage manufacturing firms have been exposed to poor

working conditions such as defective machines, extreme temperature conditions and slippery

floors which have led to high occurrence of accidents and injuries, and contraction of diseases

(Ahmad & Sattar, 2019).

15

1.1.4.3 Local Perspective of Beverage Manufacturing Firms

The beverage manufacturing firms in Kenya consist of alcoholic and non-alcoholic,

furthermore non-alcoholic beverage manufacturing firms are dominated by international

brands such Coca Cola, and Pepsi while alcoholic beverage manufacturing firms are dominated

by local brand such Tusker (Mwangulu, 2014). There are fierce competition between

beverage manufacturing firms in Kenya and these has force some of them to diversify their

products by producing energy drinks, bottle sugar water and soda drinks without sugar

(Mutunga & Minja, 2014).

Furthermore, alcoholic beverage manufacturing firms are facing stiff competition from illicit

brews, a research conducted by Kipchumba (2017) curbing illicit brew in Kenya indicated that

the percentage consumptions of illicit brew rose from 3.8% to 4.25% of total alcohol volume

sold in the year 2015. The beverage manufacturing firms in Kenya are both capital and labor

intensive. They employ skilled and semi-skilled employees and in addition, they sell their

products to wholesalers and retailers, or directly to their consumers such as supermarket and

social joint owners (Nderitu, 2017).

1.1.4.4 Beverage Manufacturing Firms in Nairobi City County of Kenya

The beverage manufacturing firms in Nairobi City County of Kenya consist of two groups

alcoholic and non-alcoholic (Karuga, Anyang'o, Git, Namu, & Upadhya, 2002). Non-alcoholic

beverage manufacturing firms includes: carbonated soft drinks, fruit juice, tea, and coffee.

While alcoholic beverages manufacturing firms includes: wine, beer, and distilled spirit

(Nyambura, 2009). The beverage manufacturing firms are highly fragmented and these were

16

shown by the number of manufacturers, method of packaging, production process and final

products (Kimuyu, 2014). According to Nderitu (2017) beverage manufacturing firms in the

Nairobi City County of Kenya contributes toward the creation of employment, revenue

generation for the government and exportation of products to earn foreign exchange and

furthermore, the sector has witnessed immense brand and these have forced some of them to

diversify their products ranges in an effort to satisfy and retain the customers.

The beverage manufacturing firms are labour and capital intensive and therefore according to

Koopman, Pelletier, Murray, Sharda, Berger and Turpin (2016) employees in beverage

manufacturing firms perform strenuous task such manually loading and offloading raw

materials and beverage manufacturing products from long trucks using their head, shoulder

and neck and these may result to work-related stress and muscular-skeletal disorders.

Furthermore, Ahmad and Sattar (2016) noted that employees were exposed to hazards such as

collision with internal transport such as forklift and containers which causes fatal injuries,

exposure to the high level of noise which result to induced hearing loss. The study was

conducted in beverage manufacturing firms in Nairobi City County of Kenya to determine

influence of occupational health and safety practices on employee performance.

1.2 Statement of the Problem

There have been decline of employee performance in beverage manufacturing firms in Nairobi

City County of Kenya, in terms of poor delivery of the products, poor quality products being

manufactured and high absenteeism among employees (Kimuyu, 2014). The research

conducted by Kimuyu adopted descriptive survey research design, according to Peren and Lam

17

(2015) descriptive survey research design are used in studies where the research wants to

describe the current status of the phenomena. Furthermore, the data was collected from

management staff. According to Murgan (2017) where data are collected from a single source

it leads to biasness as the respondents give biased information.

In addition, Awino, Ogaga and Machuki (2017) stated that the quality of products in beverage

manufacturing in Nairobi City County of Kenya have been relatively low with 8.5% recorded

in 2015 to 2.1% recorded in 2016. More ever, according to Kimani and Kung’u (2017) in the

year 2013 over 100 employees in beverage manufacturing firms in Nairobi City County of

Kenya were granted off duties for over three months as a result of sickness. Furthermore,

Njiha et al. (2017) argued that that there have been poor OHSP at beverage manufacturing

firms in Nairobi City County of Kenya and such include: lack of safety training programs,

inspection of the workplace, hazard control practices and safety records.

A study conducted by Mwangi and Waiganjo (2017) on the influence of OHSP on employee

performance in the flower industry in Kenya: a case study of Penta Flowers Limited indicates

that OHSP influence employee performance at Penta Flower Limited. The research adopted

explanatory sequential research design, where the quantitative and qualitative data were

analyzed using descriptive statistics. In addition, the data was collected using interviews and

questionnaires and it was time consuming. Moreover, the findings of the study cannot be

generalized to beverage manufacturing firms in Nairobi City County of Kenya because, Baah

(2015) argued that the concept of OHSP and employee performance differs with respect to

region, country and industry.

18

From the study above, it seem to focus on single case study. The current study was conducted

in beverage manufacturing firms in Nairobi City County of Kenya to investigate the influence

of OHSP on employee performance. The research adopted OHS law as a moderating variable

to moderate the relationship between OHSP and employee performance. The current study

adopted experimental research design to demonstrate the cause and explain the effect between

OHSP, OHS law, and employee performance. This was achieved through conducting

inferential analysis such Pearson correlation of efficient, multiple linear regression analysis

and moderated regression analysis. Furthermore, the current study adopted sample survey

method where data was collected using semi structured questionnaires.

1.3 Objectives of the Study

1.3.1 General Objective

The general objective of the study was to investigate influence of occupational health and

safety practices on employee performance in beverage manufacturing firms in Nairobi City

County of Kenya.

1.3.2 Specific Objectives

i. To establish effect of safety training practices on employee performance in beverage

manufacturing firms in Nairobi City County of Kenya.

ii. To examine effect of hazard control practices on employee performance in beverage


iii. To investigate effect of workplace safety inspection on employee performance in beverage


19

iv. To find out effect of safety records on employee performance in beverage manufacturing

firms in Nairobi City County of Kenya.

v. To determine the moderating effect of occupational health and safety law on the relationship

between occupational health and safety practices and employee performance in beverage


1.4 Research Hypotheses

The research was guided by the null hypotheses.

HO1: There is no statistical significant relationship between safety training practices and

employee performance.

HO2: There is no statistical significant relationship between hazard control practices and


HO3: There is no statistical significant relationship between workplace safety inspection and


HO4: There is no statistical significant relationship between safety records and employee

performance.

HO5: Occupational health and safety law does not moderate the statistical significant

relationship between occupational health and safety practices and employee performance.

1.5 Significance of the Study

This study benefit the beverage manufacturing firms by assisting them to understand on how

to improve employee performance. These can be achieved by beverage manufacturing firms

implementing the recommendations of employee performance which have been stated in the

20

study. The research provides an insight into the ̀ state of employees’ health and safety practices

in beverage manufacturing firms in Nairobi City County of Kenya by indicating how OHSP

influenced employee performance. This can assist the government to formulate new OHS

policy or enforce the existing OHS laws so as to improve employee performance and working

conditions. The study provides OHS information to human resource manager so as to develop

OHS programs that are relevant to employees and the working environment. The research was

also significant to scholars because it forms part of the literature reference for other related

studies in future as it provides theoretical and empirical models on how employee performance

are influenced by OHSP.

1.6 Scope of the Study

The aim of the study was to investigate the influence of occupational health and safety practices

on employee performance in beverage manufacturing firms in Nairobi City County of Kenya.

The geographical of the study was limited to 32 beverage manufacturing firms located within

Nairobi City County of Kenya. The study concentrated on: safety training practices, hazard

control practices, workplace safety inspection, safety records, OHS law, and employee

performance, adopted by beverage manufacturing firms. The research adopted experimental

research design to determine and explain the causal effect between OHSP, OHS law, and

employee performance in beverage manufacturing firms in Nairobi City County of Kenya. The

study was conducted in the period of December of 2018.

21

1.7 Limitation of the Study

The study was conducted in beverage manufacturing firms and therefore, its findings cannot

be generalized to other sectors. Because different sectors have different machines and

equipment, work practices, policies and different working environment. The research used

semi structured questionnaire to collect quantitative and qualitative data and this inhibit the

research ability to collect more data for analysis and therefore, future scholars should use

additional data collection instruments such as interviews and observation.

Access to literature was one of the limitations of the study especially when it comes to

addressing research gaps in the study. The research did not have access to large range of

scientific literature and it hinders research ability to address the research gaps. However, the

problem was solved by the research accessing the available literature to address the research

gaps. There were difficulties in distributing semi-structured questionnaires to respondents

these was because different beverage manufacturing firms have different working schedules

and work stations. To overcome the situation, the research booked appointments with the

respondents requesting for their time to fill in semi-structured questionnaires.

The data was collected from a busy environment where there were many distractions as the

respondents were on rush to produce and deliver quality products. Distributing semi structured

questionnaires at these time may lead respondents to give wrongful information by casually

fill in the questionnaires. To overcome the situation, the research assistants were advised to

distribute questionnaires during early morning hours before respondents could resume their

22

duties or lunch hours when respondents will have humble time to give correct information. The

research sent emails to relevant authorities requesting to be provided with exact information

on the number of beverage manufacturing firms located within Nairobi City County of Kenya,

but they were uncooperative. To solve the situation, the research decided to use information

from the internet and other previous scholars who have done studies in the beverage

manufacturing firms in Nairobi City of Kenya.

1.8 Organization of the Study

The organization of the study provides roadmap to scholars on how each chapter of the study

was established to achieve the objective of the study. Therefore, chapter one provides: the

background of the study, statement of the problem, objectives of the study, research

hypotheses, significance of the study, the scope of the study, limitation of the study, and

organization of the study. Chapter two presents: the introduction, theoretical literature review,

empirical literature review, summary of literature and research gaps, and conceptual

framework. Chapter three deals with: research philosophy, research design, target population,

sampling design, data collection instrument, data collection procedures, pilot study, stating of

validity and reliability of the instrument, stating of data analysis and presentation, and ethical

consideration. Chapter four deals with: response rate, testing for validity and reliability of the

measuring instrument, diagnostic test, demographic information of the respondents,

descriptive and inferential analysis, and testing of hypotheses. Chapter five presents: the

summary, conclusions, recommendations and areas for further research.

23

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The research presents literature related to the topic of the study, theoretical literature review,

empirical review, summary of literature and research gaps, and conceptual framework.

2.2 Theoretical Literature Review

The following are theories related to the topic of the study and they included: Resource Based

View Theory, Institutional Theory, Goal Setting Theory of Motivation, and Herzberg’s Two

Factor Theory of Motivation.

2.2.1 Resource Based View Theory

Resource based view theory (RBV) was developed by Penrose in 1959 and since then it has

become one of the dominant contemporary approaches to the analysis of sustained competitive

advantage and its emphasis on firm’s resources as the fundamental determinant of competitive

advantage and performance (Gnyawali & Madhavan, 2001). Peteraf and Bergen (2003) define

resources as all the assets, capabilities, organization process, firm attributes, information and

knowledge controlled by the firm that enables it to implement strategies that can improve

efficiency and effectiveness.

According to Ana and Palis (2003) for a resource to be considered a competitive advantage, it

must be valuable, rare, and imperfectly imitable and substitutable and competitive advantage

is only achieved if the situation continues to exist after competitors’ effort to duplicate that

24

advantage have ceased. The firm can deploy its resources to the competitive environment with

the aim of generating competitive advantage and this can only be achieved when a firm create

and protect its existing resources or acquire new resources taking into account the competitive

environment (Foss & Knudsen, 2004).

The assumption of RBV theory was that the firm within the industry may be heterogeneous

with respect to bundling resources that they control and the last assumption was that resource

heterogeneity may persist over time because the resources used to implement the strategies are

perfectly mobile across the firm (Spanos & Lioukas, 2005). Barney (2007) described resource

heterogeneity as a resource which cannot be traded in factor markets and difficult to

accumulate and imitate. In contrast, Priem and Butler (2008) concluded that RBV theory

contributed to the little explanation on the prediction of competitive advantage and

recommended that scholars should address core connection between resource and

environment, because while resources represent what can be done, the competitive

environment represent what must be done to compete effectively in satisfying customer needs.

The RBV theory was relevant to the current study because it supports the independent variable

of the study which was OHSP. For an organization to have a competitive advantage over its

competitors, the OHSP such as safety training practices, workplace safety inspection, hazard

control practices, and safety records must be linked to the organization strategy (Tait & Walker,

2008). Priem and Butler (2008) mentioned that highly skilled and motivated workforce have

great potential to constitute a source of sustainable competitive advantage.

25

For instance, Alvero, Struss, and Rappaport (2008), Tait and Walker (2008), Wright and Kehoe

(2008) acknowledged that training employees on OHSP can motivate employees in such a way

that they begin to exhibit desirable behaviours such as wearing PPE, attending safety training,

identifying hazards, keeping safety records and proposing safety measures and these reduces

occurrences of accidents at the workplace and in the process improving employee performance.

In examining the human capital pool, Richard, Murthi, and Ismail (2008) used RBV theory to

examine the impact of racial diversity on organization performance and the findings of the

study indicated that diversity was positively related to productivity, return on equity and

market performance for firms engaged in a strategy

2.2.2 Goal Setting Theory of Motivation

Goal setting theory of motivation was postulated by Locke in 1968 and it emphasizes the

important relationship between goals and performances (Baum & Locke, 2004). The goal

setting theory of motivation emphasized that effective performance was only achieved when

goals are specific and challenging, especially when they are used to evaluate performance and

linked to feedback on results and create commitment acceptance (Brown, Jones, & Leigh,

2005). LePine (2005) reported that the major findings of this goal setting theory of motivation

are that individuals who are provided with specific difficult but attainable goals perform better

than those given easy and non-specific goals.

There is practical suggestion for managers to consider when attempting to use goal setting

theory motivation as a technique of enhancing motivation and performance at the workplace

and one of the practical suggestion was that the goals should be specific and quantifiable and

26

it assist employees to measure their own performance (Seijts, Latham, Tasa, & Latham, 2005).

The goals must be difficult as well as specific for employees to raise performance, however,

they must be within the capability of employees and where goals are too difficult to attain, the

organization performance suffers because the employee reject the goals as unreasonable and

unattainable (Lee, Sheldon, & Turban, 2006).

According to Yearta, Maitlis, and Briner (2006) for goals to be accepted by employees,

management must allow employees to participate in goal setting process and these enables

employees to understand the goals and therefore they are able to attain the goals. Donovan

and Williams (2008) pointed out that for goals to be attained, feedback must be provided and

these helps employees to know how they are doing in terms of goal attainment and the nature

of adjustment that are required to improve the performance. Moreover, Locke and Latham

(2008) noted that for goals to be attainable they must have deadlines which serve as a time

control mechanism and it increases the motivational impact of goals. On the other hand, Wiese

and Freund (2010) have criticized goal setting theory of motivation because it encourages bad

behaviours which may harm the organization in a long run, for instances employees having a

desire to earn a reward for achieving goals, may engage in unethical behaviours to reach the

target.

In addition, Lee et al. (2011) mentioned that when two separate goals are set at the same time

employees may focus on achieving one goal making it difficult to achieve other goals. The

goal setting theory of motivation was relevant to the study because it supports the dependent

variable, employee performance and its indicators are specific, measurable, attainable, realistic

27

and time-bound and these allow employees to measure their own progress in terms of achieving

performance. A study conducted by Asmus, Mohnene, and Reinhart (2015) on the impact of

goal setting on worker performance empirical evidence from a real effort production

experiment revealed that goal setting improve work performance by 12% to 15% compared to

the situation where goals were not defined.

2.2.3 Institutional Theory

The institutional theory was postulated by William Richard Scott and it indicates that

organization practices are either a direct reflection of or response to rules and structures built

into their larger environment (Najeeb, 2004). Greenwood, Raynard, Kodeih, Micelotta, and

Lounsbury (2006) mentioned that the larger environment act as the institutional environment

for the source of legitimization, rewards, or incentives for, as well as constraints or sanctions

on organization activities and it also embraced the view of institution from a macro perspective

seeing it as a web of cultural roles.

Whereas Gulati, Puranam, and Tushman (2007) study focused on the micro-foundations of the

institution, with the power of cognitive aspects guiding the behaviour of the individuals. Jan,

Lu, and Chou (2008) came up with a term called institutional isomorphism and described it as

a situation in which organization has similar key suppliers, resources, products, consumer, and

regulated by one regulatory agency. King, Felin, and Whetten (2009) indicated that the

institutional isomorphism can take three forms and such includes: coercive, normative, and

mimetic.

28

Coercive isomorphism is a pressure that is exerted on the organization by other organization

and it can be informal or formal depending on the cultural expectation of the society in which

they operate (Suddaby, 2009). Ahrne and Brunsson (2010) argued that these pressures are

mainly embedded in regulatory process and they can manifest themselves in different forms

depending on their degree of enforcement and they can come from trade unions and work

councils, employment legislation, and the government such as policies and they can be visible

at different levels, international, national and industry. Davis (2011) reported that pressure at

the international level may include international labour convection, and national regulatory

pressure.

According to Meyer, Buber, and Aghamanoukjan (2011) normative isomorphism is a situation

where professionalization of employees affects the nature of the management control system

and the norms and values that professional develop through formal education and professional

network increases the similarity of the skills and knowledge of the total workforce in an

organization field and these may lead to similar organization behaviour. This was supported

by Thornton (2011) who argues that if the human resource professionals work in the same

industry, receive education from the same institution and associate themselves with trade

organization that employees’ human resource professionals tend to adopt similar human

resource management practices.

Mimetic isomorphism occurs when the organization response to uncertainty by modelling itself

with other organization in the organization field which are perceived to be successful and

legitimate (Shipilov, Greve, & Rowley, 2012). This was supported by Schneiberg (2012) who

29

argued that human resource manager may imitate human resource management practices of a

competitor as a result of uncertainty and such may include adopting the human resource scores

card of the competitors so as to cope with the uncertainty or the competition.

In contrast, scholars such as Drori, Höllerer, and Walgenbach (2013) have criticized the

institutional theory because it has lost the sight of the claim of the study organization, it has

overwhelming focused on isomorphism and similarity and failing to theorize differences across

the organization. A study conducted by Decreamer and Vanderstraeten (2013) on impact of

institutional pressures on employee performance management systems in higher education in

the Low Countries, indicated that the higher institution adopted employee performance

management system in response to pressure related to institutionalization, with the

government, accreditation agencies, and research partners as a condition for doing business.

The institutional theory was relevant to the study because it supports the moderating variable,

OHS law. According to Kalejaiye (2013) employers may be reluctant to provide a safe and

healthy environment to employees due to laxity and OHS law was the only external force that

a government can use to force employers to provide a conducive working environment for

employees and these can be achieved through systematic inspection and auditing of the

workplace, penalties and creating awareness of OHS laws. Adeogun and Okafor (2013)

failure to comply with OHS laws was a criminal offence and such punishable by penalties or

imprisonment depending on the severity of such violation and it forces the employers to

comply with OHS legislation, employees are therefore provided with safe and healthy working

environment leading to improvement in employee performance.

30

2.2.4 Herzberg’s Two Factor Theory of Motivation

The Herzberg’s two factor theory of motivation anchored the study. According to Judge and

Lilies (2002) the Herzberg’s two factor theory of motivation consist of motivation factors and

hygiene factors. Judge and Lilies (2002) stated that motivation factors are intrinsic to the job

and it includes: recognition, responsibility, work itself, and advancement. According to Kacel

and Norris (2005) motivation factors lead to job satisfaction because the individual wants to

achieve self-growth and self-actualization.

In addition, Asri, Munir, Hassan, Norizan, and Hamel (2007) argued that the aim of motivation

factors is to improve job satisfaction and furthermore, the motivation factors are very effective

in creating positive effect on employee performance by propelling the individual to increase

effort in their performance. According to Malik (2008) hygiene factors are extrinsic factors

related to the job and their aims is to reduce the level of dissatisfaction among employees and

such includes: salary, working conditions, company policy, and job security.

Furthermore, Casper and Harris (2008) stated that the role of hygiene factors was to prevent

dissatisfaction at the workplace and not to increase job satisfaction. More ever, Iguisi (2009)

argued that the poor hygiene factors can cause dissatisfaction, where better hygiene factors can

reduce dissatisfaction but cannot cause job satisfaction. However, a study conducted by

Danish and Usman (2010) examining the implications of pay performance system on intrinsic

and extrinsic motivations factors and job satisfaction indicated that pay and benefits had the

strongest association with the job satisfaction.

31

Another empirical study conducted by Fauzah and Tan (2013) found out that the generations

plays an important role in determining employees’ favourability in the intrinsic and extrinsic

motivations. The study revealed that younger generations were motivated by extrinsic

motivation and demotivated by intrinsic motivation factors, while the older generation were

motivated by intrinsic motivation factors and demotivated by extrinsic motivation factors.

Scholars have also criticize the Herzberg’s two factor theory of motivation, Fang (2011) argued

that the implementation of Herzberg two factor theory of motivation was less practical in

today’s employee motivation study because most of the study conducted across the world have

revealed that extrinsic factor motivation had impact on employee’s job satisfaction. Tan and

Wahed (2011) also stated that what motivates one individual can demotivate another

individual. The Herzberg’s two factor theory of motivation was relevant to the study because

it supports the OHSP, OHS law and employee performance.

According to Kwasi and Amoako (2011) absence of hygiene factors can create dissatisfaction

leading to decrease in employee performance. Therefore, it is the responsibility of the

employer to ensure that machines and equipment are used for their intended purposes so as to

prevent injuries such as cuts, bruises and therefore, reducing absenteeism at the workplace

(Idris & Wari, 2012). The employer can also improve the hygienic factors at the workplace by

ensuring that machines used for production are well maintained to enable employees to

produce highly quality products and increase the delivery of the products and thus high

increase in employee performance (Chan &Yam, 2012).

32

The government has the responsibility of ensuring that employees work in hygienic conditions

and it can only be achieved through the government inspecting and auditing the workplaces,

imposing fines and penalties to employers who are violating OHS law, and creating OHS

awareness (Rabinowitz & Hager, 2006). The government can create OHS awareness by

training employees and employers on how to label and store chemicals in appropriate places

and therefore, preventing fire explosion and contamination of raw materials (Adeyemo &

Smallwood, 2006). The employers have the responsibility of providing safety training

practices at the workplace by training employees on how to prevent electric accidents by not

overloading the power circuit and it will prevent fire explosions and in the process reducing

injuries and accidents which increases absenteeism at the workplace as employees leave work

to seek medical attention (Ayim, 2003).

According to Kin and Bonaventura (2006) through workplace safety inspection the HSR are

able of identifying extreme cold or hot conditions at the workplace. Lai et al. (2008) employee

will be instructed to wear appropriate PPE which can protect them from extreme temperature

at the workplace, therefore providing conducive environment for employees to produce high

quality products and also increasing the delivery of the products to consumer. Swuste et al.

(2007) revealed that through workplace safety inspection the HSR are in apposition to identify

wet floors that can cause strips and slips which can lead to bone fracture leading to high

absenteeism at the workplace and thus reducing employee performance. Reinhold et al. (2009)

indicates that slips and strips at the workplace can be prevented by organization ensuring that

there is a proper drainage to drain excess water and therefore employees are provided with

hygienic conditions where they can be able to produce high quality products.

33

The task observation can also assist HSR to identify wrong working posture and recommends

the correct working posture which can increase the capacity of employees to produce high

quality products and furthermore, increasing the delivery of beverage manufacturing products

and raw materials, and thus increase in employee performance(Nikolaos, 2005). Safety records

can also be used to improve hygienic conditions at the workplace by identifying hazard such

as lifting and carrying of heavy objects using hands, back and head (Agumba et al., 2008).

HSR can recommends the use of conveyors belts and forklift machine which can prevent

skeletal disorders and furthermore, increasing the speed of delivery of beverage manufacturing

products and thus increase in employee performance (Miller, 2009).

2.3 Empirical Literature Review

2.3.1 Safety Training Practices and Employee Performance

Job training helps employees to be familiar with the existing safety policies and procedures

and therefore employees are in a better position to behave safely by wearing PPE which assist

in reducing accidents such as falling of objects which cause head injuries and thus reducing

absenteeism in the organization (Brazile, 2002). In addition, Ayim (2003) mentioned that job

rotation training provides employees with task-specific knowledge in work area that are

directly related to the job requirement and skills acquired assists employees to improve their

performance by improving the quality and delivery of the product.

On the other hand, Arthur (2003) mentioned that employees are against job rotation training

because employees do not want to do new types of job or share their knowledge and skills with

the new employees for fear of losing their jobs. Similarly, Bell (2004) also argued that

34

employees who are rotated to new station area do not possess the required skills to handle task

leading to declining in the quality of the product and increased in absenteeism as a result of

frequent accidents and injuries. A study conducted by Alquraan (2011) Job rotation and its

impact on administrative employees’ performance in United Nation Relief and Work Agency,

Gaza field office, revealed that job rotation had a positive impact on employee performance in

United Nation Relief Works Agency. However, its findings cannot be generalized to

organization located in Gaza strip and the argument was supported by Cassell, Symon,

Buehring, and Johnson (2014) who argued that case findings cannot be generalized to the entire

population because it uses small sample size which are not representative of the entire

population.

The study was a case study and the data was collected using closed ended questionnaires, and

according to Rowley (2014) using closed ended questionnaire the respondents are limited to

the stated alternatives making the data collection method to be biased and these may influence

the findings of the study. Therefore, in the current study, the data was collected using semi-

structured questionnaire and these were supported by Asendorpf, Conner, Fruyt, Houwer, and

Fiedle (2013) who reported that semi-structured questionnaire prevents biasness because it

allow the respondents to choose the stated alternatives and expressed their opinions. In the

current study, the research used sample survey method where the data was collected from large

number of respondents using semi structured questionnaire and it ensure more accurate sample

in which to draw the conclusion (Julies, 2015).

35

Coaching is a regular series of training or development sessions where experienced trainer with

considerable expertise in OHSP guide the trainee and usually on one on one basis (Agarwal,

Angst, & Magni, 2009). Allen, Smith, O’shea, Mael, and Eby (2009) mentioned that coaching

enables employees to work in good posture and these helps to reduce back pains and injuries,

and therefore employees are motivated to produce high quality products. Additionally, Gray,

Ekinci, and Goregaokar (2011) argued that coaching assist employees to maintain machines

and equipment and therefore, employees are in good position to conduct their activities without

machine and equipment stalling and thus increase in the delivery of the products.

In contrary, Gurav and Mudalkar (2011) argued that despite the growing popularity of

coaching among scholars who claimed that coaching helps in improving employee

performance, the literature still offers little empirical evidence regarding the effects of this

practice. These were further supported by Saks and Gruman (2011) who argued that there was

a need to explore coaching and its effect empirically. In addition, Leisink and Knies (2011)

stated that there was a need for research to investigate the conditions guaranteeing the

effectiveness of coaching and to determine whether firms implementing the coaching are

following the optimum procedures.

A study conducted by Murithi (2016) effects of coaching on employee performance in the

commercial bank: a Case of Standard Chartered Kenya revealed that there was a positive

correlation between coaching and employee performance. In contrast, the study was a case

study, therefore, its findings cannot be generalized to entire Kenya banking sector. According

to Halinen and Törnroos (2016) the case study results cannot be replicated because the data

36

and results are only valid for that particular institution where the case study was conducted.

The data was collected by one individual and it led to biasness in data collection and thus

influencing the findings of the result, while in the current study a sample survey method was

adopted in which semi structured questionnaires were used to collect data from large number

of respondents in the beverage manufacturing firms in Nairobi City County of Kenya and it

reduces biasness in the data collection.

The job instruction training was an informal system of training where employees learn by

practicing what they have observed from their immediate supervisor and such safety training

include: hazard identification, safety practices, and operating machine and equipment in the

actual environment (Beaumont & Coyle, 2000). Arthur, Bennet, Eden and Bell (2003)

acknowledged that job instruction training helps the learners to operate forklift machine

effectively and therefore reducing accidents and injuries and furthermore, increasing the

delivery of products and thus high increase in employee performance. On the contrary, Becker

and Morawetz (2004) argued that if the instructor was a production worker, attention to

production demand can interfere with instructor attention to safety training and therefore

employees are unable to receive the right skills leading to production of poor quality products,

increased in occurrence of accidents and injuries leading to high absenteeism among employee.

Lecture training was also another form of on job training and it involves the trainer

communicating through spoken words what they want trainee to learn and it’s involves oral

presentation covering particular topic such as use and maintenance of PPE, safety procedures,

work attitudes, safety signs, first aid procedures and personal hygiene habits (Kanu, 2015).

37

Kulkarni (2015) noted that the knowledge gain from the lecture training can assist employees

to practice good housekeeping practices such as regularly inspecting and repairing all tools,

clean all spills and maintaining clean light fixtures to improve lighting conditions at the

workplace which creates a conducive environment where employees will be motivated to work

to produce and deliver high quality products to consumer and thus increase in employee

performance.

However, Rao, Reddy, and Prakash (2016) argued that there was an inadequate transfer of

learning from the training environment to the workplace environment and this was as a result

of trainee forgetting what he or she has been taught in the classroom and employees may end

up incorrectly operating and maintaining forklift leading to accidents and delay in loading and

offloading of raw materials and beverage products leading to slow production and delivery of

the products. Moreover, Indexed and Sudhakar (2017) also mentioned that lecture training

does not provide the trainees with an opportunity to practice since the training was theoretical

and furthermore, it does not provide immediate feedback on trainee’s performance and these

can demotivate employees leading to poor production of quality products and frequent

occurrences of accidents and injuries leading to high absenteeism at the workplace.

2.3.2 Hazard Control Practices and Employee Performance

Hazards control practices are the measures taken by the organization to control or eliminate

hazards at the workplace and it includes: engineering control, administrative control, and use

of PPE (Zhang, 2003). Sheik and Sankar (2004) reported that engineering control such as

forklift and conveyor belts were the most effective hazard control practices because employees

38

do not have to use excessive force to get work done and in the process it increases the delivery

of the products and thus increase in employee performance.

On the other hand, Virkkunen (2005) argued that engineering control practices were the most

expensive hazard control practices and furthermore, it can lead to job loss and therefore most

organization do not use them. Moreover, Saari, Tissari, and Valkama (2006) also stated that

engineering control practices can sometimes fail to eliminate the hazard at the workplace and

therefore administrative control can be an alternative option. Administrative control aims at

limiting employees’ exposure to hazards and one of the practice was to maintain good

housekeeping and thus providing employees with environment that is free of hazards such as

wet floor and faulty electric equipment, therefore reducing accidents and injuries and in the

process reducing absenteeism (Reinhold, Tint, & Kiivet, 2006). On the contrary, Shehu,

Hwang, and Wang (2007) found out that administrative controls were ineffective in controlling

hazards at the workplace since they do not completely control hazards at the workplace.

According to Abdelhamid and Everett (2008) PPE was the last resort in controlling hazards at

the workplace and it protects employees against extreme weather conditions and sharp objects

and therefore reducing the frequent occurrence of accidents and injuries leading to reduced

absenteeism among employees. Huang, Xinyu, and Hinze (2008) also indicated that PPE

prevent employees from contaminating the raw materials with hazards such viruses, blood

fluid, and therefore employees are able to produce high quality products. On the other hand,

Makori, Nandi, Thuo, and Wanyonyi (2012) still believe that PPE cannot or completely

eliminate hazards at the workplace and for them to be effective they have to be used with other

39

methods such as engineering and administrative control. In addition, Konya, Akpiri, and Orji

(2013) also stated that majority of employees do not like to wear PPE because they are poorly

maintained and uncomfortable to wear especially in humid conditions and these can reduce

employee working pace and thus reduction in the delivery of beverage manufacturing products.

A study conducted by Gbadago, Amedome, and Honyenuga (2017) on the impact of OHSP

such PPE, administrative control and engineering control on employee performance at the

South Tongu District Hospital in Ghana showed that OHSP led to the improvement in

employee performance such as increase in staff morale, stress reduction, increased job

satisfaction, and reduced medical expenses. The research was descriptive in nature, according

to Samar (2017) descriptive research mainly focus on describing the current phenomenon and

does not determine the cause and explain the relationship between variables.

In the current study, the experimental research design was used to determine and explain the

causal relationship between OHSP, OHS law and employee performance. This was achieved

through research conducting correlation analysis, multiple linear regression analysis, and

moderated multiple regression analysis. The findings of the study cannot be generalized to

beverage manufacturing firms in Nairobi City County of Kenya, because the study was

conducted in the health sector and different sector have different hazards due to different

machines, equipment, and working conditions.

The study used observation method to collect data and therefore the findings of the study

cannot be reliable, because according to Murgan (2017) unforeseen factors may have interfered

40

with the observation of the task and therefore influencing the findings of the study. In the

current study, research assistants distributed semi-structured questionnaire which was used to

collect data, this was supported by Bowling (2017) who argues that when research assistants

distribute semi-structured questionnaire it reduces the contact between the researcher and

respondents and therefore, respondent have adequate time to give well thought answers.

2.3.3 Workplace Safety Inspection and Employee Performance

A workplace safety inspection was a process to identify hazards and assess risks in the

workplace ongoing basis and these involve task observation, use of a checklist, communication

of workplace safety inspection report and monitoring corrective actions (Zhang, Chi, & Yang,

2001). A checklist was a document that acts as a guide during a workplace safety inspection

and it can be reviewed regularly and revised when there are changes to equipment and tools

(Keng & Razak, 2002).

Checklist assist HSR to conduct workplace safety inspection by identifying new hazards that

exist at the workplace such as bacteria, insects, blood, and employees are in position to suggest

hazard control practices such as wearing of PPE which can be used to prevent the

contamination raw materials and therefore, employees are able to produce high quality

products (Choudhray, Fang, & Ahmed, 2003). However, Zhou and Fang (2004) argued that

in a situation where there was no checklist, HSR are unable identify new hazards that exist at

the workplace such as unguarded machines and equipment which can cause cuts and burns

leading to increase in absenteeism at the workplace as employees absent themselves from

work to seek medical attention.

41

According to Nikolaos (2005) task observation was also one of the important processes of

workplace safety inspection and it’s where HSR observe employees performing their task with

the aim of gaining further understanding of the task and identifying the hazards that arise from

the working process. Kin and Bonaventura (2006) mentioned that the HSR are able to listen

to the concern of employees and since employees know the processes and work area best, they

are in position to suggest hazard control practice such good working postures and work station

set up that can motivate employees to produce high quality products. It also creates safe

working environment for employees by preventing back pains and therefore, employees are in

good position to deliver products to consumer within the shortest time possible and thus

increase in employee performance (Ohdo, Hino, & Takanashi 2007).

In contrast, Lai, Liu and Ling (2008) stated that when HSR lack knowledge about the task,

they may end up suggesting the wrong hazard control practices such poor working posture and

work station set up which can lead to creation of new hazards at the workplace such objects

falling from overhead containers which can cause severe injuries to employees leading to high

absenteeism at the workplace as employees are forced to seek medical attention. The HSR has

the responsibility to communicate workplace safety inspection report to management so that

the information can be used for coaching purposes and it will improve employees’ confidence

to perform the tasks leading to increase in delivery of the products (Fang, 2007). On the other

hand, Bono, Purvanova, Owler, and David (2009) argued that the workplace safety inspection

report can only be effective for coaching when it's actually accurate and relevant to the working

environment.

42

The last step in workplace safety inspection was to monitor the corrective action and this can

be done by assigning responsibility to follow up to an individual and it can be effective in

detecting the effectiveness of hazard control measures because it assists in eliminating hazards

at the workplace and employees will be able to deliver products to consumers within the

shortest time possible leading to improvement of employee performance (Reinhold, Tint &

Kiivet, 2009). However, Rachiotis, Alexopoulos and Drivas (2010) argue that individuals can

only be effective in monitoring corrective actions if they have been properly trained to

undertake such task.

A study conducted by Oluoch (2015) effect of occupational safety and health programmes on

employee performance at Kenya Power Limited Company indicated that health and safety

inspection was statistically insignificant and negatively related with the employee

performance. The study adopted descriptive research design, according to Sandra (2015)

descriptive research design are adopted in the study to describe the current status of a

phenomena. While the current study experimental research design was adopted to determine

and explain the causal effect between OHSP, OHS law and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. The questionnaire were distributed

through drop off and pick up method, according to Shorna and Amy (2010) administering

questionnaire through drop off and pick up method, the respondents are not given ample time

to fill in the questionnaires and they may end up giving wrong information. While in the current

study the research assistants were appointed and trained and they assisted in administering the

semi structured questionnaires.

43

A study conducted by Okumu, Charles and Patrick (2018) the effect of occupational health and

safety inspection on employee performance in in sugar companies in Kakamega County of

Kenya, revealed that occupational health and safety inspection influence employee

performance. The employee performance was measured in terms of timeliness and job

satisfaction. According to Chaudhray and Charma (2014) job satisfaction was not a good

measure of employee performance because employees may refuse to participate in job survey,

since they are rarely conducted at the workplace and furthermore, it cannot be quantify. In the

current study, employee’s performance was measured in terms of delivery of the product,

quality of the products and absenteeism and the performance were quantify to enable

employees to measure their own performance.

2.3.4 Safety Records and Employee Performance

The safety records are vital in providing evidence to use as the basis of determining the

effectiveness of existing OHS strategies in the organization and it’s the responsibility of the

employers to keep safety records so as to comply with OHS laws of the country (Bailey &

Vidyarthi, 2002). Dirking and Kodali (2002) acknowledged that safety records can only be

effective when they are accurate, relevant, timely, and complete and ease for use.

Joseph et al. (2003) mentioned that safety records have to be complete which means that the

facts and figures should not be missing or concealed and for example record of dangerous

occurrence investigation will have to highlight job position, injury, illness and time of incident

and these can assist the management to identify hazards and initiate possible hazard control

measures such as good housekeeping practices. Gbadago et al. (2005) good housekeeping

practices such cleaning the work environment assist in controlling hazards such as wet floors,

44

unexposed electric wires and thus providing suitable working environment for employees

where they are motivated to produce and deliver high quality products to consumers and thus

increase in employee performance.

One of the good characteristics of safety records was that it has to be accurate by providing

information that are factual and theses enables the organization to establish the correct hazard

control practices such as use of conveyor belts and fork lift vehicles to handle heavy loads to

prevent fork lift accidents and therefore employees work in an environment free of accidents

and injuries leading to reduced absenteeism that are caused by sickness (Cumming, 2006 &

Kazan, 2007). Duranti (2008) and Abdullah (2008) noted that the accurate information from

safety records can be used by the organization to coach employees so that they can work safely

by observing standard operating procedures and therefore employees are able to work safely,

these will reduce the rate of accidents at the workplace leading to low absenteeism and

furthermore, employees will be capable of producing high quality products.

The safety records contain information about the type of hazards that have been identified at

the workplace and methods to control it (Agumba et al, 2008). Rabinowitz and Hager (2008)

reported that safety records can only be effective when it is relevant to the working

environment because each working environment have different hazards and these were as

result of machines, equipment and working procedures. Abudayyeh et al. (2009) stated that

safety records can be tailored to suit designated workplace group so as to ensure that existing

hazards such as chemicals can be identified and employee will be train on how to store and

45

dispose of chemicals and it will prevent fire explosion and skin burns and therefore reducing

absenteeism at the workplace.

The safety records are useful to the organization when it can be easily be accessed and it can

assist the organization to identify the hazards at the earliest opportunity and therefore,

implementing the hazard control practices so as to prevent potential risk from causing actual

injuries and these helps to improve employees’ performance by reducing absenteeism which

are associated with the frequent occurrence of accidents (Keng & Razak, 2009). Miller (2009),

SheikAllavudeen and Sankar (2009) argued that information from safety records have to be

in the inform that can be easily be understood by the user and failing to understand the

information can lead the user to implement wrong hazard control practices and these can lead

to the introduction of new hazards at the workplace creating unfavourable working

environment to employees and these can demotivates employees leading to decline in

employee performance such as increased in absenteeism and poor quality of products being

produced during production process.

A study conducted by Okoli and Onuigbo (2014) impact of record keeping on the office

managers efficiency in Nigeria University indicated that when records are effectively kept and

they helped in the effecting planning of the office manager and this eventually improve the

efficiency of the office manager. The study was a case study, according to Gumesson (2014)

case studies are subjective in nature and therefore their findings are not generally reliable. In

the current study the research adopted sample survey method. According to Miller (2014)

sample survey method enable the research to collect data from large number of respondents

46

and also respondents are able to provide accurate information because of anonymity of the

semi structured questionnaires. The findings of the study were not reliable because according

to Gerring (2014) respondents in case study often feels that they are not anonym and therefore

they may end up giving protective responses and therefore making the findings of the study to

be unreliable. In the current study, research assistants assisted in distribution of anonymous

semi-structured question to respondents in various beverage manufacturing firms located in

the Nairobi City County of Kenya.

2.3.5 Moderating Effect of Occupational Health and Safety Law on the Relationship

between Occupational Health and Safety Practices and Employee Performance

According to Diugwu, Baba, and Egila (2003) it’s the responsibility of the government to

create awareness of OHS in all workplaces through promoting education and training in OHS,

collecting and disseminating information on OHS. Ezenwa (2004) stated that when employers

are aware of their responsibilities in OHS regulations, they will provide safety training, propose

hazard control measures, keep safety records and conduct workplace safety inspection with the

aims of reducing absenteeism at the workplace. In contrast, Idubor, and Oisamoje (2005)

argued that most inspectorate departments in African countries are inadequately funded by the

government of the day and these have hindered their operations and furthermore, most African

governments always emphasize on improving and increasing profitability and productivity at

the expense of employee’s safety.

There are various ways in which the government can enforce OHS regulation at the workplace

and it can be through inspection and auditing of OHS activities and these moves forced

47

employers to comply with OHS regulations by keeping and maintaining safety records of OHS

activities such as safety training programs, workplace safety inspection report and hazard

control (Keith & Issac, 2006). Dhanraj and Parumasur (2006) mentioned that information from

safety records can be used by the organization to identify the safety training needs and therefore

the organization can be able to offer safety training programs that are relevant to the working

condition and these can boost the morale of employees and in the process employees are in

position to produce high quality products, work safely and reduce absenteeism that are caused

by accidents and injuries.

The information from safety records can be used by the management to coach employees and

these can boost their confidence, by practicing good housekeeping practices such as keeping

the floor dry and therefore preventing slips and falls which can muscle tears and therefore

employees are in good position to delivery products to consumer within the shortest time

(Bowles, Cunningham, Rosa, & Picano, 2007). On the other hand, Okolie and Okoye (2010)

argued that most African countries lack qualified inspectorate to inspect and audit the OHS

activities of the workplace and employees are exposed to hazards such as knives and faulty

heater which can cause burns and cuts, and furthermore, it reduces employee working pace in

terms of delivering products to consumers.

In addition, Makhonge (2010) also argues that inspectorate can inspect the workplace but they

may fail to avail the report to the employer and without workplace safety inspection report the

employer may find it difficult to control hazards at the workplace. The argument was further

supported by Adeogun and Okafor (2010) who stated that numbers of enforcement officers in

48

Nigeria were insignificant compared to the number of factories in Nigeria and it led to

worsening of the working conditions, employees contracting diseases and reducing their

capacity to work leading to decline in the quality of products produced and slow delivery of

the products.

According to Shibani and Saidani (2010) when employer and employees are aware of the

severity of the fines and penalties, therefore they will avoid fines and penalties by engaging in

OHSP such as providing safety training programs, conducting workplace safety inspection,

hazard control and maintaining safety records and these provide a clean and tidy environment

for employees to produce and deliver high quality products. In contrast, Adeyemo and

Smallwood (2010) indicated that where penalties are insignificant, there will be laxity in

compliance of OHS legislation as employers are exposed to hazards such as extreme hot or

cold conditions, unguarded machines, bacteria and viruses which can cause sickness and also

lowering the working pace of employees leading to slow delivery of the products and high

absenteeism at the workplace.

Moreover, Kalejaiye (2010) believes that enforcement of OHS regulation doesn’t increase

workplace safety because they are not the only steps for improving OHSP, as improving

organization culture can also improve OHSP. Furthermore, Onyeozili (2010) also stated that

the government must reduce the burden of regulation which preoccupies itself with details but

rather it can aim at shaping attitudes and creating infrastructures for a better organization of

OHS by industries own effort. In contrast, Logasakthi and Rajagopal (2011) argued that

countries with proper enforcement OHS legislation have a remarkable record in OHSP and

49

such countries include USA, UK Germany and Singapore. The argument was further supported

by Fellows and Duff (2011) believed that the main objective of OHS laws was to prevent

accidents and ill health at work and it can only be achieved through accountability in the

enforcement of OHS laws.

A study conducted by Wambui (2012) on the extent of compliance OHS regulations at

manufacturing companies in Mombasa County revealed that the majority of manufacturing

firms in Mombasa County were complying with OHS regulation. The study used descriptive

research design to describe the current status of OHS regulation at manufacturing companies

in Mombasa County, while in the current study experimental research design was adopted to

identify the extent and explain the causal relationship between OHSP, OHS law and employee

performance in beverage manufacturing firms located in Nairobi City County of Kenya.

The data was collected from OHS officer working for the manufacturing firms located within

Mombasa County, being part of the management they may not have given the true information

and these may have led to the distortion of the findings. To avoid biasness in data collection,

the current study adopted a sample survey method where semi structured questionnaire was

distributed to employers and employees. The study used closed ended questionnaire to collect

data. According to Murgan (2017) closed ended questionnaire does not allow the respondents

express their views and many options in the questionnaire confused the respondents.

The current study used semi structured questionnaire to collect data from the respondents.

According to Bowling (2017) semi structured questionnaire encourages two way of

50

communication and furthermore, the open ended questions assist the researcher to get more

information from the respondents. The study used factor analysis to show the relative

importance of the variables in the study, while in the current study, moderated multiple

regression analysis was used to indicate whether OHS law can moderate the significant

relationship between OHSP and employees’ performance in beverage manufacturing firms in

Nairobi City County of Kenya.

2.4 Summary of Literature and Research Gaps

The literature and research gaps are summarized in the table 2.1 Summary of Literature and

Research Gaps.

Table 2.1 Summary of Literature and Research Gaps

AUTHOR FOCUS OF THE

STUDY

FINDINGS KNOWLEDGE

GAPS

CURRENT

STUDY

Murithi (2016).

Alquraan (2011).

Effect of coaching on employee performance in commercial bank. A case study of Standard Chartered Bank of Kenya.

Job rotation and its impact on administrative employee performance in United Nation Relief works Agency.

There was positive correlation between coaching and employee performance.

The job rotation had positive impact on employee performance in united nation relief works agency.

Subjective in nature. Data collected by researcher

Closed ended questionnaires were used to collect data.

Small sample size was used in the study.

The current study adopted sample survey method.

Data collected by research assistants.

Semi structured questionnaire was used to collect data.

A sample survey method was adopted.

51

Data collected from a single source.

Data collected from employees and employers.

Gbadago

et al. (2017)

The Impact of Occupational Health and Safety Measures on Employee Performance.

The OHS measures led to improvement in staff morale, stress reduction, reduced injuries and illness, increased job satisfaction, and reduced medical expenses.

The research was descriptive in nature.

Data collected by observation method.

The research adopted experimental research design.

Data collected using semi structured questionnaire.

Okumu et al. (2018).

Oluoch(2015)

The effect of OHS safety inspection on employee performance in sugar companies in Kakamega County of Kenya.

Effect of occupational safety and health programmes on employee performance at Kenya Power Limited Company.

The OHS safety inspection influence employee performance.

Health and safety inspection was statistically insignificant and negatively related to employee performance.

Job satisfaction cannot be quantify.

Study adopted descriptive research design.

Questionnaires administered by drop off and pick up method.

Employee performance was quantify in terms of: quality of the products, delivery of the products and absenteeism.

Study adopted experimental research design.

Research assistants appointed, trained and assisted in administering questionnaires.

Okoli and Onguibo (2014).

Impact of record keeping on the office manager efficiency in Nigeria university

Record keeping improve employee efficiency.

Case study adopted The study used descriptive research design Lack confidentiality therefore the respondents gave

Sample survey method adopted in the study.

The study used experimental research design.

Anonymous semi structured questionnaire were used to

52

protective responses.

collect data from the respondents.

Wambui (2012).

Extent of compliance of OHS regulation at manufacturing firms companies in Mombasa County.

Majority of Manufacturing firms in Mombasa County were complying with OHS regulation.

The study used descriptive research design.

Data collected from a single source.

The study used factor analysis to analyze the data.

Closed ended questionnaire was used to collect data.

The study used experimental research design.

A sample survey method was adopted.

The study used descriptive and inferential statistics to analyze data.

Semi structured questionnaire was used to collect data.

Source: (Author, 2019).

2.5 Conceptual Frame Work

The conceptual framework is a schematic presentation of the interrelationship between

variables in the context of the problem being investigated. In this study, the independent

variable was OHSP and it included: safety training practices, hazard control practices,

workplace safety inspection, and safety records. The OHSP was used in the study to predict

the outcome of employee performance which was the dependent variable. OHS law was used

in the study as a moderating variable to moderate the relationship between OHSP and

employee performance in beverage manufacturing firms in Nairobi City County of Kenya.

53

Independent Variable Dependent Variable

`` HO5

S

Fig 2.1 Conceptual Frame Work Moderating Variable

Fig. 2.1 Conceptual Framework Moderating Variable Source: (Author, 2019).

OCCUPATIONAL HEALTH AND SAFETY PRACTICES

HO1 HO1

HO2 HO2

HO3 HO3

HO4

Safety Training Practices Job rotation. Coaching. Job instruction. Lecture. Hazard Control Practices

Engineering Control. Administrative Control. Personal Protective Equipment

EMPLOYEE PERFORMANCE Quality of the product.

Delivery of the product.

Absenteeism.

Occupational Health and Safety Law

Awareness of occupational health and safety laws.

Penalties and fines Government inspection and auditing.

Workplace Safety Inspection

Task observation. Use of checklist. Communicating workplace

safety inspection report. Monitoring correctives action.

Safety Records

Accurate. Relevant. Accessible. Ease for use

54

CHAPTER THREE

RESEARCH METHODOLOGY AND DESIGN

3.1 Introduction

This chapter presents the methodology and procedures that was adopted in accomplishing the

objectives of the study. Research philosophy, research design, empirical model,

operationalization and measurement of variables, target population, sampling design, data

collection instruments, data collection procedure, pilot study, stating reliability and validity of

measuring instrument, diagnostic test, data analysis and presentation, and ethical consideration

were presented in this chapter.

3.2 Research Philosophy

The research adopted positivism research philosophy, Alstyne and Brynjolfsson (2005)

reported that in positivism research philosophy there was stating and testing of hypotheses so

as to establish and explain the relationship between the variables in the study. In the current

study, the research stated and tested the hypothesis so as to determine and explain the

significant between OHSP, OHS law and employee performance in beverage manufacturing

firms in Nairobi City County of Kenya. The hypotheses of the study were rejected or fails to

reject at 0.05 level significance.

3.3 Research Design

Research design is the arrangement of condition for collection and analysis of data in a manner

that aims to combine relevance to the researcher purpose with the economy in mind

55

(Christopher, 2005). The research design constitutes a blueprint for the collection,

measurement and analysis of data (Alise & Teddlie, 2010). The research adopted experimental

research design. According to Oluwatayo (2012) experimental research design is where the

researcher test the hypotheses of causal relationship between variables. Therefore, in the

current study the experimental research design was adopted to test hypotheses of causal

relationship between OHSP, OHS law and employee performance in beverage manufacturing

firms in Nairobi City County of Kenya.

3.3.1 Empirical Model

The current study adopted multiple linear regression model. These were supported by Uyanık

and Güler (2013) who argued that multiple linear regression model was only used in a study

which has two or more predictors. The multiple linear regression model covered objective (i),

(ii), (iii) and (iv) of the study.

Key

Y = Employee performance

Bo = Regression constant

X1= Safety training practices

X2= Hazard control practices

X3= Workplace safety inspection

X4= Safety Records

B1, B2, B3 and B4= Regression coefficient associated with X1, X2, X3 and X4

e= Residual

56

The multiple linear regression model is shown below

Y = BO + B1X1+ B2X2+ B3X3 + B4X4+ e………………………………………………….....3.1

The assumptions of multiple linear regression model were as follows. The multiple linear

regression model assumed that there was a linear relationship between independent variables

and the dependent variable (Jaccard, Ramos, Johansson, & Bouris, 2006). Another assumption

was that there should be nonexistence of multicollinearity between independent variables,

where there is the existence of multicollinearity, it can result to misleading and unusual results,

inflated standard errors and reduced power of regression coefficient (Osborne & Waters,

2012). The variables of the study should also have a normal distribution (Ernst & Albers,

2013). This model also assumed that there was homoscedasticity where there was an equal

variance of errors across all the level of independent variables (Alexopoulos, 2014).

3.3.2 Moderation Model

The research adopted moderated multiple regression model because the study has moderation

variable (OHS law) and research wants to determine its moderating effect on the relationship

between OHSP and employee performance in beverage manufacturing firms in Nairobi City

County of Kenya. These involve the introduction of an interaction term, which involves

multiplying moderating variable (OHS law) with values of OHSP and the value of interaction

term was then introduced to multiple linear regression analysis (Louis, 2008). The moderated

multiple linear regression model covered objective (v) of the study.

57

Key

Y = Employee performance

Bo = Regression constant

X1= Safety training practices

X2= Hazard control practices

X3= Workplace safety inspection

X4= Safety Records.

M= Moderating variable (OHS Law)

X1X2X3X4M= Interaction term.

B1,B2, B3, B4, B5 = Regression coefficient associated with X1, X2 , X3, X4 and Interaction term

e= Residual.

The moderated multiple regression model is shown below.

Y = Bo + B1X1 + B2X2 + B3X3 + B4X4 + B5X1X2X3X4M + e ……………………………….3.2

The assumptions of moderated multiple regression model were as follows. The moderated

multiple regression models assume that there is a linear relationship between independent

variables and the dependent variable (Mackinnon, 2010). An interaction term should be

created by multiplying the moderated variable with the independents' variables (Frazier, Tix,

& Barron, 2011). The moderator variable and independent variables should not be related

because if they are related it will reduce the power of detecting moderation effect (Edwards &

Lambert, 2011). The regression coefficient of the interaction term should also be significant

to indicate that the interaction term moderates the relationship between independent variables

and dependent variable (Judd, Kenny, & McClelland, 2011).

58

3.3.3 Operationalization and Measurement of Variables

The employee performance, OHS law, safety training practices, hazard control practices,

workplace safety inspection and safety records were operationalized as follows. Employee

performance was measured as number of: products packed in suitable containers, products

labelled appropriately, inspection conducted on carriers vehicles, talking to customers to

determine their taste and preferences, adhering to the production process, changing working

schedules to accommodate differing employee need and rewarding good attendance. OHS law

was operationalized as number of: OHS training conducted by OHS officers, inspection and

auditing conducted by OHS officers, workplace safety inspection report handed over to

employer and penalties imposed on the employer for contravening OHS law.

Safety training practices were operationalized in terms of, number of : job rotation, coaching,

job instruction and lecture method conducted at the workplace, evaluation of job rotation,

lecture training, coaching, and job instruction conducted at the workplace, coaching, job

rotation, job instruction and lecture training have clear goals and objective, coaching, job

instruction, job rotation and lecture training offered by a competent trained trainer, trainers

committed to offer job rotation, job instruction, coaching and lecture training, and feedback

provided. Hazard control practices was operationalized as follows, number of : substitution,

elimination and ventilation conducted at the workplace, safe work practices, rest schedules,

personal hygiene and limiting hours of work used to control hazards, usage of PPE, training

conducted on the usage and maintenance of PPE and PPE provided that are appropriate in

sizes.

59

Workplace safety inspection was measured as follows, number of: workplace safety inspection

conducted, observation of the task, time a checklist is used, workplace safety inspection report

handed over to management and monitoring corrective action conducted. Safety records were

operationalized as follows, number of: keeping of safety records, updates on safety records,

classification conducted on safety records, conditions of storage for safety records, and record

officers are trained on record management skills.

The employee performance, OHS law, safety training practices, hazard control practices,

workplace safety inspection and safety records were all measured in nominal scale. The

research decided to use nominal scale in the study because it was easy to generate responses

from the open and closed ended questions and it was achieved through using unique label to

identify the items. Furthermore, large amount of questions can be collected and therefore

increasing the reliability of the measuring instrument. The operationalization and

measurement of employee performance, OHS law, safety training practices, hazard control

practices, workplace safety inspection and safety records are shown in the table 3.1

operationalization and measurement of variables.

60

Table 3.1 Operationalization and Measurement of Variables

VARIABLE TYPE INDICATOR OPERATIONALIZATION MEASUREMENT QUESTION NUMBER

Safety Training Practices.

Independent Job rotation.

Coaching.

Job instruction.

Lecture training.

Number of job rotation, coaching, job instruction and lecture training conducted at the workplace.

Number of evaluation of job rotation, lecture training, coaching, and job instruction conducted at the workplace.

Coaching, job rotation, job instruction and lecture training have clear goals and objective.

Number of Coaching, Job instruction, job rotation and lecture method offered by a competent trained trainer.

Number of trainers Committed to offer job rotation, job instruction, coaching and lecture training.

Number of feedback provided in job rotation, job instruction, coaching and lecture training.

Nominal scale 6 items

Five point Likert scale

Section A

Q7-12 & Qualitative Q13

Hazard Control Practices

Independent Engineering control.

Administrative control.

Number of Substitution, elimination and ventilation conducted at the workplace.

Safe work practices, rest schedules,



61

Personal protective equipment.

personal hygiene and limiting hours of work used to control hazards.

Number of usage of PPE.

Number of Training conducted on the usage and maintenance of PPE.

Number of PPE provided to employees that are appropriate in sizes.

Section B


Workplace safety inspection.

Independent Task observation.

Use of checklist.

Communication of workplace safety inspection report.

Monitoring corrective action.

Number of workplace safety inspection conducted.

Observation of the task.

Number of time a checklist is used during workplace safety inspection.

Number of workplace safety inspection report handed over to management.

Number of monitoring corrective action conducted.



Section B


Safety record Independent Accurate.

Relevant.

Accessible.

Ease to use.

Keeping of safety records.

Number of updates on safety records.

Number of time classification are conducted on safety records.

Conditions of storage for safety records.



Section B


62

Number of times record officers are trained on record management skills.

Occupational health and safety law.

Moderating Awareness of occupational health and safety law.

Government inspection and auditing.

Penalties

Number of OHS training conducted by OHS officers.

Number of inspection and auditing conducted by OHS officers.

Number of workplace safety inspection report handed over to employer.

Number of penalties imposed on employer for contravening OHS laws.

Number of penalties and fines imposed on the employer that are significant.



Section C


Employee performance

Dependent Delivery of the product.

Quality of the product.

Absenteeism

Number of products packed in suitable containers.

Number of products labelled appropriately.

Number of inspections conducted on carriers’ vehicle.

Talking to customers to find their tastes and preferences.

Adhering to production process.

Rewarding good attendance.

Changing working schedules to



Section D


63

accommodate differing employee need.

Source: (Author, 2019). 3.4 Target Population

The target population is a complete set of individual, cases or objects with some common

observable characteristics (Eldredge & Weagel, 2014). The target population of the study was

shown in the table 3.2 target population of the study.

Table 3.2 Target Population of the Study

BEVERAGE MANUFACTURING

FIRMS

MANAGEMENT LEVEL

HUMAN RESOURCE MANAGER

OPERATION MANAGER

FACTORY FLOOR STAFF

TOTAL

Spirit 11 11 120 142

Beer 2 2 50 54

Fruit juice 11 11 121 143

wine 4 4 63 71

Carbonated Soft drinks

4 4 65 73

TOTAL 32 32 419 483

Source: (Kenya Revenue Authority, 2015 & Nderitu, 2016).

3.5 Sampling Design

According to Lameck (2010) sampling design was a technique or the procedure the researcher

adopted in selecting items for the sample. Teddlie and Yu (2010) also define sampling design

64

as a framework that serves as a basis for the selection of a survey sample. The sample size of

the study was determined by Krejce Morgan table for sample size. According to Kemper and

Teddlie (2010), Krejce Morgan table for sample size indicates that a population between 400

and 499 with a confidence of 95% and a margin error of 5% should have a sample size of 196.

Therefore, the sample size of the study was 196.

The research used a multi-stage sampling technique to select sample size from the target

population. These were supported by Miller, Johnston, Dunn, Fry, and Degenhardt (2010)

who argued that multi-stage sampling technique can be used to draw a sample from a

population which is not a homogeneous group and also ensuring that certain segments of the

population are not over represented or under represented.

The sample was divided into strata based on the type of beverage manufacturing firms. The

beverage manufacturing firms were randomly selected from each stratum. The beverage

manufacturing firms were further classified into subgroups based on the management level

such as human resource managers, operation manager and factory floor staff and the samples

were randomly selected from each of the strata. A total sample size of 196 was selected for

the study these included; 19 human resource managers, 19 operation managers and 158 factory

floor staff.

The sample size was good for the study, this was because the target population was

heterogeneous and therefore a large sample was required to obtain a given level of precision.

In addition, the sample size was within the budget of the study and these were supported by

65

Ahrens and Zaščerinska (2014) who acknowledged that budget constraints should be taken

into consideration when deciding the sample size so as to reduce the cost of sampling estimate.

The sample size of the study was shown in the table 3.3 sample size of the study.

Table 3.3 Sample Size of the Study

STRATA

MANAGEMENT LEVEL

TOTAL

HUMAN RESOURCE MANAGER

OPERATION MANAGER

FACTORY FLOOR STAFF

Spirit 7 7 41 55

Beer 1 1 16 18

Fruit Juice 7 7 42 56

wine 2 2 28 32

Carbonated Soft drinks

2 2 31 35

TOTAL 19 19 158 196


3.6 Data Collection Instrument

The study used a semi-structured questionnaire to collect qualitative and quantitative data. The

questionnaire was divided into four sections. Section A comprised of demographic

information such as: gender, age, education level, working experience, types of beverage

manufacturing firms and management level. Section B, C and D respectively have questions

related to OHSP, OHS law and employee performance. The open ended questions permitted

66

free responses from the respondents without providing or suggesting any structure for the

replies while the closed ended questions helped respondents to give responses which are

limited to the stated alternative. Likert scale of five point scales (5) Strongly Agree, (4) Agree,

(3) Neutral, (2) Disagree, (1) Strongly Disagree, were used to measure respondent’s opinions,

perception, feelings and attitudes.

3.7 Data Collection Procedure

The research received the authorization letter from Kenyatta University and it was submitted

to National Commission for Science, Technology and Innovation (NACOSTI) and Nairobi

City County of Kenya for the issuance of research permit. The research proceeded with the

data collection after receiving an authorized research letter from the Ministry of Education,

State Department of Early Learning and Basic Education. The semi-structured questionnaire

was used to collect primary and secondary data which included qualitative and quantitative

data. The research received secondary data from human resource records and such data

included: gender, age, level of education, working experience and nature of the business. While

on the other hand, qualitative data was collected from open ended questions and quantitative

data was collected from closed questions.

The semi structured questionnaire had authorization letter from Kenyatta University, research

permits issued by National Commission for Science, Technology and Innovation, and Nairobi

City County of Kenya, an authorized research letter from Ministry of Education, State

Department of Early Learning and Basic Education. The semi structured questionnaire had a

cover letter explaining the purpose of the study, significance of the study, assuring the

67

anonymity of the respondents and it also indicated the specific deadline dates by which

completed questionnaires were supposed to be returned.

In each beverage manufacturing firms selected for the study, research assistants were

appointed. The research assistants were trained on ethics related to research such as

maintaining the confidentiality of the respondents, seeking the consent of the respondents

before distributing questionnaires, not influencing views of respondents and also maintaining

minimum contacts with respondents. The research assistants assisted in the distribution and

collection of questionnaires. The data were collected from 483 employees working in 32

beverage manufacturing firms located within Nairobi City County of Kenya. They included:

32 human resource managers, 32 operation managers and 419 factory floor staffs. While

beverage manufacturing firms included: 11 spirits, 2 beers, 11 fruit juice, 4 wines and 4

carbonated soft drinks.

3.8 Pilot Study

Piloting was conducted in one of the beverage manufacturing firms located within Nairobi City

County of Kenya to find out if the measuring instrument can work in real world and also

ensuring that everyone in the sample of the study understand questions that are posted in the

questionnaire and also to find how long the respondents can take to complete filling in the

semi-structured questionnaire.

68

3.9 Validity and Reliability of the Research Instrument

The validity of the research instrument was measured in terms of content validity, construct

validity and criterion validity. The reliability of the measuring instrument was analyzed using

Cronbach alpha.

3.9.1 Validity of Research Instrument

According to Oliwatayo (2012) validity is the extent to which a test measures what it actually

intends to measures or the ability of the research instrument to measure what is purported to

measure. In addition, Riege (2013) also define validity as the degree to which research

instrument measures what is supposed to measure. To achieve content validity, the research

provided adequate coverage for each of the variables in the study.

According to AlHeresh, LaValley, Coster, and Keysor (2017) construct validity is how a test

or experiment measures up to its claims. To achieve construct validity, multiple linear

regression analysis and moderated multiple regression analysis were performed and the results

were presented in chapter four. The criterion-related validity was defined by AlHeresh et al.

(2017) as the ability of the measuring instrument to predict some outcome or estimate the

existence of some current conditions. Deniz and Alsaffar (2017) also define criterion related

validity as the ability of the questionnaire to forecast future events, behaviours and attitudes.

This was assessed using multiple linear regression analysis and moderated multiple regression

analysis and the results were also presented in chapter four.

69

3.9.2 Reliability of the Research Instrument

Reliability is the degree of consistency of a measuring instrument to produce the same result

when used by someone else or when used again and again on the same respondents (Ng’ang’a

& Kosgei, 2009). The reliability of the questionnaire was conducted using Cronbach Alpha

and the results presented inform of statistical table in chapter four.

3.10 Diagnostic Tests

These involves testing normality, homogeneity of variances and multicollinearity.

3.10.1 Normality Test

The research split the data into variables such as: safety training practices, hazard control

practices, workplace safety inspection, safety records, OHS law and employee performance.

The research tested the normality of each variable using the Shapiro Wilk Test (Oztuna &

Tucacar, 2006). According to Ghasemi, Syedmoradi, Zahediasl, and Azizi (2010) where the

significant value of Shapiro –Wilk test is P> 0.05 it indicates that the data is normal, but if the

value is <0.05 it shows that the data is significant deviates from a normal distribution. The

results were presented inform of statistical tables in chapter four.

3.10.2 Homogeneity of Variances Test

According to Gastwirth, Gel, and Miao (2009) homogeneity of variance is when variability in

each sample of the groups are of the same nature. Jamshidian and Jalal (2010) define

homogeneity of variances as a statistical procedure which assume that variables of the

population from different samples drawn are equal. Jamshidian and Yuan (2013) states that

70

Levene’s test can be used to test whether variances of two or more samples drawn from a

population are approximately equal.

According to Srivastava and Dolatabadi (2013) Levene’s test was based on two decision rule:

where the result p-value of Levene’s test was greater than the significant value of 0.05, the

variances was not statistically significantly different, so equal variances are assumed to be

equal. But where the result of p- value of Levene’s test was less than the significant value of

0.05, the variances were statistically significantly different, so equal variances were not

assumed to be equal. The homogeneity of variance of data are always tested so as to reduce

the possibility of falsely rejecting the null hypothesis of the study (Wang & Romano, 2017).

The results were presented inform of statistical table in chapter four.

3.10.3 Multicollinearity Test

The research used SPSS version 21 to test multicollinearity between independent variables and

dependent variables such as safety training practices, hazard control practices, workplace

safety inspection, safety records and employee performance. According to Rong (2014) a

good multiple regression analysis should not have multicollinearity because it will be difficult

to know which independent variable affects the dependent variable. The value of variance

inflation factor (VIF) was used to indicate whether independent variables have

multicollinearity effect. Where VIF values lie between 1-10 it indicates that there was no

multicollinearity, but if the value of VIF <1 or > 10 it indicates that there was multicollinearity

(Fleten, Nystad, Stigum, Lawlor, Davey, & Naess, 2014). The results were presented inform

of statistical table in chapter four.

71

3.11 Data Analysis and Presentation

The research used SPSS version 21 to analyze the data. Marks, Jennings, Farrell, Kaulbach,

Jorgenson, Sharpe, and Whaite (2014) described qualitative data as data related to concepts,

opinion, values and behaviours of people in a social context. The qualitative data were

analyzed using frequency and percentage, and the information presented in form of statistical

table. The quantitative data were analyzed using descriptive and inferential statistics such as:

percentages, mean, standard deviation, Pearson correlation of coefficient, multiple linear

regression analysis and moderated multiple regression analysis. The information presented

inform of pie charts, bar graphs and statistical tables.

The research used inferential statistics such as correlation analysis and conducted using

Pearson correlation of coefficient. Its aims were to establish whether there was a linear

relationship between independent variable OHSP such as (safety training practices, hazard

control practices, workplace safety inspection and safety records) and dependent variable

(employee performance) at 5% significance level. The value of (r) was used to indicate the

type of relationship and it ranges from 0 to 1. 0.0-0.3 indicates a weak relationship, 0.4-0.6

indicates moderate relationship, 0.7 and above indicates strong relationship. On the other hand,

if the p-value is less than the level of significance 0.05 (P<0.05) then it’s statistically

significant. But if p-value is greater than the level of significance 0.05 (P>0.05) then it was

not statistically significant. The null hypotheses were rejected or fail to reject at 0.05 level of

significance.

72

3.12 Ethical Consideration

The study ensured that there was an equal selection of respondents. This was achieved through

gender representation. No one was forced to participate in the study, participation was on a

voluntary basis. Confidentiality and anonymity of the respondent were adhered to and it was

achieved by distributing anonymous semi questionnaires. Furthermore, the semi

questionnaires were destroyed after the completion of analyzing data. The study seeks the

consent of the respondents before distributing the questionnaires so that they are aware of what

they were expected to do.

73

CHAPTER FOUR

DATA ANALYSIS, PRESENTATION AND DISCUSSION

4.1 Introduction

This chapter presents response rate, testing for validity and reliability of the measuring

instrument, demographic information of the respondents, descriptive analysis, diagnostic tests,

inferential analysis and testing of null hypotheses.

4.2 Response Rate

The results are presented in the table 4.1 response rate.

Table 4.1 Response Rate

BEVERAGE MANUFACTURING FIRMS TOTAL PERCENTAGE Response

rate Spirit Fruit

juice Wine Beer Soft

carbonated drinks

Returned 41 50 29 14 26 160 82%

Unreturned 14 6 3 4 9 36 18%

Total 55 56 32 18 35 196 100%

Source: (Author, 2019). The data was collected from 19 beverage manufacturing firms located within Nairobi City

County of Kenya. The table 4.1 response rate indicates that out of 196 semi structured

questionnaires administered to respondents in beverage manufacturing firms in Nairobi City

County of Kenya. A total of 160 complete filled in questionnaires were returned representing

82% of response rate, while 36 semi structured questionnaires were unreturned representing

18% of the unresponsive rate. According to Jack (2008) a response rate of 50% was adequate

74

for data analysis and reporting; a response rate of 60% was good and a response rate of 70%

and above was excellent. Based on the above argument, the response rate of the study was

excellent.

4.3 Testing Reliability of the Measuring Instrument

A Pilot study was conducted in one of the beverage manufacturing firms located within Nairobi

City County of Kenya to determine the reliability of the questionnaire. The reliability of the

questionnaire was conducted using Cronbach Alpha and the results were shown in the table

4.2 reliability test for the measuring instrument.

Table 4.2 Reliability Test for the Measuring Instrument

VARIABLE NO.OF ITEMS CRONBACH ALPHA

Workplace Safety Inspection 5 0.891

Safety Training Practices 6 0.871

Hazard Control Practices 5 0.870

OHS Law 5 0.787

Employee Performance 7 0.781

Safety Records 5 0.764

Mean Average 0.827


The table 4.2 reliability test for the measuring instrument indicates that the workplace safety

inspection had the highest reliability of 0.891, while safety records had the lowest reliability

of 0.764. The mean average values for the six variables was greater than 0.7 and therefore the

research concludes that the measuring instrument was strong and more reliable. According to

75

Janice, Michael, Maria, Karin, and Jude (2002) a measuring instrument which has a reliability

of 0.7 and above was considered to be strong and reliable.

4.4 Validity Testing of the Measuring Instrument

The validity of the measuring instrument was tested using multiple linear regression analysis

and moderated multiple regression analysis. The results are presented in the table 4.3 model

summary for multiple linear regression analysis between occupational health and safety

practices and employee performance. And table 4.5 model summary for moderated multiple

regression analysis between occupational health and safety practices, occupational health and

safety law and employee performance.

Table 4.3 Model Summary for Multiple Linear Regression Analysis between

Occupational Health and Safety Practices and Employee Performance

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .857 .735 .728 2.23704


The table 4.3 model summary for multiple linear regression analysis between occupational

health and safety practices and employee performance. The multiple correlation coefficient R

is 0.857 and its closer to one, therefore it indicates that there was a strong relationship between

OHSP (safety training practices, hazard control practices, workplace safety inspection and

safety records) and employee performance. These indicates that the measuring instrument

measures up to it claims and thus how construct validity was achieved.

76

The value of adjusted R2 was 0.728, this show that 72.8% proportion of the variance in

employee performance were explained by safety training practices, hazard control practices,

workplace safety inspection and safety records. Therefore, it means that the other OHSP not

studied in this research contributed to 27.2% of the proportion of the variance in employee

performance. Therefore, further research should be conducted to examine other OHSP that

influence employee performance in beverage manufacturing firms in Nairobi City County of

Kenya.

Table 4.4 ANOVA for the Multiple Linear Regression Analysis

Model Sum of Squares df Mean Square F Sig.

1

Regression 2153.698 4 538.424 107.591 .000b Residual 775.677 155 5.004

Total 2929.375

159


The table 4.4 ANOVA for the multiple linear regression analysis test whether the overall

multiple linear regression model was good for prediction and the result were as follows, F

(4,155) =107.591, p=0.000<0.05. It has a p-value of 0.00 which was less than the significance

level of 0.05. It shows that OHSP; safety training practices, hazard control practices, workplace

safety inspection, and safety records statistically significantly predicted employee performance

and thus how criterion-related validity of the measuring instrument was achieved.

77

Table 4.5 Model Summary for Moderated Multiple Regression Analysis between

Occupational Health and Safety Practices, Occupational Health and Safety Law and

Employee Performance

Model R R Square

Adjusted R Square

Std. Error of

the Estimate

Change Statistics

R Square Change

F Change

df1 df2 Sig. F Change

1 .857a .735 .728 2.23704 .735 107.591 4 155 .000

2 .865b .748 .740 2.18957 .013 7.794 1 154 .006


The research used table 4.5 to test construct validity of the measuring instrument. The research

used model (2) and it shows that multiple correlation coefficient (R) was 0.865 and it is closer

to one and therefore it indicated that there was strong relationship between OHSP, OHS law

and employee performance. The measuring instrument was able to measure up to it claims and

thus how construct validity of the measuring instrument was achieved.

Table 4.6 ANOVA for Moderated Multiple Regression Analysis between Occupational Health and Safety Practices, Occupational Health and Safety Law and Employee Performance

Model Sum of Squares df Mean Square F Sig.

1 Regression 2153.698 4 538.424 107.591 .000b Residual 775.677 155 5.004

Total 2929.375 159

2 Regression 2191.066 5 438.213 91.405 .000c Residual 738.309 154 4.794

Total 2929.375 159


78

The research used table 4.6, model (2) to determine the criterion related validity of the

measuring instrument. The table shows that the overall model was statistically significant in

predicting the moderating effect of OHS law on the relationship between OHSP and employee

performance, this was because the p- value of 0.000 was less than the significance level of 0.05

and the results were shown as follows F (5, 154) =91.405, p=0.000<0.05. That’s how criterion

related validity of the measuring instrument was achieved.

4.5 Demographic Information of the Respondents

The demographic data of the respondents comprised of gender, the age group in years, the

highest level of education, working experience, nature of the business and management level.

The data were analyzed using descriptive statistics such as percentages and the information

presented in the form of pie charts and bar graphs.

4.5.1 Gender

The result presented in the figure 4.1 gender.

Fig 4.1 Gender


Female, 39%Male , 61%

Gender

79

The figure 4.1 age of the respondents shows that the majority of the respondents who

participated in the study were male representing 61%, while few of the respondents 39% were

female. A study conducted by Akinola and Akinboloa (2014) on motivational strategies and

enhancement of employees’ performance in Nigeria beverage industry showed that 58.1% of

the respondents were male, while 41.9% were female. The findings of the study were further

supported by Kimani, Gatebe and Kungu (2016) who argued that manufacturing industry

attracts more males than females because most of the activities are manual and requires

masculinity.

4.5.2 Age

The result presented in the figure 4.2 age.

Fig 4.2 Age


0%5%

10%15%20%25%30%35%

18-25Years

26-35Years

36-45Years

46 Yearsand above

23%

33%28%

17%

Per

cent

age

Age in Years

Age

80

According to figure 4.2 it indicates that the majority of respondents 33% who participated in

the study were in the age group between 26-35 years, while the few of the respondents 17%

were in the age group of 46 years and above. The finding of the study was supported by

Ndegwa et al. (2014) who argues that majority of manufacturing firm’s employee young and

energetic people who can perform masculinity work.

4.5.3 Highest Education Level

The result presented in the figure 4.3 highest level of education.

Fig 4.3 Highest Education Level


In the fig 4.3 in terms of the highest level of education, the findings of the study indicated that

majority of the respondents 34% who participated in the study had a diploma as their highest

level of education, while few of the respondents had master degrees as their highest level of

0%5%

10%15%20%25%30%35% 24%

34%26%

13%

2%Per

cent

age

Educaction level

Highest Education Level

81

education represented by 2%. The findings of the study were supported by Kimani et al. (2016)

who revealed that majority of the respondents in beverage manufacturing firms had a college

education and above.

4.5.4 Working Experience

The result presented in the figure 4.4 working experience.

Fig 4.4 Working Experience.


The findings of the study according to fig 4.4 shows that the majority of the respondents 35%

who participated in the study had working experience between 2-5 years, while few of the

respondents 17% had below 1 year working experience. The findings are in contrast to a study

conducted by Kimeto, Kiiyuka, and Makhonge (2015) Occupational Safety and Health

Awareness among factory workers of Kenya Tea Development Agency in region five which

0%5%

10%15%20%25%30%35%

Below 1Year

Between 2-5Years

Between 6-10 Years

Above 11Years

17%

35%

27%

21%

Per

cena

tge

Working Experience in Years

Working Experience

82

revealed that majority of the respondents had working experience between 6-10 years. An

experienced worker will work cautiously than the newly employed employee because they are

aware of the hazards and risk they encounter at the workplace (Umoh & Torbira, 2013).

4.5.5 Nature of the Business

The result presented in the figure 4.5 nature of the business.

Fig 4.5 Nature of the Business.


The respondents were also asked to indicate the nature of their business and the responses were

as follows. According to fig 4.5 the research findings indicated that the majority of the

respondents 26% who participated in the study were from spirit manufacturing firms, while

few of the respondents 14% were from the beer manufacturing firms. The findings of the study

were supported by the report of Kenya Revenue Authority (2015) and Nderitu (2016) which

83

indicated that spirit manufacturing firm’s accounted to more than 50% of beverage

manufacturing firms in Kenya.

4.5.6 Management Level

The results are presented in the figure 4.6 management level.

Fig 4.6 Management Level


The figure 4.6 indicates that majority of the respondents 79% who participated in the study

were factory floor staff, while the few of the respondents represented by 9% were human

resource managers. The findings of the study were supported by Akinola and Akinboloa

(2014) who argued that manufacturing was the core function of beverage manufacturing firms

and therefore it has more workers than any other department in the organization.

Human Resource

Manager, 9%

Operation Manager, 12%

Factory Floor Staff, 79%

Management Level

Human Resource Manager Operation Manager Factory Floor Staff

84

4.6 Descriptive Analysis

The quantitative data of OHSP, OHS law and employee performance were analyzed using

descriptive statistics such as mean, standard deviation, and the results presented in the form

of statistical tables.

4.6.1 Descriptive Analysis of Occupational Health and Safety Practices

The study analyzed the OHSP and it includes: safety training practices, hazard control

practices, workplace safety inspection and safety record. The data were analyzed using

descriptive statistics such as mean, standard deviation, and results presented in form of

statistical tables.

4.6.1.1 Descriptive Analysis of Safety Training Practices

The respondents were asked to rate the statements by indicating the extent to which they apply

to their organization in 5 point Likert scale as shown on (appendix II). 5. Strongly Agree (SA),

4. Agree (A), 3. Neutral (N), 2. Disagree (D) and 1. Strongly Disagree (SD). The results

presented in the table 4.7 descriptive analysis of safety training practices.

85

Table 4.7 Descriptive Analysis of Safety Training Practices

VARIABLE N Minimum Maximum Mean Standard Deviation

Safety Training Practices

Job rotation, coaching, job instruction and lecture method as a safety training practices are conducted at the workplace.

160 1 5 3.66 0.917

Job rotation, coaching, job instruction and lecture training are evaluated at the workplace.

160 1 5 3.13 1.032

Job rotation, coaching, job instruction and lecture training have clear goals and objectives.

160 1 5 3.17 1.089

There is a commitment of trainer to offer job rotation, job instruction, coaching and lecture training.

160 1 5 3.16 1.043

There is a provision of feedback on job rotation, job instruction, coaching and lecture training.

160 1 5 3.23 0.966

The job rotation, coaching, job instruction and lecture training are offered by competent trainers.

160 1 5 3.09 1.069

Aggregate Score: Safety Training Practices

3.24 1.0195


The table 4.7 descriptive analysis of safety training practices indicates that in terms of safety

training practices the results were as follows; job rotation, coaching, job instruction lecture

training conducted at the workplace had the highest mean with a standard deviation (M=3.66,

86

SD=0.197). While job rotation, coaching, job instruction and lecture training offered by

competent trainer had the lowest mean with a standard deviation (M=3.09, SD=1.0195). The

aggregate score for safety training practices was (M=3.24, SD=1.0195).

The findings indicated that the majority of respondents in beverage manufacturing firms in

Nairobi City County of Kenya were neutral when it comes to safety training practices. The

findings of the study were supported by Wahab et al. (2005) who argues that employers do not

want to provide employees with safety training programs because they see it as an additional

cost. Furthermore, Weinstock and Slatin (2006) also argued that employees do not want to

attend safety training programs because they see it as a waste of time. On the contrary, Kanu

(2015) argued that safety training practices enables employees to work safely by using the

machines and equipment for the right job and therefore reducing accidents and injuries at the

workplace.

4.6.1.2 Descriptive Analysis of Hazard Control Practices




presented in the table 4.8 descriptive analysis of hazard control practices.

87

Table 4.8 Descriptive Analysis of Hazard Control Practices

Variable N Minimum Maximum Mean Standard Deviation


Organization is using engineering controls such as ventilation, substitution and elimination to control hazards at the workplace

160 1 5 2.85 1.255

Organization is using administrative controls such as safe work practices, rest schedules, personal hygiene and limiting hours of work to control hazards at the workplace.

160 1 5 3.69 1.070

The organization is using personal protective equipment to protect employees against hazards.

160 1 5 3.59 1.178

The organization is training employees on how to use and maintain personal protective equipment.

160 1 5 3.48 1.176

The organization provides employees with personal protective equipment that are appropriate in size.

160 1 5 3.46 1.197

Aggregate Score: Hazard Control Practices.

3.14 1.1752


The findings from table 4.8 shows that administrative control had the highest mean with a

standard deviation (M=3.69, SD=1.070), while engineering control had the lowest mean with

a standard deviation (M=2.85, SD=1.255). The aggregate score for hazard control practices

88

was (M=3.14, SD=1.1752). The findings show that majority of the respondents were neutral

when it comes to hazard control practices. The findings of the study were supported by Akmal

(2011) who revealed that majority of the firms do not want to control hazards at the workplace

because they see it as an additional cost in terms of buying PPE and training employees on

how to maintain and use them. In addition, Konya et al. (2012) argued that employees do not

like to wear PPE because they are poorly maintained and uncomfortable to wear especially in

humid conditions and these tend to slow their performance. On the other hand, Gbagbo et al.

(2013) states that hazard control practices such as good housekeeping practices and wearing

of PPE eliminate and control hazards such as viruses, extreme conditions, slips, pesticides, and

falling of objects and therefore employees are provided with conducive environment where

they can increase their performances.

4.6.1.3 Descriptive Analysis of Workplace Safety Inspection




presented in the table 4.9 descriptive analysis of workplace safety inspection.

89

Table 4.9 Descriptive Analysis of Workplace Safety Inspection



The health and safety representative frequently conduct workplace safety inspection at the workplace.

160 1 5 3.46 1.069

The health and safety representative use checklist during workplace safety inspection.

160 1 5 3.36 0.999

The health and safety representative use task observation to understand the working processes so as to be able suggest hazard controls methods.

160 1 5 3.26 1.130

The health and safety representative communicate workplace safety inspection report to management for coaching purposes.

160 1 5 3.28 1.058

The organization is monitoring corrective action by assigning responsibility to an individual.

160 1 5 3.22 1.136

Aggregate Score : Workplace Safety Inspection

3.32 1.078


The table 4.9 indicates that HSR frequently conducts workplace inspection at the workplace

had the highest mean with a standard deviation (M=3.46, SD=1.069), while organization

90

monitoring corrective action by assigning responsibility to an individual had the lowest mean

with a standard deviation (M=3.22, SD=1.136). The workplace safety inspection had an

aggregate score of (M=3.32, SD=1.078). These indicates that majority of the respondents were

neutral when it comes to workplace safety inspection at the workplace. The workplace safety

inspection can only be effective when it’s conducted frequently by trained HSR and monitoring

the corrective actions which have been put in place and it assist in detecting effectiveness in

hazard control practices (Umeakafor et al., 2012).

4.6.1.4 Descriptive Analysis of Safety Records




presented in the table 4.10 descriptive analysis of safety records.

91

Table 4.10 Descriptive Analysis of Safety Records


Safety Records

There are safety records in your organization.

160 1 5 3.51 0.997

There is frequent update of safety records.

160 1 5 3.04 1.089

There is classification of safety records.

160 1 5 3.03 1.049

The safety records are kept in proper conditions

160 1 5 2.95 0.970

Record Officers are trained on record Management skills.

160 1 5 2.94 0.916

Aggregate score : Safety Records

3.09 1.00


The table 4.10 shows that keeping of safety records in the organization had the highest mean

with a standard deviation (M=3.51, SD=0.997), while record officers trained on record

management skills had the lowest mean with a standard deviation (M=2.94, SD=0.916). The

aggregate score for the safety record was (M=3.09, SD=1.00). These shows that majority of

the respondents were neutral about safety records in beverage manufacturing firms in Nairobi

City County of Kenya. The safety record can only be effective in controlling hazards at the

workplace when they are factual and related to the working environment (Duff & Harris, 2013).

92

The aggregate score for OHSP was (M=3.20, SD=1.0682) and it indicates that majority of the

respondents were neutral when it comes to OHSP in beverage manufacturing firms in Nairobi

City County of Kenya. The study findings were supported by Rantanen et al. (2006) who

stated that most African countries emphasize on increasing profitability and productivity at the

expense of employees’ health and safety. In addition, Katsakiori (2006) stated that most

African countries have challenges when it comes to implementation of OHSP and such may

include poor OHS infrastructures and general lack of adequate information about OHSP

amongst employers and employees. However, Moyo et al. (2015) still believes that some

African countries were improving OHSP through OHS education, training and collaborating

with OHS research institutions. Furthermore, Idoro (2016) argued that industries in Nigeria

were pursuing OHS initiatives such OHS awareness, incentives, accidents investigations and

provision of PPE.

4.6.2 Descriptive Analysis of Occupational Health and Safety Law




presented in the table 4.11 descriptive analysis for occupational health and safety law.

93

Table 4.11 Descriptive Analysis of Occupational Health and Safety Law


Occupational Health and Safety Law

The occupational health and safety officers frequently conduct occupational health and safety training at the workplace

160 1 5 3.42 1.019

The occupational health and safety officer audit and inspect safety programmes at the workplace.

160 1 5 3.28 1.003

The occupational health and safety officer impose fines and penalties on employer for contravening the Occupational Safety and Health Act of 2007 and Work Injury Benefit Act.

160 1 5 3.13 1.041

The fines and penalties imposed on the organization are significant to enforce compliance of occupational health and safety law.

160 1 5 3.05 1.033

The occupational health and safety officers frequently hand over the workplace safety inspection report to employer.

160 1 5 3.07 1.088

Aggregate Score: OHS Law 3.19 1.037


The table 4.11 descriptive analysis of occupational health and safety law shows that OHS

officers frequently conduct OHS training at the workplace had the highest mean with a

94

standard deviation (M=3.42, SD=1.019), while fine and penalties imposed on organization

were significant to enforce compliance of OHS law had the lowest mean with a standard

deviation (M=3.05, SD=1.033). The OHS law had an aggregate score (M=3.19, SD=1.037).

These show that majority of the respondents were neutral when it comes to OHS law in

beverage manufacturing firms in Nairobi City County of Kenya. The findings of the study

were supported by Idubor and Oisampje (2005) who argues that most African countries lack

qualified inspectorate to inspect and audit OHS activities at the workplaces. In addition,

Jonathan and Mbogo (2008) stated that most African inspectorate departments were

inadequately funded by the government of the day. On the other hand, Kalejaiye (2010)

believed that the enforcement of OHS law doesn’t increase workplace safety because OHS law

is not the only step for improving OHSP as improving organization culture can also improve

OHSP.

4.6.3 Descriptive Analysis of Employee Performance




presented in the table 4.12 descriptive analysis of employee performance.

95

Table 4.12 Descriptive Analysis of Employee Performance



The organization frequently talk to customers to find out their taste and preference

160 2 5 4.00 0.854

Adhering to production process 160 1 5 3.90 0.856

The products are packed in suitable containers

160 1 5 3.71 0.942

The products are labelled appropriately before delivery

160 1 5 3.68 0.929

There is inspection of carrier vehicle before delivery.

160 1 5 3.48 1.015

The organization rewards good attendance

160 1 5 3.54 1.015

The organization has changing working schedules to accommodate differing employees’ needs.

160 1 5 3.72 0.958

Aggregate score: Employee Performance

3.72 0.804


The findings from the table 4.12 descriptive analysis of employee performance shows that

organization frequently talk to customers to find out their taste and preference had the highest

mean with a standard deviation (M=4.00, SD=0.854), while inspection of carrier vehicle before

delivery had the lowest mean with a standard deviation (M=3.48, SD=1.015). The employee

96

performance had an aggregate score (M=3.72, SD=0.804). These show that majority of the

respondents were neutral when it comes to employees’ performance in beverage manufacturing

firms in Nairobi City County of Kenya. The study findings were supported Kimuyu (2014)

who stated that employee performance in beverage manufacturing firms in Nairobi City

County of Kenya was declining.

4.6.4 Descriptive Analysis on the Improvement of Occupational Health and Safety

Practices, Occupational Health and Safety Law and Employee Performance

The qualitative data on the improvement of OHSP, OHS law and employee performance were

analyzed using frequency and percentages, and the information presented in the form of

statistical tables.

4.6.4.1 Descriptive Analysis on the Improvement of Occupational Health and Safety

Practices

The qualitative data on the improvement of OHSP such as safety training practices, hazard

control practices, workplace safety inspection and safety record were analyzed using

descriptive statistics such as frequency and percentage and the information presented in the

form of statistical tables.

4.6.4.1.1 Descriptive Analysis on the Improvement of Safety Training Practices

The qualitative data on the improvement of safety training practices were analyzed using

frequency and percentages and the information presented in the table 4.13 descriptive analysis

on the improvement of safety training practices.

97

Table 4.13 Descriptive Analysis on the Improvement of Safety Training Practices

SAFETY TRAINING PRACTICES FREQUENCY PERCENT (%)

Evaluation for safety training practices 19 12%

Training practices should have clear objectives 26 16%

Provision of feedback 59 37%

Conduct training need analysis before training 39 24%

Safety training practices should be offered by competent trainer

17 11%

TOTAL 160 100%


In regard to improvement of the safety training practices, the table 4.13 indicated that majority

of the respondent 37% agreed that there should be provision of feedback in safety training

practices, while few of respondents 11% agreed that safety training practices should be offered

by competent trainer. Brazile (2002) acknowledged that safety training programs are effective

when there are provisions of feedback to employees who attend safety training programs and

it enables employees to be aware of their progress in safety training programs. Ayim (2003)

mentioned that safety training programs can be effective in the organization especially when

it’s offered by a competent trainer and it ensure there was an easy transfer of safety knowledge

and skills to employees. Bell (2004) reported that safety programs should enable trainees to

know what they are supposed to achieve at the end of training and these can only be achieved

where safety training programs have clear goals and objectives.

98

4.6.4.1.2 Descriptive Analysis on the Improvement of Hazard Control Practices

The qualitative data on the improvement of hazard control practices were analyzed using

frequency and percentages, and the information presented in table 4.14 descriptive analysis on

the improvement of hazard control practices.

Table 4.14 Descriptive Analysis on the Improvement of Hazard Control Practices

Hazard Control Practices Frequency Percent (%)

Use administrative control. 52 33%

Use engineering control. 48 30%

Train employees on use and maintenance of PPE. 42 26%

Provide appropriate PPE. 18 11%

TOTAL 160 100%


The table 4.14 indicated that majority of the respondents 33% agreed that the management

should use administrative control as one of the hazard control practices to control or eliminate

hazards at the workplace, while few of the respondents 11% agreed that management should

provide appropriate PPE. The organization can use administrative control to eliminate and

control hazards and such practices may include: safe work practices, rest schedules and

limiting hours of work (Zhang, 2003). However, Shehu et al. (2007) argued that administrative

controls were ineffective in controlling hazards since they don’t completely eliminate hazards.

99

According to Abdelhamid and Everett (2008) when employees are provided with appropriate

PPE, they feel comfortable and therefore employees are in good position to work effectively

leading to increase in delivery of raw materials and beverage products thus an increase in

employee performance. On the other hand, Konya et al. (2013) stated that majority of

employees do not like to wear PPE because they are poorly maintained and uncomfortable to

wear especially in humid conditions and it tends to slow their working pace leading to

reduction in the delivery of raw materials and beverage manufacturing products.

4.6.4.1.3 Descriptive Analysis on the Improvement of Workplace Safety Inspection

The qualitative data on the improvement of workplace safety inspection were analyzed using

frequency and percentages, and the information presented in table 4.15 descriptive analysis on

the improvement of workplace safety inspection.

Table 4.15 Descriptive Analysis on the Improvement of Workplace Safety Inspection WORKPLACE SAFETY INSPECTION FREQUENCY PERCENT

(%)

The management should implement the report of workplace safety inspection.

57 36%

The HSR should be trained on workplace safety inspection procedures.

40 25%

Workplace safety inspection report should be communicated to the management for coaching purposes.

25 16%

Use of checklist to conduct workplace safety inspection.

24 15%

There should be frequent workplace safety inspection. 14 9%

TOTAL 160 100%


100

The table 4.15 indicates that the majority of the respondents 36% agreed that management

should implement the report of workplace safety inspection, while few of the respondents 9%

agreed that there should be frequent workplace safety inspection. Zhou and Fang (2004)

argued that workplace safety inspection are frequently conducted at the workplace and it can

assist the organizations to identify new existing hazards such sharp knives and blades and

therefore organizations are able provide PPE to protect employees against injuries and cuts.

The workplace safety inspection can only be effective when the management implements the

report of workplace safety inspection and it can be achieved by management assigning

responsibilities to an individual to detect the effective measures of hazard control practices

which have been put in place (Nikolaos, 2005).

4.6.4.1.4 Descriptive Analysis on the Improvement of Safety Record

The qualitative data on the improvement of safety record were analyzed using frequency and

percentages, and the information presented in table 4.16 descriptive analysis on the

improvement of safety record.

Table 4.16 Descriptive Analysis on the Improvement of Safety Record

SAFETY RECORD FREQUENCY PERCENT (%)

There should be classification of safety records. 55 34%

The OHS records should be kept in proper conditions. 53 33%

Safety record officers should be trained on record management skills.

35 22%

There should be frequent update of safety records. 17 11%

TOTAL 160 100%


101

The findings from the table 4.16 shows that majority of the respondent 34% agreed that there

should be classification of safety records, while few of the respondent 11% agreed that there

should be frequent update of safety records. Duranti and Abdullah (2008) stated that record

officer can be trained on record management skills which can assist them to classify, update

and keep safety records in good conditions. However, Miller et al. (2009) argued that

information from safety record have to be in a form that can easily be understood by user and

failing to understand the information can lead to wrong implementation of hazard control

practices which can further introduce hazards at the workplace that can cause accidents and

injuries.

4.6.4.2 Descriptive Analysis on the Improvement of Occupational Health and Safety Law

The qualitative data on the improvement of occupational health and safety law were analyzed

using frequency and percentages, and the information presented in table 4.17 descriptive

analysis on the improvement of occupational health and safety law.

102

Table 4.17 Descriptive Analysis on the Improvement of Occupational Health and Safety law OCCUPATIONAL HEALTH AND SAFETY LAW FREQUENCY PERCENT

(%)

Imposing fines and penalties on employers violating OHS law.

51 32%

Penalties and fines should be significant. 38 24%

OHS officers should frequently inspect and audit OHS programmes.

32 20%

OHS officers should frequently hand over report of workplace safety inspection to employers.

31 19%

OHS officer should frequently conduct OHS training at the workplace.

8 5%

TOTAL 160 100%


The table 4.17 shows that majority of the respondents 32% agreed that the DOSHS should

impose fines and penalties on employers who are violating OHS law, while few of the

respondents 5% agreed that OHS officer should frequently conduct OHS training at the

workplace. Ezenwa (2004) stated that heavy fines and penalties will force the employers to

comply with OHS law by conducting workplace safety inspection, eliminating and controlling

hazards at the workplace and thus providing a conducive working environment for employees

leading to improvement in employee performance. On the contrary opinion, Onyeozili (2010)

believed that the government must reduce the burden of regulation which preoccupies itself

with details but rather it can aim at shaping attitudes and creating infrastructures for a better

organization of OHS by industries own effort.

103

4.6.4.3 Descriptive Analysis on the Improvement of Employees Performance

The qualitative data on the improvement of occupational health and safety law were analyzed

using frequency and percentages, and the information presented in the table 4.18 descriptive

analysis on the improvement of employee performance.

Table 4.18 Descriptive Analysis on the Improvement of Employee Performance EMPLOYEE PERFORMANCE. FREQUENCY PERCENT

(%) Organization should reward good attendance. 33 21%

There should be inspection of carrier vehicle before delivery.

31 19%

Products should be packed in suitable containers. 27 17%

Products should be labelled appropriately before delivery.

25 16%

The organization should have working schedules to accommodate differing employee’s needs.

19 12%

The organization should adhere to production process. 16 10%

The organization should find out the taste and preference of customers before producing products.

9 5%

TOTAL 160 100%


The table 4.18 indicates that the majority of the respondents 21% agreed that organization

should reward good attendance, while few of the respondent 5% agreed that the organization

should find out the taste and preference of customers before producing the products. Stan

(2006) stated that for the organization to reduce absenteeism at the workplace, organization

can introduce a reward program where they can reward employees financially or non-

financially. However, Thao (2007) argued that there have to be a policy in place to ensure that

104

such systems are not abused by the management and employees. Wei (2007) also mentioned

that organization should have flexible working hours which can accommodate employees

differing needs and it will give employees ample time to attend to their personal issues.

4.7 Diagnostic Test

These involves testing normality, multicollinearity and homogeneity of variances.

4.7.1. Normality Test

The normality was tested using Shapiro Wilk Test and the result was shown in the table 4.19.

Table 4.19 Normality Test for Safety Training Practices, Hazard Control Practices,

Workplace Safety Inspection, Safety Records and Employee Performance

Variables Kolmogorov-Smirnova Shapiro-Wilk

Statistic df Sig. Statistic df Sig.

Safety Training Practices .091 160 .109 .934 160 .136 Hazard Control Practices .148 160 .134 .971 160 .177 Workplace Safety Inspection .101 160 .132 .982 160 .189 Safety Records .070 160 .122 .971 160 .230 Employee Performance .095 160 .109 .986 160 .190 OHS Law .070 160 .112 .983 160 .118


The table 4.19 normality test for safety training practices, hazard control practices, workplace

safety inspection, safety records and employee performance indicated that safety record had

the highest significant value of the Shapiro Wilk test 0.230, while OHS law had the lowest

significant value of the Shapiro Wilk test 0.118. The findings indicated that all six variables

105

had significant value of the Shapiro Wilk Test greater than 0.05 and therefore the research

concludes that the data was normal.

4.7.2 Homogeneity of Variances Test

The homogeneity of variances between independent variables (safety training practices, safety

records, workplace safety inspection and hazard control practices) and dependent variable

(employee performance) were analyzed using Levene’s test of equality of error variances and

the results presented in table 4.20 homogeneity of variance test.

Table 4.20 Homogeneity of Variances Test

Variables Levene Statistic df1 df2 Sig.

Employee Performance .706 16 141 .784

Safety Training Practices 1.002 16 141 .458

Hazard Control Practices 1.658 16 141 .062

Workplace Safety Inspection .799 16 141 .685

Safety Records 2.562 16 141 .482


The table 4.20 indicated that employee performance had the highest significant value of 0.784,

while hazard control practices had the least significant value of 0.062. From the results above,

it shows that p-values of all the variables were greater than significance level of 0.05, therefore

the variance were not statistically significantly different, so equal variances were assumed to

be equal across the variables.

106

4.7.3 Multicollinearity Test

A multiple linear regression analysis was used to test multicollinearity between independent

variables and dependent variable. The results are shown in the table 4.21 testing

multicollinearity between occupational health and safety practices and employee performance.

Table 4.21 Testing Multicollinearity between Occupational Health and Safety Practices

and Employee Performance

Model Unstandardized Coefficients

Standardized Coefficients

t Sig. Collinearity Statistics

B Std. Error

Beta Tolerance VIF

1

(Constant) .986 1.539

.641 .523


.070 .038 .078 1.837 .068 .939 1.065


-.037 .039 -.041 -.963 .337 .927 1.078


.727 .044 .733 16.506 .000 .867 1.154

Safety Records .278 .053 .234 5.267 .000 .868 1.152


The table 4.21 testing multicollinearity between occupational health and safety practices and

employee performance indicated that workplace safety inspection had the highest VIF of

1.154, while safety training practices had the least VIF of 1.065. From table 4.2 it showed that

VIF of each OHSP lies between 1 to10. Therefore, the research concludes that there was no

107

multicollinearity effect between independent variables (safety training practices, hazard

control practices, workplace safety inspection, safety records) and employee performance.

4.8 Inferential Analysis

The correlation analysis, multiple linear regression analysis and moderated multiple regression

analysis were used to analyzed the data and the information presented inform of statistical

tables.

4.8.1 Correlation Analysis

Correlation analysis was conducted using Pearson correlation of coefficient. Its aims were to

establish whether there was a linear relationship between independent variable OHSP such as

(safety training practices, hazard control practices, workplace safety inspection and safety

records) and dependent variable (employee performance) at 5% significance level. The results

presented in the table 4.22 correlations analysis between occupational health and safety

practices and employee performance.

108

Table 4.22 Correlations Analysis between Occupational Health and Safety Practices and


Safety

Training Practices



Safety Records


Safety

Training

Practices

Pearson

Correlation 1 .082 .220** .015 .240**

Sig. (2-tailed) .300 .005 .852 .002

N 160 160 160 160 160

Hazard

Control

Practices

Pearson

Correlation .082 1 -.109 -.248** -.173*

Sig. (2-tailed) .300 .170 .002 .029

N 160 160 160 160 160

Workplace

Safety

Inspection

Pearson

Correlation .220** -.109 1 .289** .822**

Sig. (2-tailed) .005 .170 .000 .000

N 160 160 160 160 160

Safety

Records

Pearson

Correlation .015 -.248** .289** 1 .457**

Sig. (2-tailed) .852 .002 .000 .000

N 160 160 160 160 160

Employee

Performance

Pearson

Correlation .240** -.173* .822** .457** 1

Sig. (2-tailed) .002 .029 .000 .000

N 160 160 160 160 160

*. Correlation is significant at the 0.05 level (2-tailed). Source: (Author, 2019).

4.8.1.1 Safety Practices and Employee Performance

The table 4.22 shows that there was a weak positive relationship which was statistically

significant between safety training practices and employee performance at beverage

109

manufacturing firms in Nairobi City County of Kenya (r=0.240, p=0.002<0.05). These shows

that an increase in safety training practices led to an increase in employee performance at

beverage manufacturing firms in Nairobi City County of Kenya, however, the relationship was

weak. The correlation analysis concurs with a case study that was conducted by Alquiran

(2011) which indicated that job rotation had a positive impact on employee performance in

United Nation Relief Works Agency in Palestine. The correlation analysis also concurs with

a case study that was conducted by Murithi (2016) which indicated that there was a positive

correlation between coaching and employee’s performance at Standard Chartered Bank of

Kenya. The research findings were also supported by Indexed and Sudhakar (2017) who

argued that safety training enables employees to understand the causes of the accidents and

how they can be prevented and therefore employees work safely leading to reduction in the

occurrence of accidents and thus reduction in absenteeism.

4.8.1.2 Hazard Control Practices and Employees Performance

The table 4.22 indicated that there was a weak negative relationship which was statistically

significant between hazard control practices and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya (r=-0.173, p=0.029<0.05). These

showed that an increase in hazard control practices leads to decrease in employee performance

in beverage manufacturing firms in Nairobi City County of Kenya. The findings are in contrast

with a study conducted by Gbadgo et al. (2017) on the impact of OHS measures on employee

performance in Tongu District Hospital in Ghana which revealed that PPE, administrative

control and engineering controls led to the improvement of employee performance such as

increased in staff morale, job satisfaction and reduced medical expenses.

110

When hazards are not eliminated or controlled at the workplace, it creates unfavorable working

conditions which demotivates employees leading to decline of employee performance

(Izudi, Ninsima & Alege, 2017).

4.8.1.3 Workplace Safety Inspection and Employee Performance

The table 4.22 indicates that there was a strong positive relationship which was statistically

significant between workplace safety inspection and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya (r=0.822, p=0.000<0.05). It indicates

that an increase in workplace safety inspection led to an increase in employee performance at

beverage manufacturing firms in Nairobi City County of Kenya. The research findings are in

contrast with a study conducted by Oluoch (2015) on effect of occupational safety and health

programmes on employee performance at Kenya Power Limited Company which indicated

that health and safety inspection was statistically insignificant and negatively related with the


However, the research findings were supported by a study conducted by Okumu et al. (2018)

the effect of occupational health and safety inspection on employee performance in sugar

companies in Kakamega County of Kenya which revealed that workplace safety inspection

influenced employee performance. Furthermore, the finding were also supported by Holmes,

Lingard and Yesilyurt (2017) who argued that workplace safety inspection assists the HSR to

identify and scrutinize all the potential hazards at the workplace and eliminate them thus

ensuring conducive working environment for employees leading to improvement in employee

performance.

111

4.8.1.4 Safety Record and Employee Performance

The table 4.22 shows that there was a moderate positive relationship which was statistically

significant between safety records and employee performance in beverage manufacturing firms

in Nairobi City County of Kenya (r=0.457, p=0.000<0.05). This showed that an increase in

safety records led to an increase in employees’ performance in beverage manufacturing firms

in Nairobi City County of Kenya, however, the relationship was moderate.

The finding of the study concurs with a case study that was conducted by Okoli and Onuigbo

(2014) which revealed that record keeping helps to improve the efficiency of record officers

in Nigerian University. The research findings were also further supported by Bailey and

Vidyarthi (2016) who argued that employees have the right to access safety records that are

relevant to their working environment, these assists employees to know the kind of hazards

and risk likely to encountered at the workplace and therefore employees are in good position

to behave safely leading to reductions of accidents and thus low absenteeism rate at the

workplace. From the table 4.22 correlation analysis between OHSP and employee

performance, the research concludes that workplace safety inspection influences employee

performance in beverage manufacturing in Nairobi City County of Kenya most, while hazard

control practices influence the least.

4.8.2 Multiple Linear Regression Analysis

The multiple linear regression analysis was undertaken to determine whether OHSP such as

safety training practices, hazard control practices, workplace safety inspection and safety

record) can predict employee performance in beverage manufacturing firms in Nairobi City

112

County of Kenya. The results were presented in the table 4.23 multiple linear regression

analysis coefficient between occupational health and safety practices and employee

performance.

Table 4.23 Multiple Linear Regression Analysis Coefficients between Occupational

Health and Safety Practices, and Employee Performance

Model Unstandardized

Coefficients

Standardized

Coefficients

T Sig.

B Std. Error Beta

1

(Constant) .986 1.539 .641 .523

Safety Training Practices .070 .038 .078 1.837 .068

Hazard Control Practices -.037 .039 -.041 -.963 .337

Workplace Safety Inspection .727 .044 .733 16.506 .000

Safety Records .278 .053 .234 5.267 .000


The multiple linear regression model

Y = BO + B1X1+ B2X2+ B3X3 + B4X4+ e……………………………………………………3.1

Becomes

Y=0.986 + 0.070X1 – 0.037X2 + 0.727X3 + 0.278X4 + e……………………………………3.1

The table 4.23 indicates that when all the factors are constant, employee performance in

beverage manufacturing firms in Nairobi City County of Kenya was 0.986. A unit increase in

safety training practices leads to 0.070 increase in employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. Safety training practices enables

113

employees to operate conveyor belts and forklift safely and therefore reducing accidents and

injuries and furthermore, increasing the delivery of the raw materials and beverage products

and thus increase in the level of employee performance (Ayim, 2003). Furthermore, Bell

(2004) argued that safety training practices provides employees with necessary safety skills

which can enable them to repair and maintain machines and equipment and therefore reducing

accidents and injuries that are caused by defective machines and equipment. However, Kanu

(2015) stated that when safety training are offered by incompetent trainer employees will be

equipped with unnecessary safety skills especially where employees operate machines and

equipment inappropriate manner leading to high occurrences of accidents and injuries, and

thus high absenteeism at the workplace.

A unit increase in hazard control practices leads 0.037 decrease in employee performance in

beverage manufacturing firms in Nairobi City County of Kenya. When employees are

provided with oversized PPE, it will reduce their working pace, thus reduction in the

production of the quality of the product and delivery of the products (Abdelhamid & Everett,

2008). However, Huang et al. (2008) stated that PPE prevent employees from contaminating

raw materials and therefore employees are in position to produce high quality products and

thus increase in employee performance.

A unit increase in workplace safety inspection leads to 0.727 increase in employee

performance in beverage manufacturing firms in Nairobi City County of Kenya. Workplace

safety inspection enables HSR to identify blood fluids, bacteria and viruses and therefore HSR

are able to suggest hazard control practices such as wearing of PPE and maintaining good

114

house practices and it will ensure that the raw materials are not contaminated and therefore,

employees are capable of producing high quality products (Choudhray et al., 2003). However,

Zhou, and Fang (2004) argued that in a situation where the HSR are unable identify new

hazards that exist at the workplace it can lead to accumulation of hazards such as wet floor,

exposed electric wires and unlabeled chemicals and these can lead to frequent occurrences of

accidents and injuries at the workplace leading to increase in absenteeism among employees.

A unit increase in safety records leads to 0.278 increase in employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. Duranti and Abdullah (2008) noted

that the accurate information from safety records can be used by the organization to coach

employees and therefore they will work safely by observing standard operating procedures,

these will reduce the rate of accidents at the workplace leading to low absenteeism. The

research concludes that workplace safety inspection contributed most to employee

performance, while hazard control practices contributed the least.

4.8.3 Moderated Multiple Regression Analysis

The moderated multiple regression analysis was undertaken to determine whether the

moderating variable (OHS Law) statistically significantly moderates the relationship between

OHSP and employee performance in beverage manufacturing firms in Nairobi City County of

Kenya.

115

Table 4.24 Model Summary for Moderated Multiple Regression Analysis between

Occupational Health and Safety Practices, Occupational Health and Safety Law, and


Model R R Square

Adjusted R Square

Std. Error of the

Estimate

Change Statistics

R Square Change

F Change

df1

df2 Sig. F Change

1 .857a .735 .728 2.23704 .735 107.591 4 155 .000

2 .865b .748 .740 2.18957 .013 7.794 1 154 .006

Source: (Author, 2019). The table 4.24 model summary for moderated multiple regression analysis between

occupational health and safety practices, occupational health and safety law and employee

performance shows that value of R2 change was 0.13 (0.13*100%=1.3%) which was the

percentage increase in the variation explained by the addition of interaction term. Furthermore,

the significance F change value was 0.006 which was less than the significance level of 0.05.

Therefore, the research concludes that OHS law statistically significantly moderated the

relationship between OHSP and employee performance in beverage manufacturing firms in

Nairobi City County of Kenya (R2 change=1.3%, F (1,154) =7.794, p=0.006<0.05).

The findings of the study were supported by a study conducted by Wambui (2012) on the extent

of compliance OHS regulations at manufacturing companies in Mombasa County of Kenya

which revealed that majority of manufacturing firms in Mombasa County of Kenya were

116

complying with OHS regulation. Furthermore, Kheni, Dainty, and Gibb (2012) also argued

that when employers comply with OHS laws, employees are definitely going to be provided

with the safe working environment where they are motivated to work leading to increase in

product delivery and also reducing absenteeism at the workplace.

Table 4.25 Moderated Multiple Regression Analysis Coefficient between Occupational

Health and Safety Practices, Occupational Health and Safety Law, and Employee

Performance

Model Unstandardized Coefficients

Standardized Coefficients

t Sig. 95.0% Confidence

Interval for B

Collinearity Statistics

B Std. Error

Beta Lower Bound

Upper Bound

Tolerance VIF

1

Model 1 (Constant)

.986

1.539

.641

.523

-2.054

4.027


.070 .038 .078 1.837 .068 -.005 .146 .939 1.065


-.037 .039 -.041 -.963 .337 -.113 .039 .927 1.078


.727 .044 .733 16.506 .000 .640 .814 .867 1.154

Safety Records

.278 .053 .234 5.267 .000 .174 .382 .868 1.152

2

Model 2 (Constant)

5.949

2.330

2.553

.012

1.346

10.552

117


-.026 .051 -.029 -.513 .608 -.127 .075 .508 1.970


-.128 .050 -.143 -2.569 .011 -.227 -.030 .531 1.883


.668 .048 .674 13.937 .000 .574 .763 .700 1.428

Safety Records

.170 .065 .143 2.636 .009 .043 .297 .557 1.797

Interaction Term

.007 .000 .220 2.792 .006 .000 .000 .264 3.794


The moderated multiple linear regression model

Y = Bo + B1X1 + B2X2 + B3X3 + B4X4 + B5X1X2X3X4M + e ……………………………….3.2

Becomes

Y=5.949 - 0.026X1 - 0.128X2 + 0.668X3 + 0.170X4 + 0.007X1X2X3X4M + e………………3.2

The table 4.25 moderated multiple regression analysis coefficient between occupational health

and safety practices, occupational health and safety law and employee performance, model (2)

indicated that when all factors were held constant, employee performance in beverage

manufacturing firms in Nairobi City County of Kenya was 5.949. A unit increase in safety

training practices leads to 0.026 decrease in employee performance in beverage manufacturing

firms in Nairobi City County of Kenya. Brazile (2002) argued that when employees failed to

attend safety training programs, they subject themselves to unsafe working behaviuors such as

failing to wear PPE can lead an individual to be hit by a falling object which can cause severe

118

injuries leading to high absenteeism as employees seek medical attention. Contrary, Athur

(2003) argued that safety training practices enables employees to operate forklift safely and

these enables them to load and unload beverage manufacturing products within the shortest

time and therefore, increasing the delivery of the products and thus increase in employee

performance.

A unit increase in hazard control practices leads to 0.128 decrease in employee performance

in beverage manufacturing firms in Nairobi City County of Kenya. According to Zhang

(2003) engineering control such as machine guards may fail to protect employees against

accidents and injuries leading to high absenteeism at the workplace as employees absent

themselves from work to seek medical attention. On the other hand, Reinhold, Tint and Kiivet

(2006) stated that administrative control limit employee exposure to hazards and it’s achieved

through good housekeeping practices such as keeping the floor dry to prevent slip which can

cause accidents and injuries and therefore reducing absenteeism.

A unit increase in workplace safety inspection leads to 0.668 increase in employee

performance in beverage manufacturing firms in Nairobi City County of Kenya. The HSR has

the responsibility to communicate workplace safety inspection report to management for

coaching purposes and it will assist employees to perform the tasks safely leading to reduced

absenteeism at the workplace and improvement in the delivery of the product (Mahalingam &

Levitt, 2007). On the other hand, Bono et al. (2009) argued that the workplace safety

inspection report can only be effective for coaching purposes when it's actually accurate and

relevant to the working environment.

119

A unit increase in safety record leads to 0.170 increase in employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. Bailey and Vidyarthi (2002) noted that

the accurate information from safety records can be used by the organization to coach

employees and therefore they will work safely by observing standard operating procedures and

in the process producing high quality products. In contrast, Dirking and Kodali (2002) stated

that safety records can only be effective when they are accurate, relevant, timely, complete and

ease for use.

A unit increase in interaction term (OHS Law) leads to 0.007 increase in employee

performance in beverage manufacturing firms in Nairobi City County of Kenya. Shibani and

Saidani (2010) believed that when employers are aware of the severity of the fines and

penalties, they will avoid fines and penalties by providing safety training programs, conducting

workplace safety inspection, hazard control and maintaining safety records and these provide

a clean and tidy environment for employees and therefore, it assist employees to produce and

deliver high quality products. In contrast, Adeyemo and Smallwood (2010) indicated that

where penalties are insignificant, there will be laxity in compliance of OHS legislation,

employers will not provide conducive environment for employees leading frequent occurrence

of accidents and injuries and thus high absenteeism among the employees. The research

concludes that the workplace safety inspection contributed most to employee performance,

while hazard control practices contributed the least.

120

4.9 Testing for Research Hypotheses

The research hypotheses were formulated and analyzed using multiple linear regression

analysis and moderated multiple regression analysis. The hypotheses HO1, HO2, HO3 and HO4

were analyzed using table 4.23 multiple linear regression analysis coefficient between

occupational health and safety practices and employee performance. While hypothesis HO5 was

analyzed using table 4.24 model summary for moderated multiple regression analysis between

occupational health and safety practices, occupational health and safety law and employee

performance. The null hypotheses were rejected or fails to reject at 0.05 level of significance.

4.9.1 Testing for Research Hypothesis HO1

HO1: There is no statistical significant relationship between safety training practices and


The table 4.23 shows the results for safety training practices, (b=0.070, t (160) =1.837,

p=0.068>0.05). The p-value was 0.068 which was greater than the significance level of 0.05,

therefore, the study failed to reject null hypothesis. It therefore, showed that there was no

statistical significant relationship between safety training practices and employee performance.

These implies that safety training practices does not predict employee performance in beverage


According to Kretchmar (2003) states that when organization conduct safety training practices

that are irrelevant to employees and their working environment, employees may end up

working unsafely by failing to observe standard operating procedures leading to poor quality

121

production of products and therefore reducing employee performance. On the other hand,

Shehu et al. (2005) argued that safety training practices enables employee to acquire safety

skills such as safely handling and disposing off chemicals at the workplace to prevent fire

explosion and thus reducing accidents and injuries at the workplace and furthermore, reducing

absenteeism at workplace. In addition, Alipour and Shahnavaz (2005) stated that where safety

training programs are conducted at the workplace employees will acquire safety skills such as

wearing strip resistant shoes which prevent strip and therefore reducing accidents and injuries

and thus decrease in absenteeism at the workplace.


HO2: There is no statistical significant relationship between hazard control practices and


The table 4.23 indicates the results for hazard control practices (b=-0.037, t(160)=-0.963,

p=0.337>0.05). The p-value was 0.337 was greater than the significance level of 0.05, therefore

the study failed to reject null hypothesis. It shows that there was no statistical significant

relationship between hazard control practices and employee performance. These implies that

hazard control practices does not predict employee performance in beverage manufacturing

firms in Nairobi City County of Kenya. According to Christian et al. (2003) organization do

not want to control hazards because they see it as additional cost and therefore raw materials

are contaminated with hazards such bacteria and blood fluids and in the process employees’

end up producing low quality products and thus decrease in employee performance. Hazard

control practices such as overheard conveyors sometimes when left unguarded can snag

122

employee clothing or body parts leading to severe injuries which can cause absenteeism as

employees absent themselves from workplace to seek medical attention (Virkkunen, 2005).

However, Saari (2006) stated that automation such as overhead conveyors and forklift

completely eliminate hazards such lifting of heavy objects at the workplace and therefore

reducing back pains among employees and also increasing the speed of delivery of raw

materials and beverage manufacturing products and thus increase in employee performance.


HO3: There is no statistical significant relationship between workplace safety inspection and


The table 4.23 revealed that workplace safety inspection results (b=0.727, t (160) =16.506,

p=0.000<0.05). The p- value was 0.000 was less than the significance level of 0.05 and

therefore, the study rejected the null hypothesis. It indicates that there was a statistical

significant relationship between workplace safety inspection and employee performance.

These implies that workplace safety inspection statistically significantly predicted employee

performance in beverage manufacturing firms in Nairobi City County of Kenya.

Workplace safety inspection enables employees to identify hazards such as improper labelling

and storage of chemicals and therefore the organizations are in position to label and store

chemicals in proper way therefore preventing fire explosion at the workplace and thus reducing

absenteeism which is associated with accidents and injuries (Keng & Razak, 2002). In contrast,

Zhau and Fang (2004) stated that where workplace safety inspections are conducted by

123

incompetent person, wrong hazard control practices will be implemented leading to

accumulation of new hazards such as viruses and bacteria and employees will fall sick as a

result of contracting diseases leading to high absenteeism at the workplace and thus reduction

in employee performance.


HO4: There is no statistical significant relationship between safety records and employee

performance.

The table 4.23 indicates the result of safety record (b=0.278, t(160)=5.267, p=0.000<0.05).

The p-value was 0.00 was less than the significance level of 0.05 and therefore, the study

rejected the null hypothesis. It shows that there was a statistical significant relationship

between safety records and employee performance. Therefore, it implies that safety records

statistically significantly predicted employee performance in beverage manufacturing firms in


One of the good characteristics of safety records was that it has to be accurate by providing

information that are factual and theses enables the organization to establish the correct hazard

control practice to eliminate or control hazards and therefore employees work in conditions

that are free of accidents and injuries leading to reduced absenteeism that are caused by

sickness and furthermore, employees are able to deliver products to consumer (Cumming, 2006

& Kazan, 2007). On the other hand, Rabinowitz and Hager (2008) reported that safety records

can only be effective when they are relevant to the working environment because each working

124

environment have different hazards and these were as result of machines, equipment and

working procedures.


The results of the table 4.24 model summary of the moderated multiple regression analysis

between OHSP, OHS law and employee performance were used to test below hypothesis.

HO5: Occupational health and safety law does not moderate the statistical significant

relationship between occupational health and safety practices and employee performance.

The table 4.24 shows the results for interaction term which was the moderating variable (OHS

Law), (R2 change =1.3%, F (1,154) =7.794, p=0.006<0.05). The 1.3% was the percentage

increase in the variation explained by the addition of the interaction term and the increase was

statistically significant (p=0.006<0.05). Therefore, the study rejected the null hypothesis. It

shows that OHS law moderates the statistical significant relationship between OHSP and

employee performance. These implies that OHS law statistically significantly moderates the

relationship between OHSP and employee performance in beverage manufacturing firms in


According to Shibani and Saidani (2010) when employer and employees are aware of the

severity of the fines and penalties, they will avoid fines and penalties by engaging in OHSP

such as providing safety training programs, conducting workplace safety inspection, hazard

control and maintaining safety records and these provide a clean and tidy environment for

employees and therefore, employees will be able to produce and deliver high quality products.

125

In contrast, Adeyemo and Smallwood (2010) indicated that where penalties are insignificant,

there will be laxity in compliance of OHS legislation, employers will not provide a conducive

environment for employees leading frequent occurrence of accidents and injuries and thus high

absenteeism among the employees. Moreover, Kalejaiye (2010) believes that enforcement of

OHS regulation doesn’t increase workplace safety because they are not the only steps for

improving OHSP, as improving organization culture can also improve OHSP. Furthermore,

Onyeozili (2010) also stated that the government must reduce the burden of regulation which

preoccupies itself with details but rather it can aim at shaping attitudes and creating

infrastructures for a better organization of OHS by industries own effort.

126

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter presents, summary, conclusions, recommendations and areas for further research.

5.2 Summary of the Findings

The purpose of the study was to investigate the influence of occupational health and safety

practices on employee performance in beverage manufacturing firms in Nairobi City County

of Kenya. The target population of the study were 483 employees working in 32 beverage

manufacturing firms located within Nairobi City County of Kenya. The employees included:

32 human resource managers, 32 operation managers and 419 floor staffs. While 32 beverage

manufacturing firms included: 11 spirits, 2 beers, 11 fruit juice, 4 wines, and 4 carbonated soft

drinks. A Krejce Morgan table for sample size was used to determine a sample size of 196. A

multi-stage sampling technique was used to select the sample and it included: 19 human

resource managers, 19 operation managers and 158 factory floor staffs.

A sample survey method was adopted where the semi structured questionnaire was used to

collect qualitative and quantitative data from the respondents. The semi structured

questionnaire was divided into four sections. Section A comprised of demographic information

such as: gender, age, education level, working experience, types of beverage manufacturing

firms and management level. Section B, C and D respectively have questions related to OHSP,

OHS law and employee performance.

127

The research received the authorization letter from Kenyatta University and submitted to

NACOSTI and Nairobi City County of Kenya for the issuance of research permit. The research

proceeded with the data collection after receiving an authorized research letter from the

Ministry of Education, State Department of Early Learning and Basic Education. Piloting was

conducted in one of the beverage manufacturing firms located within Nairobi City County of

Kenya to find out if the measuring instrument can work in real world.

The reliability of the measuring instrument was tested using Cronbach Alpha and the average

reliability of the measuring instrument was 0.827 showing that it was strong and reliable. The

content validity was achieved by providing adequate coverage for each variable in the

measuring instrument. The construct validity achieved through multiple linear regression

analysis and moderated multiple regression analysis. Where the values of multiple correlation

coefficients (R) were 0.857 and 0.865 respectively. The values were closer to one and it shows

that there was a strong relationship between OHSP and employee performance and that is how

construct validity was achieved. The results for the ANOVA test for the relationship between

OHSP and employee performance F (4,155) =107.591, p=0.000<0.05. The p-value was less

than the significant value 0.05, therefore the model was fit for prediction and thus criterion

validity was achieved.

The results for ANOVA for moderated multiple regression analysis between OHSP, OHS law

and employee performance, F (5, 154) =91.405, p=0.000<0.05. The p-value was less than the

level of significance 0.05, therefore the research concludes that the model was fit for prediction

and thus how criterion validity was achieved. The statistical package for social scientist

128

version 21 analyzed the data. The qualitative data analyzed using frequency and percentage

and the information presented in form of statistical tables. The quantitative data analyzed using

frequency, percentage, mean, standard deviation, Pearson correlation coefficient, multiple

linear regression analysis and moderated multiple regression analysis and the information

presented inform of pie charts, bar graphs and statistical tables. The null hypotheses were

rejected or fails to reject at 0.05 significance level.

5.2.1 Summary Descriptive Analysis of Demographic Information of the Respondents

The findings of the research shows that the majority of the respondents who participated in the

study were male representing 61%, while few of the respondents 39% were female. The study

also indicated that the majority of respondents 33% who participated in the study were in the

age group between 26-35 years, while the few of the respondents 17% were in the age group

of 46 years and above. In terms of the highest level of education, the findings of the study

indicated that majority of the respondents 34% who participated in the study had a diploma as

their highest level of education, while few of the respondents had master degrees as their

highest level of education represented by 2%.

The findings of the study indicated that the majority of the respondents 35% who participated

in the study had working experience between 2-5 years, while few of the respondents 17% had

below 1 year working experience. The findings of the research shows that the majority of the

respondents 26% who participated in the study were from spirit manufacturing firms, while

few of the respondents 14% were from the beer manufacturing firms. In terms of management

level, the study indicates that majority of the respondents 79% who participated in the study

129

were factory floor staff, while the few of the respondents represented by 9% were human

resource managers.

5.2.2 Summary of Descriptive Analysis of Occupational Health and Safety Practices

The OHSP such as safety training practices, hazard control practices, workplace safety

inspection, safety record and their improvements were summarized in this section. The

aggregate score for OHSP was (M=3.20, SD=1.0682).

5.2.2.1 Summary of Descriptive Analysis of Safety Training Practices

The research findings indicated that job rotation, coaching, job instruction lecture training

conducted at the workplace had the highest mean with a standard deviation (M=3.66,

SD=0.197). While job rotation, coaching, job instruction and lecture training offered by

competent trainer had the lowest mean with a standard deviation (M=3.09, SD=1.0195). In

addition, the aggregate score for safety practices was (M=3.24, SD=1.0195). When it comes

to improvement of safety training practices, the research findings indicated that majority of the

respondent 37% agreed that there should be provision of feedback in safety training practices,

while few of respondents 11% agreed that safety training practices should be offered by

competent trainer.

5.2.2.2 Summary of Descriptive Analysis of Hazard Control Practices

The findings of the research indicated that administrative control practices had the highest

mean with a standard deviation (M=3.69, SD=1.070), while engineering control practices had

the lowest mean with a standard deviation (M=2.85, SD=1.255). The aggregate score for

hazard control practices was (M=3.14, SD=1.1752). When it comes to improvement of hazard

130

control practices, the research findings indicated that majority of the respondents 33% agreed

that the management should use administrative control, while few of the respondents 11%

agreed that management should provide appropriate PPE.

5.2.2.3 Summary of Descriptive Analysis of Workplace Safety Inspection

The study findings indicated that HSR frequently conducts workplace inspection at the

workplace had the highest mean with a standard deviation (M=3.46, SD=1.069), while

organization monitoring corrective action by assigning responsibility to an individual had the

lowest mean with a standard deviation (M=3.22, SD=1.136). The workplace safety inspection

had an aggregate score of (M=3.32, SD=1.078). When it comes to improvement of workplace

safety inspection, the study indicates that the majority of the respondents 36% agreed that

management should implement the report of workplace safety inspection, while few of the

respondents 9% agreed that there should be frequent workplace safety inspection.

5.2.2.4 Summary of Descriptive Analysis of Safety Records

The study indicates that keeping of safety records in the organization had the highest mean

with a standard deviation (M=3.51, SD=0.997), while record officers trained on record

management skills had the lowest mean with a standard deviation (M=2.94, SD=0.916). The

aggregate score for the safety record was (M=3.09, SD=1.00). On the improvement of safety

records, the findings of the study showed that majority of the respondent 34% agreed that there

should be classification of safety records, while few of the respondent 11% agreed that there

should be frequent update of safety records.

131

5.2.3 Summary of Descriptive Analysis of Occupational Health and Safety Laws

The findings of the study indicated that OHS officers frequently conduct OHS training at the

workplace had the highest mean with a standard deviation (M=3.42, SD=1.019), while fine

and penalties imposed on organization are significant to enforce compliance of OHS law had

the lowest mean with a standard deviation (M=3.05, SD=1.033). On the improvement of OHS

law, the findings of the research indicated that majority of the respondents 32% agreed that

OHS officers should impose fines and penalties on employers for violating OHS law, while

few of the respondents 5% agreed that OHS officer should frequently conduct OHS training at

the workplace.

5.2.4 Summary of Descriptive Analysis of Employee Performance

The findings of the study show that organization frequently talk to customers to find out their

taste and preference had the highest mean with a standard deviation (M=4.00, SD=0.854),

while inspection of carrier vehicle before delivery had the lowest mean with a standard

deviation (M=3.48, SD=1.015). The employee performance had an aggregate score of

(M=3.72, SD=0.804). On the improvement of employees’ performance, the findings indicated

that the majority of the respondents 21% agreed that organization should reward good

attendance, while few of the respondent 5% agreed that the organization should find out the

taste and preference of customers before producing the products.

132

5.2.5 Summary of Inferential Analysis between Occupational Health and Safety

Practices, Occupational Health and Safety Law and Employee Performance

These involves summarizing the correlation analysis, multiple linear regression analysis and

moderated multiple regression analysis between the variables in the study.

5.2.5.1 Safety Training Practices and Employee Performance

A correlation analysis was performed using Pearson correlation of coefficient and it indicates

that there was a weak positive relationship which was statistically significant between safety

training practices and employee performance in beverage manufacturing firms in Nairobi City

County of Kenya (r=0.240, p=0.002<0.05). A regression analysis was performed using

multiple linear regression analysis and it indicated that there was a strong relationship between

safety training practices and employee performance with a multiple correlation coefficient of

R=0.857. The adjusted R2 =72.8% indicates that 72.8% of the variation in employee

performance was explained by safety training practices. The findings also indicated that safety

training practices was not a significant predictor of employee performance in beverage

manufacturing firms in Nairobi City County of Kenya, (b=0.070, t(160)=1.837,

p=0.068>0.05). The table 4.23 multiple linear regression analysis coefficient also indicated

that taking all the factors constant, a unit increase in safety training practices leads to 0.070

increase in employee performance in beverage manufacturing firms in Nairobi City County of

Kenya.

133

5.2.5.2 Hazard Control Practices and Employee Performance

A Pearson correlation of coefficient shows that there was a weak negative relationship which

was statistically significant between hazard control practices and employee performance in

beverage manufacturing firms in Nairobi City County of Kenya (r=-0.173, p=0.029<0.05).

The Multiple linear regression analysis coefficient between OHSP and employee performance

also indicated that there was a strong relationship between hazard control practices and

employee performance with a multiple correlation coefficient of R=0.857. The adjusted

R2=72.8% of the variation in employee performance was explained by hazard control practices.

The findings also showed that hazard control practices were not significant predictor of

employee performance in beverage manufacturing firms in Nairobi City County of Kenya

(b=-0.037, t (160) =-0.0963, p=0.337>0.05). The table 4.23 multiple linear regression analysis

coefficient between OHSP and employee performance also shows that taking all the factors

constant, a unit increase in hazard control practices leads to 0.037 decrease in employee


5.2.5.3 Workplace Safety Inspection and Employee Performance

The findings of the study showed that there was a strong positive relationship which was

statistically significant between workplace safety inspection and employee performance at

beverage manufacturing firms in Nairobi City County of Kenya (r=0.822, p=0.000<0.05). A

multiple linear regression analysis coefficient between OHSP and employee performance

showed that there was a strong relationship between workplace safety inspection and employee

performance with a multiple correlation coefficient of R=0.857. It also indicated adjusted R2

134

=72.8% of the variation in employee performance that can be explained by workplace safety

inspection.

The findings also indicated that the workplace safety inspection statistically significantly

predicted employee performance in beverage manufacturing firms in Nairobi City County of

Kenya (b=0.727, t(160)=16.506, p=0.000<0.05). The table 4.23 multiple linear regression

analysis coefficients between OHSP and employee performance also indicated that taking all

the factors constant, a unit increase in workplace safety inspection leads to 0.727 increase in

employee performance in beverage manufacturing firms in Nairobi City County of Kenya.

5.2.5.4 Safety Record and Employee Performance

The research findings indicated that there was a moderate positive relationship which was

statistically significant between safety records and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya (r=0.457, p=0.000<0.05). The multiple

linear regression analysis coefficients between OHSP and employee performance also

indicated that there was a strong relationship between safety records and employee

performance in beverage manufacturing firms in Nairobi City County of Kenya with a multiple

correlation coefficient of R=0.857. The multiple linear regression analysis coefficients

between OHSP and employee performance also shows that adjusted R2=72.8% of the variance

in employee performance was explained by safety records.

The results also indicated that safety records statistically significantly predicted employee

performance in beverage manufacturing firms in Nairobi City County of Kenya (b=0.278,

135

t(160)=5.267, p=0.000<0.05). The table 4.23 multiple linear regression analysis coefficients

between OHSP and employee performance indicates that taking all the factors constant, a unit

increase in safety records leads to 0.278 increase in employee performance in beverage


5.2.5.5 Moderating Effect of Occupational Health and Safety Laws on the Relationship

Between Occupational Health and Safety Practices and Employee Performance

The results from moderated multiple regression analysis between OHSP, OHS law and

employee performance indicated the value of R2 change was 1.3% which is the percentage

increase in the variation explained by the addition on interaction term (OHS law). In addition,

the significant F. change value for interaction term was 0.006 less than the significance level

of 0.05. Therefore, it shows that interaction term (OHS Law) statistically significantly

moderates the relationship between OHSP and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya (R2 change=1.3%, F (1,154) =7.794,

p=0.006<0.05).

The table 4.25 moderated multiple regression analysis coefficients between OHSP, OHS law

and employee performance, model (2) indicates that when all factors were held constant,

employee performance in beverage manufacturing firms in Nairobi City County of Kenya was

5.949. A unit increase in safety training practices leads to 0.026 decrease in employee

performance in beverage manufacturing firms in Nairobi City County of Kenya. A unit

increase in hazard control practices leads to 0.128 decrease in employee performance in

beverage manufacturing firms in Nairobi City County of Kenya. A unit increase in workplace

136

safety inspection leads to 0.668 increase in employee performance in beverage manufacturing

firms in Nairobi City County of Kenya. A unit increase in safety record leads to 0.170 increase

in employee performance in beverage manufacturing firms in Nairobi City County of Kenya.

A unit increase in interaction term (OHS Law) leads to 0.007 increase in employee


5.3 Conclusion

In terms of demographic information of the respondents. The research concludes that the

majority of the respondents who participated in the study were male, while few of the

respondents were female. These were attributed by manufacturing industry attracting more

males than females because most of the activities are manual and requires masculinity. The

study concludes that the majority of respondents who participated in the study were in the age

group between 26-35 years, while the few of the respondents were in the age group of 46 years

and above. These were attributed by majority of manufacturing firm’s employing young and

energetic people who can perform masculinity work.

The study concludes that majority of the respondents who participated in the study had a

diploma as their highest level of education, while few of the respondents had master degrees

as their highest level of education. The study concludes that the majority of the respondents

who participated in the study had working experience between 2-5 years, while few of the

respondents had below 1 year working experience. An experienced worker will work

cautiously than the newly employed employee because they are aware of the hazards and risk

they encounter at the workplace.

137

The research concludes that the majority of the respondents who participated in the study were

from spirit manufacturing firms, while few of the respondents were from the beer

manufacturing firms. The study concludes that there were more spirit manufacturing firms in

Nairobi City County of Kenya. The study concludes that majority of the respondents who

participated in the study were factory floor staff, while the few of the respondents were human

resource managers. The study concludes that manufacturing was the core function of beverage

manufacturing firms and therefore, it has more workers than any other department in the

organization.

Safety training practices, the study concludes that the majority of the respondent agreed that

job rotation, coaching, job instruction and lecture training were conducted at the workplace.

While few of the respondents agreed that job rotation, coaching, job instruction and lecture

training were offered by competent trainers. The research concludes that average score for

safety training practices was neutral indicating that majority of respondents in the beverage

manufacturing firms in Nairobi City County of Kenya had different opinions regarding safety

training practices. Furthermore, when it comes to improvement of safety training practices,

the study concludes that majority of the respondent agreed that there should be provision of

feedback in safety training practices, while few of respondents agreed that safety training

practices should be offered by competent trainer.

The study concludes that there was a weak positive relationship which was statistically

significant between safety training practices and employees’ performance in beverage

manufacturing firms in Nairobi City County of Kenya. These shows that an increase in safety

138

training practices leads to an increase in employee performance in beverage manufacturing

firms in Nairobi City County of Kenya. However, the study failed to reject the null hypothesis.

It shows that there was no statistical significant relationship between safety training practices

and employee performance. The research concludes that safety training practices does not

predict employee performance in beverage manufacturing firms in Nairobi City County of

Kenya.

These were contributed by lack of feedback which demotivated employees to attend safety

training programmes, therefore, they were unable to acquire skills and knowledge leading to

decline in their performance. The objective and goals of the safety training practices were not

clear therefore, employees were provided with specifics skills and knowledge that were

indirectly related to their job requirement leading to a decline in their employee performance.

The majority of the trainers were not committed to offer safety training practices because they

were production worker and these interfered with their attention to provide safety training to

employees and therefore, employees were not equipped with right skills and knowledge leading

to declining in employee performance.

In terms of Hazard control practices, the research concludes that majority of the respondents

agreed that administrative control practices were used at the workplace to control hazards,

while few of the respondents agreed that engineering control practices were used to control or

eliminate hazards at the workplace. The aggregate score for hazard control practices was

neutral, indicating that majority of the respondents were neutral when it comes to hazard

control practices in the beverage manufacturing firms in Nairobi City County of Kenya. When

139

it comes to improvement of hazard control practices, the study concluded that majority of the

respondents agreed that the management should use administrative control, while few of the

respondents agreed that management should provide appropriate PPE.

The research also concludes that there was a weak negative relationship which was statistically

significant between hazard control practices and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. It shows that an increase in hazard

control practices led to decrease in employee performance in beverage manufacturing firms in

Nairobi City County of Kenya. In addition, the study failed to reject the null hypothesis and

therefore, it implies that there was no statistical significant relationship between hazard control

practices and employee performance. The research therefore, concludes that hazard control

practices does not predict employee performance in beverage manufacturing firms in Nairobi

City County of Kenya. These were contributed by beverage manufacturing firms not providing

employees with PPE to protect them against workplace hazards such as extreme weather

conditions, wet floors and sharp objects which lead to high occurrence of accidents at the

workplace leading to high absenteeism rate at the workplace.

Workplace safety inspection, the study concludes that majority of the respondents agreed that

HSR frequently conducts workplace inspection at the workplace, while few of the respondents

agreed that the organization monitored the corrective action by assigning responsibility to

individuals. The study concludes that the aggregate score for the workplace safety inspection

was moderate indicating that majority of the respondents were neutral regarding workplace

safety inspection in beverage manufacturing firms in Nairobi City County of Kenya. When it

140

comes to improvement of workplace safety inspection, the study concludes that the majority

of the respondents agreed that management should implement the report of workplace safety

inspection, while few of the respondents agreed that there should be frequent workplace safety

inspection.

The research also concludes that there was a strong positive relationship which was statistically

significant between workplace safety inspection and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. This shows that an increase in

workplace safety inspection lead to increase in employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. The study rejected the null hypothesis,

it shows that there was a statistical significant relationship between workplace safety

inspection and employee performance. Therefore, the research concludes that workplace safety

inspection statistically significantly predicted employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. These were achieved through beverage

manufacturing firms conducting a workplace safety inspection, communicating workplace

safety inspection report to management, use of a checklist and task observation during

workplace safety inspection. Furthermore, the beverage manufacturing monitored corrective

action. Therefore, the research concludes that employees in beverage manufacturing firms in

Nairobi City County of Kenya were provided with suitable working conditions and therefore,

they were motivated to work leading to increase in their performance.

Safety record, the research concludes that majority of the respondent agreed that there was

keeping of safety records in the organization, while few of the respondent agreed that record

141

officers were trained on record management skills. The aggregate score for the safety record

was moderate indicating that majority of the respondent had different opinions regarding safety

record in beverage manufacturing firms in Nairobi City County of Kenya. On the

improvement of safety records, the research concludes that majority of the respondents agreed

that there should be classification of safety records, while few of the respondent agreed that

there should be frequent update of safety records.

The study also concludes that there was a moderate positive relationship which was statistically

significant between safety records and employee performance in beverage manufacturing firms

in Nairobi City County of Kenya. It implies that an increase in safety record lead to an increase

in employee performance in beverage manufacturing firms in Nairobi City County of Kenya.

The study rejected the null hypothesis, it indicates that there was a statistical significant

relationship between safety records and employee performance. The research concludes that

safety records statistically significantly predicted employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. These were contributed by the frequent

recording of OHS activities, updating and classification of safety records. The safety records

were also kept in good conditions and record officers were trained on record management

skills. The research concludes that workplace safety inspection contributed most in employee

performance, while hazard control practices contributed the least. The aggregate score for

OHSP was moderate and the study concludes that majority of respondents were neutral when

it comes OHSP in beverage manufacturing firms in Nairobi City County of Kenya.

142

The OHS law, the study concludes that majority of the respondents agreed that OHS officers

frequently conduct OHS training at the workplace, while few of the respondents agreed that

fine and penalties imposed on organization were significant to enforce compliance of OHS

law. The aggregate score of OHS law had a neutral score. Therefore, the research concludes

that majority of the respondents were neutral when it comes to OHS law in beverage

manufacturing firms in Nairobi City County of Kenya. On the improvement of OHS law, the

study concludes that majority of the respondents agreed that OHS officers should impose fines

and penalties on employers who are violating OHS law, while few of the respondents agreed

that OHS officer should frequently conduct OHS training at the workplace.

The research rejected the null hypothesis, these indicates that OHS law statistically

significantly moderates the relationship between occupational health and safety practices and

employee performance. The research concludes that OHS law statistically significantly

moderates the relationship between OHSP and employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. These were contributed by OHS

officers conducting safety training programs and imposing fines and penalties on employers

who were violating OHS laws. Moreover, the fines and penalties imposed on employers for

violating OHS laws were significant and therefore employers were forced to provide a

conducive working environment for employees and in return, it boosted employee

performance. The OHS officers frequently hand over the report of workplace safety inspection

to management, therefore the management was in a position to eliminate and control hazards

at the earliest time possible and these prevented the occurrences of accidents leading to

reduction of absenteeism at the workplace. The research concluded that workplace safety

143

inspection contributed most to employee performance, while safety training practices

contributed the least.

In terms of employee performance, the study concludes that majority of the respondents agreed

that organization frequently talk to customers to find out their taste and preference, while few

of the respondent agreed that there was inspection of carrier vehicle before delivery. The study

concludes that aggregate score for employee performance was neutral indicating that majority

of the respondents were neutral when it comes to employee performance in beverage

manufacturing firms in Nairobi City County of Kenya. When it comes to improvement of

employee performance, the research concludes that the majority of the respondents agreed that

organization should reward good attendance, while few of the respondent agreed that the

organization should find out the taste and preference of customers before producing the

products.

5.4 Recommendations

There are several recommendations for practice, policy, methodology and theory.

5.4.1 Policy

The study recommends that DOSHS should impose heavy fines and penalties on employers

who are violating OHS law. The DOSHS should also ensure that fines and penalties imposed

on employers for violating OHS law are significant. The study also recommends that the

DOSHS should ensure that OHS officers frequently hand over report of workplace safety

144

inspection to the employer. The DOSHS should ensure that OHS officers frequently conduct

OHS training programs at the workplaces.

5.4.2 Practice

The study also recommends that the employer should ensure that HSR frequently conducts

workplace safety inspection. The employers should ensure that HSR use checklist during

workplace safety inspection. The employers should also ensure that workplace safety

inspection report is communicated to the management for coaching purposes. The employers

should train HSR on workplace safety inspection procedures and implement the report of

workplace safety inspection. The employer should ensure frequent update and classification of

safety records. The study recommends that the employer should ensure that safety records are

kept in proper conditions and record officers train on record management skills.

The study also recommends that the employer should reward good attendance and inspect

carrier vehicles before delivery. The employers should ensure that products are packed in

suitable containers and labelled appropriately before delivery. The employers should have

working schedules to accommodate differing employee need. The employer should adhere to

the production process and also talk to customers to find out their taste and preferences.

5.4.3 Methodology

The study recommends that experimental research design should be adopted in the study. The

variables of the study such as, workplace safety inspection, safety records, OHS law and

employee performance should be operationalized so that they can be measured quantitatively.

145

The study recommends that the target population should be employees working in beverage

manufacturing firms located in Nairobi City County of Kenya and such includes: Human

resource managers, operation managers and factory floor staff. The beverage manufacturing

firms should include: carbonated soft drinks, fruit juice, beer, wine and spirit manufacturing

firms. The study recommends that Krejce Morgan table should determined the sample size of

the respondents. The study also recommends that multi stage sample technique should be used

to select sample size of the study.

The study recommends that sample survey method should be adopted when distributing semi

structured questionnaire to respondents in beverage manufacturing firms in Nairobi City

County of Kenya. Before data collection, the study recommends that an authorized letter

should be obtained from Kenyatta University and submitted to NASCOSTI and Nairobi City

County of Kenya for the issuance of research permit. The research also recommend that a pilot

study should be conducted before the actual study. Furthermore, the study recommends that

reliability and validity of the measuring instrument, and diagnostic tests should be conducted

before analyzing the data.

The research recommends that quantitative data from demographic information of the

respondents should be analyzed using descriptive statistics such as percentages and the

information should be presented inform of pie charts and bar graphs. The study recommends

that the qualitative data on the improvement of workplace safety inspection, safety record,

OHS law and employee performance should be analyzed using descriptive statistics such as

frequency, percentage and the information should be presented inform of statistical tables.

146

The research also recommends that quantitative data from workplace safety inspection, safety

record, OHS law and employee performance should be analyzed using descriptive and

inferential statistics such as mean, standard deviation, Pearson correlation of coefficient,

multiple linear regression analysis and moderated multiple regression analysis. And the

information should be presented in form of statistical tables. The research recommends that

the null hypotheses should be rejected or fail to reject at 0.05 significance level. The research

also recommends that there should be equal gender representation in the research and

furthermore, no one should be forced to participate in the study. The study recommends that

confidentiality of respondents should be adhered to by distributing anonymous semi structured

questionnaires.

5.4.4 Theory

The research recommends that the following theories should be adopted in the study: resource

based view theory, institutional theory, goal setting theory of motivation and Herzberg’s two

factors theory of motivation. The research recommends that theories should be linked to the

variables of the study: workplace safety inspection, safety record, OHS law and employee

performance. The study recommends that Herzberg two factor theory of motivation should

anchor the study. The research recommends that theories adopted in the study should have

assumptions. The research also recommends that there should be a critique for each theory

adopted in the study and furthermore, each theory should be supported by empirical studies.

147

5.5 Areas for Further Research

The research was limited to OHSP and employee performance in beverage manufacturing

firms in Nairobi City County of Kenya. The study brought out four factors of OHSP and such

includes: safety training practices, hazard control practices, workplace safety inspection and

safety records. Future scholars should focus on other OHSP that influence employee

performance and such may include: employee wellness programs, OHS policies, emergency

procedures, provision of health services, health and safety committees, safety procedures,

safety supervision and risk assessment analysis.

The study also brought out three factors of OHS laws: awareness of OHS laws, penalties and

fines, and government inspection. Future scholars should focus on other factors of OHS laws

and such includes: skills of OHS officers, political influence, government funding the activities

of OHS officers, bribery and corruption, and provision of OHS information by the government

of the day. The study also brought out three indicators of employee performance and such

includes: quality of the product, delivery of the product and absenteeism. The future scholars

should focus on other indicators of employee performance such as: staff morale, stress, job

satisfaction, medical expenses, labour turnover, complaints from workmates and averagely

week work. Future scholars should also focus on the type and quality of machines used in

firms that influence employee performance. The study was limited to beverage manufacturing

firms located within Nairobi City County of Kenya, future scholars should conduct similar

studies to other beverage manufacturing firms located in various counties in Kenya.

148

Furthermore, the future scholars should also conduct similar studies to other sectors such as

the construction sector, energy sector, mining sector and transport sector.

149

REFERENCES

Abdelhamid, T. S., & Everett, J. G. (2008). Identifying root causes of construction accidents. Journal Construction Engineer Management, 126(1), 52–60.

Awino, Z.B., Ogaga, B.J., & Muchuki, V.N. (2017). Corporate strategy and performance of Kenya companies. Archives of Business Research, 5(2) 37-51.

Abudayyeh, O., Fredericks, T. C., Butt, S. E., & Shaar, A. (2006). An investigation of management’s commitment to construction safety. International Journal of Project Management, 24(1), 167–174.

Achilike, A. N., & Okwuanaso, S. (2001). Competencies expected of national diploma accounting graduates of polytechnics as perceived by employers of labour. Journal of Business and Office Education, 1(20), 44–48.

Adeogun, B. K., & Okafor, C. C. (2013). Occupational health and safety envronment trend in Nigeria. International of Environment and Engineering Research, 2(1), 24–29.

Adeogun, B. K., & Okafor, C. C. (2010). Occupational health safety and environment (HSE) trend in Nigeria. International Journal of Environmental Science, Management and Engineering Research, 2(1), 24–29.

Adeyemo, O., & Smallwood, J. (2010). Impact of occupational health and safety legislation on performance improvement in the Nigerian construction industry. Procedia Engineering, 196(2), 785–791.

Agarwal, R., Angst, C., & Magn, M. (2009). The performance effects of coaching: a multilevel analysis using hierarchical linear modeling. The International Journal of Human Resource Management, 20(10), 2110–2134.

Akinola, G.O., & Akinboloa, A. (2014). Motivational strategies and enhancement of employee performance in the Nigerian beverage industry. Global Journal of Management and Business Research, Adminstration and Management 14(6), 27-89.

Akssou, J.A.Y., & Palm, R. (2013). Impact of data structure on the estimators r-square adjusted r-square in linear regression. International Journal of Mathematics and Computation, 20(3), 85-91.

Agbenorku, P., Graft, J., Owusu, N., & Esenam, A. (2005). Traumatic injuries among printing press workers in Kumasi, Ghana. Journal of Medicine and Medical Sciences, 1(9), 426–

432.

150

Agerfalk, P. J. (2002). Getting pragmatic. European Journal of Information Systems, 19(3), 251–256.

Agumba, J., Pretorius, J. H., & Haupt, T. (2014). Health and safety management practices in small and medium enterprises in the South African construction industry. International Journal of Academic Research in Accounting, Finance and Management Sciences, 5(2), 66–88.

Ahrens, A., & Zaščerinska, J. (2014). Factors that influence sample size in educational research. Education in a Changing Society, 1(20), 19–32.

Ahrne,G., & Brunsson, N. (2005). Organizations and meta-organizations. Scandinavian Journal of Management, 44(9), 708–740.

Akmal, K., Lumpur, K., Norzaimi, M., Ani, C., & Lumpur, K. (2011). Investigation the effective of the hazard identification, risk assessment and determining control ( HIRADC ) in manufacturing process. International Journal of Innovative Research In Advanced Engineering , 2(8) 1-6.

Alexopoulos, E. C. (2014). Introduction to multivariate regression analysis. Quarterly Medical Journal, 14(1), 23–88.

AlHeresh, R., LaValley, M. P., Coster, W., & Keysor, J. J. (2017). Construct validity and scoring methods of the World Health Organization. Health and work performance questionnaire among workers with arthritis and rheumatological conditions. Journal of Occupational and Environmental Medicine, 59(6), 112–118.

Alipour, M., & Shahnavaz, A. (2005). A Study of on the job training effectiveness : empirical

evidence of Iran. International Journal of Business Management, 4(11), 63–68.

Alise, M. A., & Teddlie, C. (2012). A continuation of the paradigm wars prevalence rates of methodological approaches across the social behavioral sciences. Journal of Mixed Methods Research, 4(2), 103–126.

Allen, T.D., Smith, M.A., O’shea, P.G., Mael, F.A., & Eby, L. T. (2009). Organization level

mentoring and organizational, performance within substance abuse centers. Journal of Management, 35(2), 1113–1128.

Alquraan, F. I. (2011). Job rotation and its impact on administrative employees performance in UNRWA-Gaza Field Office (Unpublished research project) Islamic University of Gaza.

Ahmad,I., & Sattar, A. N. (2016). occupational health and safety in industries in developing world. Gomal Journal of Medical Sciences, 14(4), 223–227.

151

Alstyne, M., & Brynjolfsson, E. (2005). Global Village or cyber balkans modeling and measuring the integration of electronic communities. Management Sciences, 51(6), 851–

868.

Alvero, A. M., Struss, K., & Rapport, E. (2008). Measuring safety performance: a comparison of whole, partial, and momentary time-sampling recording methods. Journal of Organizational Behavior Management, 27(4), 1–28.

Ana, G., & Palis, P. A. Q. (2003). Value in the resource-based view of the firm: a contribution to the debate. The Academy of Management Review, 26(4), 114.

Asendorpf, J.B., Conner, M., De Fruyt, F., De Houwer, J., Fiedler, K., & Perugini, M. (2013). Recommendations for increasing replicability in psychology. European Journal of Personality, 27(1), 108 – 119.

Asmus, S., Karl, F., Mohnen, A., & Reinhart, G. (2015). The impact of goal-setting on worker performance - empirical evidence from a real-effort production experiment. Procedia CIRP, 26(2), 127–132.

Azar, P., & Shafighi, A. (2013).The effect of work motivation on employess job performance. International Journal of Academic Research in Business and Social Sciences, 3(9).20-90.

Amir, M., Nisar, W., Ali, S., & Zameer, H. (2014). The impact of motivation on employees performance in beverage industry in Pakistan. International Journal of Academic Research in Accounting, Finance and Management Science, 14(1), 293-298.

Asr, A., Zikri,M., Hassan,N.K., Norizan,N., & Junaimah, J. (2007). Employee organisation commitment in smes:evidence from manufacturing sector in Malaysia, International Review of Business Research Paper, 3(2), 12-26.

Adela, Y., Noreen, E., & Thomas, J. (2012). A descriptive study of research published in scientific nursing journals from 1985 to 2010. International Journal of Nursing Studies, 49(9), 12–21.

Bailey, S., & Vidyarthi, J. (2010). Human-computer interaction: the missing piece of the records management puzzle. Records Management Journal, 20(3), 279–290.

Barling, J., Loughlin, C., & Kelloway, K. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of Applied Psychology, 87(1), 488–496.

Barney, J. B. (2007). Is the resource-based view a useful perspective for strategic management research. Academy of Management Review, 26(1), 41–56.

152

Basden, A. (2002). The critical theory of herman dooyeweerd. Journal of Information Technology, 17(4), 257–269.

Baskerville, R., & Myers, M. D. (2004). Special issue on action research in information systems: making IS research relevant to practice foreword. MIS Quarterly, 28(3), 329–

335.

Baah, D. (2010). Occupational health and safety: key issues and concerns in Ghana. International Journal of Business and Social Science, 2(14), 1–8.

Baum, J.R., & Locke, E. A. (2004). The relationship of entrepreneurial traits, skill, and motivation to subsequent venture growth. Journal of Applied Psychology, 89(1), 587–

598.

Behm, M. (2010). Environmental research safety, health and environmental research managing editor. Journal of Safety, Health and Environmental Research, 7(1), 1–35.

Besley, T., & Burgess, R. (2008). Can labour regulation hinder economic performance evidence from India. Quaterly Journal of Economics, 119(1), 91–134.

Bono, J., Purvanova, R.K., Owler, A.J., & David, B. (2009). A survey of executive coaching practices. Personnel Psychology, 62(2), 361–404.

Bowles, S., Cunningham, C.J.L., Rosa, G.M.D., & Picano, J. (2007). Coaching leaders in middle and executive management: goals, performance, buy-in. Leadership and Organization Development Journal, 25(8), 300–388.

Bowling, A. (2017). Mode of questionnaire administration can have serious effects on data quality. Journal of Public Health, 3(1), 281–291.

Bradbury, J. C. (2009). Regulatory federalism and workplace safety: evidence from OSHA enforcement, 1981-1995. Journal of Regulatory Economics, 29(2), 211–224.

Brown, S.P., Jones, E., & Leigh, T. (2005). The attenuating effect of role overload on relationships linking self-efficacy and goal level to work performance. Journal of Applied Psychology, 90(1), 972–979.

Caelli, K., Ray, L., & Mill, J. (2003). Clear as mud toward greater clarity in generic qualitative research. International Journal of Qualitative Methods, 2(2), 1–49.

Cassell, C., Symon, G., Buehring, A., & Johnson, P. (2014). The role and status of qualitative methods in management research, an empirical account. Management Decision, 44(2), 290–303.

153

Choudhray, R. M., Fang, D., & Ahmed.S.M. (2003). Safety management in construction: best practices in Hong Kong,. Journal of Professional Issues in Engineering Education and Practice, 56(2), 20–32.

Christian, M. S., Bradley, J. C., Wallace, J. C., & Burke, M. J. (2003). Workplace safety: a meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94(1), 1103–1127.

Christopher, M. (2005). Meaningful motivation for work motivation theory. Journal of Management Review, 1(2), 235–238.

Choudhray, N., & Sharma, B. (2014). Impact of employee motivation on employee performance in private Organisation. International Journal of Business Trends and Technology, 2(4), 1-7.

Chan, A., & Yam, M. (2012). Emperical study to investigate the difficulties of implementing safety practices in the repair and maintenace sector in Hong Kong. Journal of Construction Engineering and Management, 138(7), 844-877.

Campbell, A., & Gillian,M.(2004). Flowing through the process:flow charts provide a visualised represenattion of an organisation process. Quality Magazine, 43(6),6-50.

Casper,W.J., & Harris,C.M.(2008). Work life benefits and organisational attachement: self interest utility and signaling theory models, Journal of Vactional Behaviour,72(3), 95-109.

Davis, G. F. (2011). The rise and fall of finance and the end of the society of organizations. Academy of Management Perspectives, 23(3), 27–44.

Decreamer, A., Smolders, C., & Vanderstraeten, A. (2012). The impact of institutional pressures on employee performance management systems in higher education in the low countries. British Journal of Management, 23(1), 88–103.

Deniz, M. S., & Alsaffar, A. (2017). Assessing the validity and reliability of a questionnaire on dietary fibre-related knowledge in a Turkish student population. Journal of Health, Population and Nutrition, 31(4), 497–503.

Dhanraj, D., & Parumasur, S. B. (2006). Perceptions of the impact of job rotation on employees productivity, the organization and on job security. Corporate Ownership and Control, 11(4), 682–691.

Dirking, B., & Kodali, R. (2008). Strategies for preparing e discovery. Information Management Journal, 42(3), 56–61.

Diugwu, I. A., Baba, D. L., & Egila, A. E. (2003). Effective regulation and level of awareness: an expose of the Nigeria’s construction industry. Open Journal of Safety Science and Technology, 2(1), 140–146.

154

Donovan, J.J., & Williams, K. J. (2008). Missing the mark: effects of time and causal attributions on goal revision in response to goal performance discrepancies. Journal of Applied Psychology, 88(4), 379–390.

Drori, G. S., Höllerer, M. A., & Walgenbach, P. (2013). The globalization of organization and management:issues, dimensions, and themes. Themes and Local Variations in Organization and Management Perspectives on Globalization, 7(1), 3–23.

Duff, W. M., & Harris, V. (2013). Stories and names: archival description as narrating records and constructing meanings. Archival Science, 2(3), 263–285.

Dunn, M. B., & Jones, C. (2013). Institutional logics and institutional pluralism: the contestation of care and science logics in medical education. Administrative Science Quarterly, 55(9), 114–149.

Duranti, L. (2011). The information society : an international journal concepts, principles, and

methods for the management of electronic records concepts, principles, and methods. An International Journal, 23(2), 37–41.

Dwomoh, G., Owusu, E. E., & Addo, M. (2005). Impact of occupational health and safety policies on employees’ performance in the Ghana’s timber industry: evidence from

Lumber and Logs Limited. International Journal of Education and Research, 1(12), 1–

14.

Dimara,E., & Skuras, D.(2005). Consumer demand for informative labelling of quality food and drink products: European Union Study. Journal of Consumer Market, 22(2),90-100.

Danish,Q.D., & Usman, A.(2010). Impact of reward recognition on job satisfaction and motivation: an emperical study from Pakistan. International Journal of Business and Management ,5(2), 159-167.

Edwards, J. (2011). Methods for integrating moderation and mediation: a framework using moderated path analysis. Psychological Methods, 12(1), 1-22.

Eldredge, J., & Weagel, E. (2014). Population : CTSA-Affiliated Faculty Members. National Institute of Health, 26(7), 5–11.

Ernst, A. F., & Albers, C. J. (2013). Regression assumptions in clinical psychology research practice a systematic review of common misconceptions. National Institute of Health, 6(1), 1–116.

Ezenwa, A. O. (2004). A Study of fatal injuries in Nigerian factories. Society of Occupational Medicine, 51(8), 485–489.

155

Farooqui, R. U., Ahmed, S. M., Panthi, K., & Azhar, S. (2011). Addressing the issue of compliance with personal protective equipment on construction worksites : a workers

perspective. The International Journal of Construction Education and Research, 3(1), 1–

10.

Fleten, C., Nystad, W., Stigum, H., Skjaerven, R., Lawlor, D. A., Davey, S. G., & Naess. (2014). Parent-offspring body mass index associations in the Norwegian mother and child cohort study: a family-based approach to studying the role of the intrauterine environment in childhood adiposity. American Journal of Epidemiology, 176(2), 83–92.

Foss, N. J., & Knudsen, T. (2004). The resource-based tangle: towards a sustainable explanation of competitive advantage. Journal of Managerial and Decision Econmics, 24(4), 291-307.

Fellows, D., & Duff, H.(2011).Well safety measures and occupational hazards in indigenous construction firms. International Journal of Project Management, 20(5), 26–40.

Frazier, P. A., Tix, A. P., & Barron, K. E. (2011). Testing moderator and mediator effects in counseling psychology research. Journal of Counseling Psychology, 51(1), 115.

Flint,D., & GammelGaard, B. (2012). Qualitative research in logistics and supply chain management:beyond justification for using qualitative methods, International Journal of Physical Distribution and Logistic Management, 42(9), 721-725.

Fauziah, W.Y., & Tan,S.K. (2013). Generation differences in work motivation from developing country perspective. International Journal of Economy Management and Social Sciences, 2(4), 97-103.

Gbadago, B. P., Amedome, S. N., & Honyenuga, B. Q. (2017). The impact of occupational health and safety measures on employee performance at the South Tongu District Hospital. Double Blind Peer Reviewed International Research Journal, 17(5), 1–8.

Gerring, J. (2014). What is a case study and what is it good for. American Political Science Review, 98(2), 341-354.

Ghasemi, A., Syedmoradi, L., Zahediasl, S., & Azizi, F. (2010). Pediatric reference values for serum magnesium levels in Iranian subjects. Scandinavian Journal of Clinical and Laboratory Investigation, 70(6), 415–420.

Gnyawali, D. R., & Madhavan, R. (2001). Cooperative networks and competitive dynamics: a structural embeddedness perspective. Academy of Management Review, 26(3), 431–445.

Goles, T., & Hirschheim, R. (2000). The Paradigm is dead long live the paradigm: the legacy of Burrell and Morgan. The International Journal of Management Science, 28(1), 249–

268.

156

Gray, D.E., Ekinci, Y., & Goregaokar, H. (2011). Coaching SME managers: business development or personal therapy. A mixed methods study. The International Journal of Human Resource Management, 22(4), 863–882.

Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2006). Institutional complexity and organizational responses. Academy of Management Annals, 5(7), 317–371.

Gulanowski, J. (2014). Qualitative content analysis. Analysis of web-portals exemplified by the analysis of Polish conservative. Methods and Techniques of Cyberspace Research Theory and Practice, 41(2), 1-153

Gulati, R., Puranam, P., & Tushman, M. (2007). Meta-organization design: rethinking design in interorganizational and community contexts. Strategic Management Journal, 33(5), 571–586.

Gumesson, E. (2014). Qualitative research in marketing: road map for a wilderness of complexity and unpredictability. European Journal of Marketing, 39(4), 309–327.

Gurav, A.M., & Mudalkar, P. K. (2011). A critical study of human resource practices in selected sugar factories. Journal of Management Research, 10(1), 1–46.

Gastwirth, L.J., Gel, R. Y., & Miao. W. (2009). The impact of Levine’s test of equality of

variances on statistical theory and practice. Journal of Statistical Sciences. 24(3), 343–360.

Halinen, A., & Törnroos, J.Å. (2016). Using case methods in the study of contemporary business networks. Journal of Business Research, 58(9), 1279–1285.

Holmes, N., Lingard, H., Yesilyurt, Z., & De Munk, F. (2002). An exploratory study of meanings of risk control for long term and acute effect occupational health and safety risks in small business construction firms. Journal of Safety Research, 30(4), 251–261.

Holmes, N., Lingard, H., Yesilyurt, Z., & De Munk, F. (2017). An exploratory study of meanings of risk control for long term and acute effect occupational health and safety risks in small business construction firms. Journal of Safety Research, 30(4), 251–261.

Hoyt, W. T., Leierer, S., & Millington, M. J. (2003). Analysis and interpretation of findings using multiple regression techniques. Rehabilitation Counseling Bulletin, 49(4), 223–233.

Huang, X., & Hinze, J. (2008). Owners' role in construction safety. Journal of Construction, Engneering and Management, 132(2), 164–173.

Iacovino, L. (2004). Trustworthy shared electronic health records: record keeping requirements and health connect. Journal of Law and Medicine, 12(1), 40–59.

157

Idoro, G. I. (2016, December 1-5). The effect of globalization on safety in the construction industry in Nigeria. In Proceedings of International Symposium on Globalozation and Construction Bangkok, Thailand.

Idowu, O. M., & Iyabo, O. V. (2008). Ensuring a safe working environment in Nigeria  reality

or Myth. American Journal of Environmental and Resource Economics, 2(3), 107–115.

Idubor, E. E., & Oisamoje, M. D. (2004). An Exploration of health and safety management issues in Nigeria’s efforts to industrialize. European Scientific Journal, 9(12), 154–169.

Indexed, S., & Sudhakar, R. (2017). Perspectives and the factors influencing effectiveness of training and development on employees performance. International Journal of Civil Engineering and Technology, 8(9), 135–141.

Izudi, J., Ninsiima, V., & Alege, J. B. (2012). Use of personal protective equipment among building construction workers in Kampala, Uganda. Journal of Environmental and Public Health, 2(3), 1-6.

Inguisi,O. (2009). Motivation related values across cultures. African Journal of Business Management,Vol.3(4), 141-150.

Indris, A., & Wan, F.(2012). Does motivational factors influnece organisation commitment and effectiveness. a reveiew of literature, Journal of Business Management and Economics, 3(1), 1-9.

Jaccard, J., Guilamo,R, V., Johansson, M., & Bouris, A. (2006). Multiple regression analysis in clinical child and adolescent psychology. Journal of Clinical Child and Adolescent Psychology, 35(3), 456–479.

Jamshidian, M., & Jalal, S. (2010). Tests of homoscedasticity, normality, and missing completely at random for incomplete multivariate data. Psychometrika, 75(4), 649–674.

Jamshidian, M., & Yuan, K.H. (2013). Data-driven sensitivity analysis to detect missing data mechanism with applications to structural equation modelling. Journal of Statistical Computation and Simulation, 83(7), 1344–1362.

Jan, P. T., Lu, H. P., & Chou, T. C. (2008). The adoption of e-learning: an institutional theory perspective. Turkish online Journal of Educational Technology, 11(3), 326–343.

Jonathan, G., & Mbogo, R. (2008). Maintaining health and safety at workplace: employee and employer’s role in ensuring a safe working environment. Journal of Education and Practice, 7(29), 1–7.

158

Janice,M.,Michael,B.,Karin,O.,Mariam,M.,&Jude,S.(2002).Verification strategies for establishing reliability and validity in qualitative research. International Journal of Qualitative Method, 2(1), 13-22.

Joseph, P., Debowski, S., & Goldschmidt, P. (2012). Paradigm shifts in recordkeeping responsibilities: implications for ISO 15489’s implementation. Records Management Journal, 22(1), 57–75.

Judd, C. M., Kenny, D. A., & McClelland, G. H. (2001). Estimating and testing mediation and moderation in within-subject designs. Psychological Methods, 6(2), 115.

Jacobsen, J.(2012, February 13). Warehouse coping with the growing pains. Sku proliferation increased effecincy in impact storage. Bevarage Industry.

Jinhui,W., Sarah,W., Zhang, H., Dongli, Z., Shroeder, P., & Rogers, P.(2014). Customization of quality practices, the impact of quality culture. The Interantionl Journal of Quality and Reliability Management, 28(2), 263-279.

Judge,T.A., Heller,D., & Mount,K. (2002). Five factor model of personality and job satisfaction: a meta analysis. Journal of Applied Pschology , 87 (1), 530-541.

Jack,E.F.(2008).Response rate and responsiveness for surveys, standards and journal. American Journal of Pharmaceutical Education, 72(2), 43-50.

Judge,T.A., & Llies, R. (2002). Relationship of personality to performance motivation : a meta analysis reveiew. Journal of Applied Psychology , 87(3), 797-807.

Kalejaiye,P.O.(2010). Occupational health and safety: issues, challenges and compensation in Nigeria. Peak Journal of Public Health and Management., 1(2), 16–23.

Karuga, J., Nyong’o, N., Gitu, M. E. O., Namu, A., & Upadhyaya, M. L. O. (2002). regulating competition in Kenya’s beverages industry: issue No.53. Institute of Economic Affairs.

Kheni, N. A., Dainty, A. R., & Gibb, A. (2012). Health and safety management in developing countries: a study of construction SMEs in Ghana. Construction Management and Economics, 26(11), 1159–1169.

Kenya Revenue Authority (2015). Public notice, ISO 9001:2008. Alcoholic beverages manufacturers licensed by Kenya Revenue Authority for the year 2015.

Kanu, R. (2015). Methods of training and development. Innovative Journal of Business and Management, 3(2), 35–41.

159

Katsakiori, P., Sakellaropoulos, G., & Manatakis, E. (2010). Towards an evaluation of accident investigation methods in terms of their alignment with accident causation models. Safety Science, 47(7), 1007–1015.

Kazan, H. P.(2012). Performance evaluation in research and development, intellectual capital, and firm infrastructure projects as intangible assets. African Journal of Business Management, 6(5), 1872–1888.

Kellerman, T. (2014). What are the characteristics of records. International Journal of Public Information Systems, 1(21), 1–22.

Keng, T. A., & Razak, N. A. (2014). Case studies on the safety management at construction site. Journal of Sustainability Science and Management, 9(2), 90–108.

Kheni, N. A., Dainty, A. R., & Gibb, A. (2005). Health and safety management in developing countries: a study of construction SMEs in Ghana. Construction Management and Economics, 26(11), 1159–1169.

Keith, D., & Issac, N. U. (2006). Enforcement of occupational health and safety regulations in Nigeria. European Scientific Journal, 12(1), 93–104.

Kimani1, J. G., & Kung’u, E. G. M. (2017). The status of occupational safety and health and

effectiveness of contractor management programs at Kenya Breweries. Journal of Environment and Earth Science, 6(2), 116.

Kimuyu, G. M. (2014). Factors influencing employee retention a case study of Nairobi Bottlers Ltd (Unpublished research project) The Management University of Africa.

Kin, D., & Bonaventura, H. W. H. (2006). Safety management practices in the Bhutanese construction industry. Journal of Construction in Developing Countries, 11(2), 53–75.

King, B. G., Felin, T., & Whetten, D. A. (2009). Finding the organization in organizational theory: a meta- theory of the organization as a social actor. Organization Science, 21(5), 290–305.

Konya, R. S., Akpiri, R. U., & Orji, N. P. (2013). The use of personal protective equipment (PPE) among workers of five refuse disposal companies within Port Harcourt Metropolis, Rivers State, Nigeria. Asian Journal of Applied Sciences, 1(5), 171–178.

Koopman, C., Pelletier, K. R., Murray, J. F., Sharda, C. E., Berger, M. L., Turpin, R. S., & Bendel, T. (2016). Stanford presenteeism scale: health status and employee productivity. Journal of Occupational and Environmental Medicine, 44(1), 14–20.

160

Kemper, E., & Teddlie, C. (2010). Mandated site based management in Texas: exploring implementation in urban high schools. Teaching and Change, 7(1), 172-200.

Kulkarni, P. (2013). A Literature review on training & development and quality of work life. International Refereed Research Journal, 4(2), 136–143.

Kipchumba,E.H.(2017). Curbing illicit brew in Kenya. International Journal of Law Humanities and Social Sciences, 1(2), 51-57.

Kacel,B., Miller, M., & Norris, D.(2005). Measurement of nurse practioner job satisfaction in mid western state, Journal of American Academy of Nurse Practioners,17(1),27-32.

Kwasi,D., & Amoaki, K.G.(2011). Application of Fredrick Two Factor's Theory in assessing and understanding employee motivation at work, Ghanian perspective, European Journal of Business Management, 3(2), 2-17.

Lameck, W. U. (2016). Sampling design, validity and reliability in general social survey. International Journal of Academic Research in Business and Social Sciences, 3(7), 212–

218.

Lee, F.K., Sheldon, K.M., & Turban, D. (2006). Personality and the goal- striving process: the influence of achievement goal patterns, goal level, and mental focus on performance and enjoyment. Journal of Applied Psychology, 88(2), 256–265.

Leach, L. F., & Henson R. K. (2007). Impact of data structure on the estimators R-square and adjusted R-Square in linear regression. International Journal of Mathematics and Computation 33(1) 1-11.

Lee, F.K., Sheldon, K.M., & Turban, D. (2011). Personality and the goal- striving process: The influence of achievement goal patterns, goal level, and mental focus on performance and enjoyment. Journal of Applied Psychology, 88(1), 256–265.

Leisink, P., & Knies, E. (2011). Line managers’ support for older workers. The International Journal of Human Resource Management, 22(9), 1902–1917.

LePine, J. A. (2005). Adaptation of teams in response to unforeseen change: effects of goal difficulty and team composition in terms of cognitive ability and goal orientation. Journal of Applied Psychology, 90(2), 1153–1167.

Locke, E.A., & Latham, G. P. (2008). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(1), 705–717.

Logasakthi, K., & Rajagopal, K. (2011). Study on employee health, safety and welfare measures of chemical industry in the view of Salem Region. International Journal of Research in Business Management, 1(1), 1–10.

161

Louis, W. R. (2008). Moderated multiple regression: work notes and syntax version 5. School of Psychology, 2(1),1-4.

Lindah,E.(2012). Quality investigation of goods in the beverage industry. A case study on continous quality improvement in a warehouse (Unpublished master's thesis) Blekinge Institute of Technology.

Lusweti, S., & Ngugi, P. K. (2014). Determinants of health and safety regulations implementation in sugar manufacturing industry in Kenya. International Journal of Innovative Health care Research, 2(1), 34–50.

Mackinnon, D. P. (2010). A General model for testing mediation and moderation effects. Prevention, 10(2), 87–99.

Marks, P. Z., Jennings, B., Farrell, B., Kennie-Kaulbach, N., Jorgenson, D., Sharpe, J. P., & Waite, N. (2014). I gained a skill and a change in attitude: A case study describing how an online continuing professional education course for pharmacists supported achievement of its transfer-to-practice outcomes. Canadian Journal of University Continuing Education, 40(2), 1-18.

Martimo, K. P., Shiri, R., Miranda, H., Ketola, R., Varonen, H., & Viikari-Juntura, E. (2009). Self-reported productivity loss among workers with upper extremity disorders. Scandinavian Journal of Work, Environment and Health, 35(4), 301–308.

Meyer, M.,Buber, R., & Aghamanoukjan, A. (2011). In search of legitimacy: managerialism and legitimation in civil society organizations.’ Ternational Journal of Voluntary and Nonprofit Organizations, 24(7), 167–193.

Miller, P. G., Johnston, J., Dunn, M., Fry, C. L., & Degenhardt, L. (2010). Comparing probability and non-probability sampling methods in ecstasy research: Implications for the Internet as a research tool. Substance Use & Misuse, 45(3), 437–450.

Miller, R. (2006).Get a grip: strategies and insights for managing electronic records. EContent, 29(8), 38–43.

Murithi,W.C. (2016). Effect of coaching on employee performance in commercial banks : a

case of Standard Chartered Bank of Kenya Limited (Unpublished research project) United States International University Africa.

Mojapelo, J., Mafini, C., & Dhurup, M. (2011). Employee perceptions of occupational health and safety standards in the steel industry. international journal of social sciences and humanity studies online. International Journal of Social Sciences and Humanity Studies, 8(2), 1309–8063.

162

Morwabe, L. B., & Atambo, W. N. (2016). Influence of occupational health and safety practices on employee productivity in Kenya Tea Development Agency: a case of KTDA managed factories in Nyamira County of Kenya. Imperial Journal of Interdisciplinary Research, 2(7), 1-10.

Moyo, D., Zungu, M., Kgalamono, S., & Mwila, C. D. (2015). Review of occupational health and safety organization in expanding economies: the case of Southern Africa. Annals of Global Health, 81(4), 495–502.

Muchiri, F. K. (2008). Occupational health and development in Africa challenges and the way forward. African Newsletter on Occupational Health and Safety, 13(2), 44–46.

Murgan, M. G. (2017). A critical analysis of the techniques for data gathering in legal research. Journal of Social Sciences and Humanities, 1(3), 266–274.

Mwangi, J. W., & Waiganjo, E. (2017). Influence of occupational health and safety on employee s’ performance in the flower industry in kenya: a case study of penta flowers

limited, Thika Sub-County, The Strategic Journal of Business and Change Management, 4(1), 191–208.

Maruta, M., & Rikio, J. (2012). Maximising knowledge work productivity: a time constarined and activity visualised PDCA cycle, Wiley Online Library,19(4), 2013-214.

Mwangilu,J.A.(2014). Factors influencing marketing of alcoholic beverages in Kenya. European Journal of Business and Social Sciences, (2), 51-57.

Mesadag,M.(2014).Culture sensitve adoption of global standardisation the direction usage of hypothese. International Journal Marketing Review, 17(1), 1-60.

Mawoli, A., & Abudsalam,D.(2012). Motivation and job performance of academic staff of state universities in Nigeria. The case of Ibrahim Badamasi Babaginda University , Laipai Niger State. International Journal of Business Management,7(14), 20-40.

Manzoor,Q.A. (2010). Impact of employee motivation and organisational effectiveness .European Journal of Business and Management,3(3), 34-44.

Malik, E. (2008). A study of motivational factors of faculty members at University of Balochistan. Serbian Journal of Management, 5(1), 143-149.

Nderitu,A.M. (2016). Green supply chain management and organisational performance of food and beverage manufacturing firms in Kenya (Unpublised research project) University of Nairobi.

Najeeb, A. (2014). Institutional theory and human resource management, being practical with theory. A Window into Business Research, 3(1), 25–30.

163

Njihia,E., Nzulwa,J., & Kwena,R. (2017). Influence of occupational safety and health on employee productivity in the manufacturing sector in Kenya, Journal of Business Management, 4(4), 1-18.

Ndegwa, P. W., Guyo, W., Orwa, G., Ng’ang’a, R., & Murigi, E. M. (2014). Legal framework as a determinant of implementation of occupational health and safety programmes in the manufacturing sector in Kenya. International Journal of Human Resource Studies, 4(4), 21-35.

Nikolaos, G. (2005). The Measurement of health and safety conditions at work theoretical approaches, tools and techniques a literature review. International Research Journal of Finance and Economics, 36(2), 87–95.

Nyambura, M.C. (2009). Change management practices in the soft drink industry in Kenya: A case of firms operating within Nairobi (Unpublished research project) University of Nairobi.

Nzuve, S. N. M., & Lawrence, B. A. (2012). The extent of compliance with occupational safety and health regulations at registered workplaces in Nairobi. International Journal of Business, Humanities and Technology, 2(2), 115–120.

Nasse.T.(2019). Internal equity and customer relationship management in developing countries: a quantitative and comaprative study of three private companiess in Burkina Fasso. African Journal of Business Management, 13(1), 37-47.

Ohdo, K., Hino, Y., & Takanashi, H. (2007). Study on fall protection from scaffolds by scaffold sheeting during construction. Procedia Engineering, 14(2), 2179–2186.

Okoli,B.E., & Onuigbo,F.N. (2014).Impact of records keeping on office managers’ efficiency

in Nigerian Universities. International Journal of Education Learning and Development, 2(3), 25–31.

Oluoch, E,O. (2015). Effect of occupational health and safety practices on employee performance: a case of Kenya Power Limitedd Company (Unpbulished research project) University of Nairobi.

Okolie, K. C., & Okoye, P. U. (2010). Assessment of national cultural dimensions and construction health and safety climate in Nigeria. Science Journal of Environmental Engineering Research, 2(1), 1–6.

Olutuase, S. O. (2008). A study of safety management in the Nigerian construction industry. Journal of Business and Management, 16(3), 2319–7668.

Onyeozili, E. C. (2010). Obstacles to effective policing in Nigeria. African Journal of Criminology and Justice Studies, 1(1), 32–54.

164

Osborne,W.J., & Walters, E. (2012). Four assumptions of multiple regression that researchers should always test. Practical Assessment Research and Evaluation, 8(2), 1-6.

Omari,R., & Abdallah,M.(2020). Employement potential of the food and beverage sector in Ghana .FARA Research Report, 5(14), 46.

Okumu,J,O., Charles,Y.T., & Patirck,B,O.(2018). The effect of occupational health and safety inspection on employee performance in in sugar companies in Kakamega County of Kenya. Journal of Business Management, 20(9), 5-11.

Oluwatayo,J.(2012).Validility and reliability issues in educational resarch. Journal of Educational and Social Research, 2(1),391-400.

Onyeozili,E.C.(2011).Obstacles to effective policing in Nigeria. African Journal of Criminology and Justice Studies, 2(1), 32-54.

Perren, L., & Ram, M. (2015). Case-study method in small business and entrepreneurial research. International Small Business Journal, 22(1), 83–101.

Pouliakas, K., & Theodossiou, I. (2003). An inquiry into the theory, causes and consequences of monitoring indicators of health and safety at work. European Scientific Journal, 3(9), 120-149.

Priem, R. L., & Butler, J. E. (2001). Is the resource-based view a useful perspective for strategic management research. Academy of Management Review, 26(1), 22–40.

Puplampu, B. B., & Quartey, S. H. (2004). Key issues on occupational health and safety practices in Ghana. International Journal of Business and Social Science, 3(19), 151-155.

Peteraf, M., & Bergen, M.(2003). Scanning dynamic competitive landscape. A market based and resource based framework. Strategic Management Journal, 24(1), 1027-1041.

Quartey,E.T,& Darkwah.S.(2019). Factors affecting the use of modern technologies in agro processing in Ghana. Academia Journal of Agriculture,3(7), 99-115.

Rabinowitz, R. S., & Hager, M. M. (2000). Designing health and safety: workplace hazard regulation in the United States and Canada. Cornell International Law Journal, 33(2), 374–434.

Rachiotis, G., Alexopoulos, C., & Drivas, S. (2010). Occupational exposure to noise, and hearing function among electro production workers. Auris Nasus Larynx, 33(2), 381–385.

Ramazan,K., Kaynak,U, Tuygun, T., & Meral, T. (2016). Effects of occupational health and safety practices on organizational commitment, work alienation, and job performance: using the PLS-SEM approach. International Journal of Business and Management, 11(5), 1–20.

165

Rantanen, J., Lehtinen, S., & Savolainen, K. (2006). The opportunities and obstacles to collaboration between the developing and developed countries in the field of occupational health. Toxicology, 198(2), 63–74).

Rattray, J., & Jones, M. C. (2009). Essential elements of questionnaire design and development. Journal of Clinical Nursing, 16(2), 234–243.

Reinhold, K., Tint, P., & Kiivet, G. (2009). Risk assessment in textile and wood processing industry. International Journal of Reliability, Quality and Safety Engineering, 13(2), 115–125.

Reynolds, M. R., & Keith, T. Z. (2007). Spearman’s law of diminishing returns in hierarchical

models of intelligence for children and adolescents. Intelligence, 35(3), 267–281.

Richard, O. C., Murthi, P. S., & Ismail, K. (2007). The impact of racial diversity on intermediate and long-term performance: The moderating role of environmental context. Strategic Management Journal, 28(12), 1213–1233.

Riege, A. M. (2013). Validity and reliability tests in case study research: a literature review with hands‐on applications for each research phase. Qualitative market research: An International Journal, 6(2), 75–86.

Rotich, L. C., & Kwasira, J. (2007). Assessment of success factors in the implementation of occupational health and safety programs in tea firms in Kenya: A case of Kaisugu Tea Factory. International Journal of Economics, Commerce and Management, 3(5), 797–

812.

Rowley, J. (2014). Designing and using research questionnaires. Management Research Review, 37(3), 308–330.

Reisch,L., Eberle,U.,& Lorek,S.(2013). Sustainable food consumption: an overview of contemporary issue and policies. Sustainability: Science Pratice and Policy,9(2), 7-25.

Roercecke,M.,Obot.I., & Rehm, J.(2019). Volume of alcohol consumption,patterns of drinking and burden of diesaes in Sub Saharan Africa. Africal Journal of Drugs and Alcohol Studies,7(1), 22-29.

Saari, A., Tissari, T., & Valkama, E.S. (2006). The effect of a redesigned floor plan, occupant density and the quality of indoor climate on the cost of space, productivity and sick leave in an office building. Building and Environment, 41(2), 1961–1972.

Saks, A.M.,& Gruman, J. A. (2011). Organizational socialization and positive organizational behaviour: implications for theory, research, and practice. Canadian Journal of Administrative Sciences Revue Canadienne Des Sciences de l’Administration, 28(2), 14–

26.

166

Schneiberg, M. (2012).What’s on the path dependence, organizational diversity and the problem of institutional change in the U.S. economy. Socio-Economic Review, 5(1), 47–

80.

Seijts, G.H., Latham, G.P., Tasa, K., & Latham, B. W. (2005). Goal setting and goal orientation: An integration of two different yet related literatures. Academy of Management Journal, 47(1), 227–239.

Shehu, M., Subramaniam, C., & Johari, J. (2016). The effect of safety training and workers involvement on healthcare workers safety behavior : the moderating role of consideration

of future safety consequences. International Journal of Business Management, 1(2), 46–

81.

Sheik,S., & Sankar,S.P. (2004). Hazard identification, risk assessment and risk control. International Journal of Industrial Engineering, 2(3), 1–4.

Shehu, J.J., Hwang, J.S.,& Wang, J.D. (2005). Diagnosis and momentary quantification of occupational injuries by indices related to human capital loss: analysis of a steel company as an illustration. Accident Analysis and Prevention, 32(2), 435–443.

Shipilov, A. V., Greve, H. R., & Rowley, T. J. (2012). When do interlocks matter Institutional logics and the diffusion of multiple corporate governance practices. American Journal of Sociology, 101(7), 993–1027.

Spanos, Y. E., & Lioukas, S. (2005). An examination into the causal logic of rent generation: contrasting Porter’s competitive strategy framework and the resource-based perspective. Strategic Management Journal, 22(10), 907–934.

Srivastava, M. S., & Dolatabadi, M. (2009). Multiple imputation and other resampling schemes for imputing missing observations. Journal of Multivariate Analysis, 100(9), 1919–1937.

Stan, L., Mərəscu-Klein, V., Neagoe, L., & Tecəu, A. (2006, April 19-21). KPI performance indicators for evaluating employees on industrial production lines. Proceedings of the International Conference of DAAAM Baltic. Tallinn, Estonia.

Suddaby, R. (2009). Challenges for institutional theory. Journal of Management Inquiry, 19(1), 14–20.

Swuste, P., Gulijk, C. Van., & Zwaard, W. (2008). Safety metaphors and theories, a review of the occupational safety literature of the US, UK and The Netherlands, till the first part of the 20th century. Safety Science, 48(8), 120-140.

Sokovic, M., Pavlectic,D., & Kern, P.K.(2010). Quality improvement methodologies PDCA cycle radax matrix DMAIC and DFSS. Journal of Achievement in Materials and Manufacturing Enginering, 43(1) , 476-48.3

167

Sutton,J., & Kpteney,B.(2012). Arise of middle class in East and Southern Africa: implications for food system transformation, Journal of International Development , 27(5),628-646.

Taderera, H. (2012). Occupational health and safety management systems: institutional and regulatory frameworks in Zimbabwe. International Journal of Human Resource Studies, 2(4), 99.

Samar,R. (2017). Research design methods: a systematic review of resrach paradigms , sampling issues and instrument develoment. International Journal of Economics and Management Sciences, 6(2), 1-6.

Shibani, M. A., & Saidani, M. A. (2010). Health and safety influence on the construction project performance in United Arab Emirates. Journal of Civil Engineering and Construction Technology, 4(2), 32–44.

Tagbotor, D. P., Adzido, R. Y. N., & Agbanu, P. G. (2014). Analysis of records management and organizational performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 5(2), 1–16.

Tait, R., & Walker, D. (2008). Motivating the workforce: the value of external health and safety awards. Journal of Safety Research, 31(4), 243–251.

Teddlie, C., & Yu, F. (2010). Methods sampling. Journal of Mixed Methods Research, 1(1), 77–100.

Thao, T. L. T., & Hwang, C. J. (2007). Factors affecting employee performance evidence from petrovietnam engineering. Journal of Management Research, 21(3), 21–33.

Thornton, P. H. (2011). The rise of the corporation in a craft industry: conflict and conformity in institutional logics. Academy of Management Journal, 45(5), 81–101.

Turóczy, Z., & Marian, L. (2012). Multiple regression analysis of performance indicators in the ceramic industry. Procedia Economics and Finance, 3(12), 509–514.

Tan,T., & Waheed. A. (2011). Herzberg motivation hygiene theory and job satisfaction on Malaysia Retail Industry Sector: the mediating effect of love of money. Asian Academy of Management Journal,16(1), 73-94.

Umeokafor, N., Isaac, D., Jones, K., & Umeadi, B. (2012). Enforcement of occupational safety and health regulations in Nigeria: an Exploration. European Scientific Journal, 3(1), 1857–7881.

Umeokafor, N., Umeadi, B., Jones, K., & Igwegbe, O. (2012). Compliance with occupational safety and health regulations in Nigeria’s public regulatory entity. International Journal of Scientific and Research Publications, 4(1), 2250–3153.

168

Uyanık, G. K., & Güler, N. (2013). A study on multiple linear regression analysis. Procedia Social and Behavioral Sciences, 106(3), 234–240.

Vignoli, M., Punnett, L., & Depolo, M. (2008). How to measure safety training effectiveness towards a more reliable model to overcome evaluation issues in safety training. Chemical Engineering Transactions, 36, 67–72.

Virkkunen, H. K.T. (2005). Long-term effect of occupational noise on the risk of coronary heart disease, Scandinavian Journal of Work, Environment and Health ,31(4), 291–299.

Vrontis,D.(2014). Intergrating adoption and standardisation in international marketing, the adopt standard modelling process. Journal of Market Managemnt, 19(1), 283-305.

Wahab, S. R. A., Rajab, A., Shaari, R., Rahman, S.A., & Saat, M. M. (2005). Manipulation of safety training practices on organizational safety performance: an evidence in Malaysia’s

Automotive Industry. International Journal of Trade, Economics and Finance, 5(1), 110–

113.

Wall, T. D., Michie, J., Patterson, M., Wood, S. J., Sheehan, M., Clegg, C. W., & West, M. (2004). On the validity of subjective measures of company performance. Personnel Psychology, 57(1), 95–118.

Wei, L. Q., & Lau, C. M. (2007). Market orientation, HRM importance and competency: Determinants of strategic HRM in Chinese firms. International Journal of Human Resource Management, 16(10), 1901–1918.

White,D,M. (2014). ISO 15489 a tool for records management in mergers. Information Management Journal, 38(5), 39–44.

Wiese, B.S., & Freund, A. M. (2010). Goal progress makes one happy, or does it longitudinal findings from the work domain. Journal of Occupational and Organizational Psychology, 78(2), 1–19.

Williams, M., Grajales, C. A. G., & Kurkiewicz, D. (2013). Assumptions of multiple regression: Correcting two misconceptions. Practical Assessment, Research and Evaluation, 18(11), 1–14.

Woods, S., & Holman, D. (2008). Human resource management and performance in UK Call Centres. British Journal of Industrial Relation, 44(1), 99–124.

Wambui, A. G. (2012). The extent of compliance with occupational safety and health regulations at manufacturing companies in Mombasa County (Unpublished research project) University of Nairobi.

World Health Organisation Regional Office for Africa. (2005). Occupational health and safety in the African Region . Congo Brazzaville.

169

Wright, P. M., & Kehoe, R. R. (2008). Human resource practices and organizational commitment: a deeper examination. Asia Pacific Journal of Human Resources, 46(1), 6–

20.

Wang, Y., & Romano, L. R. (2017). Comparing the performance of approaches for testing the homogeneity of variance assumption in one-factor ANOVA models. Journal of Educational and Psychological Measurement, 77(2), 305–329.

Weyman, A.K., & Clarke, D. D.(2002). Invsetigating the influence of organisation role on perceptions of risk in deep coal mines, Journal of Applied Psychology,88(2), 404-412.

Yearta, S. K., Maitlis, S., & Briner, R. B. (2006). An exploratory study of goal setting in theory and practice: a motivational technique that works. Journal of Occupational and Organizational Psychology, 68(2), 237–252.

Yapadithaya, P.S., & Stewart, J.(2003). Corporate training and development policies and practices: a cross sectinal national study of India and Britain. International Journal of Training and Development, 7(2), 108-123.

Zaugg, R., & Thom, N. (2008). Excellence through implicit competencies: human resource management organisational development knowledge creation. Journal of Change Management, 3(3), 199–211.

Zhang, H., Chi, S., & Yang, J. (2001). Development of a safety inspection framework on construction sites using mobile computing. Journal of Management in Engineering, 33(3), 20–55.

Zhang, Y., Wang, K., & Zhang, R. (2011). Theoretical research on hazards and accident prevention. Procedia Engineering, 26, 16–24.

170

Appendix 1

Letter of Transmission for Data Collection

Dear respondent,

I am a post graduate student at Kenyatta University pursuing Master of Science in Human

Resource Management in the department of Business Administration, School of Business. I

am carrying out a research on the Occupational Health and Safety Practices Influence on

Employee Performance in Beverage Manufacturing Firms in Nairobi City County of

Kenya. The aim of the study is to investigate effect of occupational health and safety practices

on employee performance in beverages manufacturing firms in Nairobi City County of Kenya.

Your organization has been identified as one of the respondents for my research. You are

therefore kindly requested to fill in the questionnaire and the information given will be used

for academic purpose only and it will be treated with confidentiality. The filled questionnaires

should be returned within one week of submission.

Yours faithfully

Paul Santana

+254711461446 or +254782138631

[email protected]

D58/CTY/PT/24708/2013

171

Appendix II

Questionnaire

SECTION A: GENERAL BACK GROUND INFORMATION

Please answer the following questions by ticking appropriately.

1. Gender Female

Male

2. Age groups in years

a) 18-25

b) 26-35

c) 36-45

d) 46 and above

3. Highest level of education

a) Certificate

b) Diploma

c) Higher National Diploma

d) Bachelor Degree.

e) Master’s Degree

4. How long have you worked for the organization?

a) Below 1 year

b) Between 2-5 years

c) Between 6-10 years

d) Above 11 years

172

5) Please indicate the nature of your business

a) Spirit manufacturing firm

b) Fruit juice manufacturing firm

c) Wine manufacturing firm

d) Beer manufacturing firm

e) Carbonated soft drinks

6) Which level of management do you belong to?

a) Human resource manager

b) Operation manager

c) Factory floor staff

SECTION B: INDEPENDENT VARIABLE, OCCUPATIONAL HEALTH AND SAFETY PRACTICES.

Please rate the following statement by indicating the extent they apply to your organization by ticking in the appropriate box.

Key 5= Strongly Agree

4= Agree

3= Neutral

2= Disagree

1= Strongly Disagree

SAFETY TRAINING PRACTICES 5 4 3 2 1

7. Job rotation, coaching, job instruction and lecture practices are conducted at the workplace.

8. Job rotation, coaching, job instruction are evaluated at the workplace.

9. Job rotation, coaching, job instruction and lecture training have clear goals and objectives.

173

10. There is a commitment of trainer to offer job rotation, job instruction, coaching and lecture training.

11. There is a provision of feedback in job rotation, job instruction, coaching and lecture training

12. The job rotation, coaching, job instruction and lecture training are offered by competent trainers.

13. How else can the organization improve safety training practices ……………………?



4= Agree

3= Neutral

2= Disagree


HAZARD CONTROL PRACTICES

5

4

3

2

1

14. Organization is using engineering controls such as ventilation, substitution, and elimination to control hazards at the workplace.

15. Organization is using administrative controls such as safe work practices, rest schedules, personal hygiene and limiting hours of work to control hazards at the workplace.

16. The organization is using personal protective equipment to protect employees against hazards.

17. The organization is training employees on how to use and maintain personal protective equipment.

18. The organization provides employees with personal protective equipment that are appropriate in size.

19. How else can the organization improve hazard control practices at the workplace …………………?

174



4= Agree

3= Neural

2= Disagree


WORKPLACE SAFETY INSPECTION 5 4 3 2 1

20. The health and safety representative frequently conduct workplace safety inspection at the workplace.

21. The health and safety representative use checklist during workplace safety inspection.

22. The health and safety representative use task observation to understand the working processes so as to be able suggest hazard controls methods.

23. The health and safety representative communicate workplace safety inspection report to management for coaching purposes.

24. The organization is monitoring corrective action by assigning responsibility to an individual.

25. How else can the organization improve workplace safety inspection……………………………………………………………………………………?

175



4= Agree

3= Neutral

2= Disagree


31. Suggest ways of improving safety records in your organization …………………………?

SAFETY RECORDS 5 4 3 2 1

26. There are safety records in your organization.

27. There is frequent update of safety records

28. There is classification of safety records in your organization

29. The safety records are kept in a proper conditions.

30. The record officers are trained on record management

skills.

176



4= Agree

3= Neutral

2= Disagree


SECTION C: MODERATING VARIABLE

OCCUPATIONAL HEALTH AND SAFETY LAW 5 4 3 2 1

32. The occupational health and safety officers frequently

conduct occupational health and safety training at the workplace.

33. The occupational health and safety officer audit and inspect safety programmes at the workplace.

34. The occupational health and safety officer impose fines and

penalties on employer for contravening the Occupational Safety

and Health Act of 2007 and Work Injury Benefit Act.

35. The fines and penalties imposed on employers are significant

to enforce compliance of occupational health and safety law.

36. The occupational health and safety officers frequently hand

over the workplace safety inspection report to employer.

177

37. Suggest ways of improving occupational health and safety laws in your

organization…………?


Key

5= Strongly Agree

4= Agree

3= Neutral

2= Disagree


SECTION D: DEPENDENT VARIABLE

EMPLOYEE PERFORMANCE 5 4 3 2 1

38. The organization frequently talk to customers to find about

their tastes and preferences.

39. The organization adhere to production process.

40. Products are usually packed in suitable containers.

41. Products are labelled appropriately before delivery

42. There is inspection of carriers’ vehicles before delivery.

43. The organization rewards good attendance.

44. The organization has been changing working schedules to

accommodate differing employee needs.

178

45. Suggest ways of improving employee performance in your organization………………?

THANK YOU ALL FOR YOUR COOPERATION.

179

Appendix III

List of Beverage Manufacturing Firms in Nairobi City County, Kenya

Source: (Kenya Revenue Authority, 2015 & Nderitu, 2016).

NO. NAME OF THE COMPANY PRODUCT 1 Africa spirit ltd Spirit 2 London Distillers Spirit 3 Platinum Distillers Spirit 4 Patiala Distillers Spirit 5 Zheng Hong Kenya Spirit 6 UDV(Kenya) ltd Spirit 7 Elle Kenya Ltd Spirit 8 Victoria Distillers Spirit 9 Eagle Distillers Spirit 10 Spectre International Ltd Spirit 11 Zesta Industries Spirit 12 East African Breweries Ltd Beer 13 Top Rank Industries Ltd Beer 14 Coca cola juices ltd Fruit Juice 15 Excel chemicals ltd Fruit Juice 16 Kenafric Industries ltd Fruit juice 17 Crown food ltd Fruit juice 18 Miritini Kenya ltd Fruit Juice 19 True food ltd Fruit Juice 20 Premier food industries Ltd Fruit Juice 21 Tri Clover (Kenya) Ltd Fruit Juice 22 Victoria juice ltd Fruit Juice 23 Twin Oaks Ltd Fruit juice 24 Razo Ltd Fruit Juice 25 Kenya Wine Agency Wine 26 Nairobi Vinters Ltd Wine 27 Crywan Enterprises Wine 28 Montana Beverages Wine 29 Nairobi Bottlers Ltd Carbonated Soft drinks 30 Pepsi Cola (East Africa) Ltd Carbonated Soft drinks 31 Anspar Beverages Ltd Carbonated Soft drinks 32 Metro bottling Ltd Carbonated Soft drinks

occupational health and safety practices influ nce …

Documents