S

Effect of Executive Education on Employee Engagement in Kenya: A Case of Executive Education in Strathmore Business School

Show simple item record

dc.contributor.author Kariuki, Bernard Wamaru
dc.date.accessioned 2020-08-28T13:12:30Z
dc.date.available 2020-08-28T13:12:30Z
dc.date.issued 2020
dc.identifier.uri http://erepo.usiu.ac.ke/11732/6027
dc.description A Research Project Report Submitted to Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Master of Science in Management and Organization Development (MOD) en_US
dc.description.abstract The general objective of this study was to examine the effect of executive education on employee engagement in Kenya. It was guided by three specific objectives: to establish the effect of coaching on employee engagement among graduates of executive education in Kenya; to examine the influence of executive mentoring on employee engagement among graduates of executive education in Kenya; and to investigate the impact of executive talent development on employee engagement among graduates of executive education in Kenya. This study used a descriptive research design. The study population comprised of 100 graduate students who were enrolled in the executive education at Strathmore Business School. The study was carried out through a census technique – the whole target population (100 graduate students) were involved in the study. Primary data was collected through questionnaire with structured questions. Data was analyzed through inferential and descriptive statistics, which included, means, correlation and regression analysis. The analysis was carried out through SPSS. Data was presented in graphs, charts and tables. The first objective of this study sought to establish the effect of coaching on employee engagement among graduates of executive education in Kenya. It was shown that respondents were positive that they receive executive development training from the executive education program. According to the correlation analysis, coaching had a very strong positive significant relationship with employee engagement. The regression analysis showed that coaching predicted 91.1% of employee engagement, which was statistically significant. The second objective was to examine the influence of executive mentoring on employee engagement among graduates of executive education in Kenya. Results showed that participants agreed that the executive education program has influenced some sense of satisfaction with their career. It was agreed that the executive education program has made respondents better prepared to handle any organizational change. According to the correlation analysis, executive mentoring had a strong relationship with employee engagement. The regression analysis showed that executive mentoring account for 88.4% of employee engagement, which was statisitcally significant. The third objective sought to investigate the impact of executive talent development on employee engagement among graduates of executive education in Kenya. It was established that respondents agreed that they have become more aware of organizational mission, objectives, value, and strategic priorities. According to the correlation analysis, executive talent development had a significant correlation with employee engagement. The regression analysis showed that executive talent development account for 89.7% of employee engagement, which was statistically significant. This study concludes that coaching influence employee engagement through life coaching, experiential learning and organizational/business coaching. These three factors have a strong relationship with employee engagement, and they greatly affect the engagement of employees in the organization. Executive mentoring provides employee with personal development and professional development. Through these provisions, executive mentoring attains a great effect on employee engagement. When employees develop personally and professionally in the organization, they are more drawn into the organization which drives up their engagement to the organization. Executive talent development focuses on leadership development capabilities and management development capabilities. These two are essential in developing an engaged employee in the organization. The more an employee’s leadership and management capabilities are developed in the organization the more they become engaged to the organization. This study recommends that organizations seeking to attain high rates of employee engagement should provide them coaching through life coaching, experiential learning and organizational/business coaching. This should be effectively delivered to employees in a formal manner that would lay emphasis on its importance. This study recommends that organizations should not only focus on developing them professionally, but they should as well look to equally develop employees personally. This means there is a balance between professional development and personal development in an employee. This study suggests that talent development should focus on both leadership development capabilities and management development capabilities. These two should be aimed at developing an employee leadership skills and management skills. en_US
dc.language.iso en en_US
dc.publisher United States International University- Africa en_US
dc.subject Strathmore Business School en_US
dc.subject Executive Education en_US
dc.subject Kenya en_US
dc.subject Employee Engagement en_US
dc.subject Executive Education en_US
dc.title Effect of Executive Education on Employee Engagement in Kenya: A Case of Executive Education in Strathmore Business School en_US
dc.type Thesis en_US


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search Repository


Browse

My Account

Context