INFLUENCE OF EMPLOYEE PARTICIPATION ON SERVICE DELIVERY: A CASE

OF NAIROBI CITY WATER AND SEWERAGE COMPANY, NAIROBI CITY COUNTY,

KENYA

CHRISTINE MUTHONI NJOROGE

BBAM-01-0835/2023

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE OF BUSINESS
MANAGEMENT AND ADMINISTRATION, SCHOOL OF BUSINESS, ZETECH
UNIVERSITY

AUGUST, 2025
 DECLARATION
I certify that the following project proposal that I am submitting is my original work and it
has not been submitted anywhere else for purposes of award of a degree. Additionally, I
would like to declare that it contains no material written or published by other individuals
except where there is author duly acknowledged and due reference made.

DECLARATION BY CANDIDATE

Sign………………………..

Date………………………. Christine Muthoni Njoroge

BBAM-01-0835/2023

RECOMMEDATION BY THE SUPERVISOR

This proposal has been submitted for examination with our approval as the University
supervisors.

1. Sign: Date:

Mr. Evans Ngumo

Project Supervisor

i
 ACKNOWLEDGEMENT

I acknowledge the almighty God for His blessing to write this project. Secondly, I would like to
express my thanks to my lecturer Mr. Evans Ngumo who guided me throughout the process.
However, I acknowledge all the members of the administration and the department of public
policy for their supports through my studies. Special thanks to my course mates and friends
who gave me inspiration and motivation throughout the process of writing the project.

ii
 TABLE OF CONTENTS

DECLARATION...........................................................................................................................ii

ACKNOWLEDGEMENTS.......................................................................................................iii

TABLE OF CONTENTS............................................................................................................iv

LIST OF TABLES........................................................................................................................v

LIST OF FIGURES......................................................................................................................vi

OPERATIONALDEFINITION OF TERMS...........................................................................vii

ACRONYMS AND ABBREVIATIONS................................................................................viii

ABSTRACT..............................................................................................................................ix

CHAPTER ONE.........................................................................................................................1

INTRODUCTION......................................................................................................................1

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

1.2 Variables.................................................................................................................................2

1.3 Statement of the Problem........................................................................................................3

1.4 Objectives of the Study...........................................................................................................4

1.5 Research Questions.................................................................................................................5

1.6 Significance of the Study.........................................................................................................6

1.7 Scope of the Study..................................................................................................................7

iii
1.8 Limitations of the Study...........................................................................................................8
1.9 Organizations of the Study.......................................................................................................9

CHAPTER TWO........................................................................................................................10

2.1 Introduction.............................................................................................................................11

2.2 Theoretical Review...................................................................................................................15

2.2.1 Goal Setting Theory........................................................................................................16

2.2.2 Participatory Management Approach...............................................................................17

2.2.3 Stakeholder Theory..........................................................................................................18

2.3 Emprical Literature Review......................................................................................................19

2.4 Conceptual Framework.............................................................................................................22

Figure 2.1 Conceptual Framework............................................................................................23

CHAPTER THREE.....................................................................................................................24

3.1 Introduction..............................................................................................................................24

3.2 Research Design.......................................................................................................................24

3.3 Target Population.....................................................................................................................25

3.4 Sampling Design and Sample Size..........................................................................................25

Table 3.1 Sampling Frame........................................................................................................26

Table 3.2 Sample Size..............................................................................................................27

3.5 Data Collection Instrument......................................................................................................27

iv
 3.6 Validityand Reliability.............................................................................................................28
3.7 Data collection procedure.........................................................................................................29

3.8 Data Analysis..........................................................................................................................30

3.9 Ethical Considerations..............................................................................................................30

CHAPTER FOUR...........................................................................................................................31

Introduction........................................................................................................................................31

4.1 Response Rate.............................................................................................................................32

4.2 Demographic Characteristics......................................................................................................33

4.3 Respondents Age........................................................................................................................34

Figure 4.1 Data analysis of Respondents Age.................................................................................34

4.3.1 Gender Respondents.................................................................................................................35

Figure 4.2 Respondents Gender......................................................................................................35

4.4 Education Level of Respondents................................................................................................36

Figure 4.3 Education Level of Respondents....................................................................................36

4.5 Influence of Direct Based Participation on Service Delivery....................................................37

Figure 4.4 Influence of Direct Based Participation on Service Delivery.......................................37

4.6 Influence of Indirect Based Participation on Service Delivery................................................38

Figure 4.5 Influence of Indirect Based Participation on Service Delivery....................................38

4.7 Influence of Financial Based Participation on Service Delivery..............................................39

Figure 4.6 Influence of Financial Based Participation on Service Delivery..................................39

4.7 Influence of Financial Based Participation on Service Delivery.............................................40

4.8 Experience of the Respondents...............................................................................................40

v
Figure 4.8 Experience of the Respondents..................................................................................40
CHAPTER FIVE.....................................................................................................................41

5.1 Introduction.........................................................................................................................42

5.2 Summary.............................................................................................................................43

5.3 Conclusions.........................................................................................................................44

5.4 Recommendations.................................................................................................................45

5.5 Suggestions for Further Research.........................................................................................46

REFERENCES............................................................................................................................47

APPENDICES..............................................................................................................................48

vi
 LIST OF FIGURES

Figure 2.1 Conceptual Framework.............................................................................................23

Figure 4.1 Response Rate.............................................................................................................33

Figure 4.2 Education Level of Respondents.................................................................................34

Figure 4.3 Age of Respondents.....................................................................................................35

Figure 4.3 Years of Personnel Experience...................................................................................36

vii
 LIST OF TABLES
Table 3.1 Sample Design...................................................................................................25

Table 3.2 Sample Size........................................................................................................27

Table 3.3 Operational of Variables....................................................................................30

Table 4.1 Age of Respondents............................................................................................33

Table 4.2 Gender of Respondents........................................................................................33

Table 4.3 Service Delivery Descriptive................................................................................36

Table 4.4 Direct Individual Based Participation on Service Delivery..................................37

Table 4.5 Indirect Employee Participation on Service Delivery............................................39

Table 4.6 Financial Participation Schemes on Service Delivery...........................................41

viii
 OPERATIONAL DEFINITION OF TERMS

Direct Individual Participation -this is the involvement of employees directly in guidelines

and policies that affect their job performance.

Employee Participation -the method of employee which is considered to provide employees

with the opportunityto influence and where appropriate take part in decision making on
matters which affect them.

Financial Participation Schemes -this refers to the process in which employees are able
to share in the financial achievements and failures of the firm.

Indirect Participation –this involves the selection of representatives or select delegation that
bargains on behalf of the employees with the organization.

Service Delivery-the provision of intangible experience that meets the intended benefits of
the user.

ix
 ACRONYMS AND ABBREVIATIONS

AWSB Athi Water Service Board

CIPD Chartered Institute of Personnel and Development

ESOP Employee Share Ownership Plan

EU European Union

NCWSSC Nairobi City Water and Sewerage Services

Company

NGOs Non-Governmental Organizations

OCE Organization Commitment to Employee

PRP Profit Related Pay

U.K United Kingdom

USA United States of America

x
 ABSTRACT
There was limited participation by employees from the public sector which led to below average
service delivery. It is important to note the employee participation must be at the center stage as
given that it forms a core force in the re-energizing of delivery of services. At Nairobi Water and
Sewerages Service Company (NCWSSC) there was evidence of sewerage services and poor
water supply to the residents within area of study.Hence this formed the urge to undertake the
current research work which led to studying and examining the level of employee participation
which plays a vital role in strengthening of services delivery at NCWSSC. The following
objectives were used during the research work; to study the influence of direct-individual based
employee participation on matters service delivery, evaluation of the influence of indirect
employee participation on service delivery, determination of the influence of employees
collective bargaining on matters service delivery, understanding of the financial participation on
service delivery at NCWSSC. The following research work used the theory of stakeholder,also
participatory management and goal setting. This research work was done using a descriptive
research design. The research project had a total of two hundred and forty employees at
NCWSSC while the population sample was 148 individuals at their main offices located at
Industrial Area. The study depended on primary data which was collected through
questionnaires, while secondary data was derived from various previously done publications
such as research studies, articles, reports and journals. A pilot test was undertaken on the
research instruments in an effort to test its reliability and validity. Descriptive statistics was
presented using frequency tables, standard deviation, percentage and mean. The research study
managed to get a response which was over seventy percent response rate. Also, the respondents
research results showed that responsiveness,efficiency, and delivery of services was a core area
of work performance being focused on within the organization. Additionally, the research work
results clearly show the importance of the influence of employee participation on service
delivery through the statistics shared. It was recommended that there should be incorporation of
more financial based rewards and recognition of employee effort while fostering the adoption
tools that enable indirect employee participations. Lastly, it was seen that its vital to ensure that
employees are empowered to be problem solvers by involving them in more decision making
processes and tasks delegation.

xi
 CHAPTER ONE: INTRODUCTION

1.1 Background of the Study

According to Gupta, every entity globally encounters various factors which lead to competition,
diversification in terms of personnel skills and continuous evolution of demands from consumers
and technological changes. Modern organizational management cannot afford to sideline the
employees in the process of making strategic decisions. Hence the dynamic business
environment demands diversification of approach used in making strategic decisions for effective
employee management. Customarily, workforces have had either limited or no opinion when it
comes to addressing issues affecting their work environment. In order to increase operational
efficiency of an entity a number of research studies have shown that employee participation has
emerged as a core area academic concern which has led to increase in management interest
(Worley & Lawler,2020)

Participation of employee in the workplace ensures creation of a better work environment where
individuals often impact on the operational efficiency of the organization. It is vital to note that
the managerial employees should be quite proactive when it comes to the addressing of
employee needs who are recognized as the organization greatest asset. Moreover the empirical
research shows the participation of employees leads to better decision making at managerial
level(Apostolou & Mentzas,2013), attitude changes on their approach on matters work, workers
tend to get better welfare (Freeman &Kleiner), there is reduction of due to efficiency of
employees which leads to business productivity (Jones, Kalmi &Kauhanen ,2019), reduced
employee turn-over , increased employee motivation, commitment at work, creativity and
innovation in how they deliver their tasks, better job satisfaction and employee empowerment
(Light).

In reference to Miceli, Pizetti and Parasuraman, (2011) the workers of this current days basically
understand more about work environment and more so are frequently well trained with the
human right aspect that runs in line with the place of work. It is true to say the majority of
companies that experience poor execution of decisions can be attributed to the fact that
intentional sabotage by employees, the laxity of employees to deliver their core objectives,
employee union strikes which lead to low efficiency levels. Additionally, this employee laxity is

１
attributed to manager making poor decisions when it comes to matters employees in order to
achieve specific end goal such as high production rate, high profits level which is at the
detriment of other employees.

According to Mueller , its clear that having a employee representation through work councils or
unions often leads to 6.4% rise in efficiency; henceforth this shows that participation of
employees can be used as a core influencing factor when it come to employee service delivery at
their work stations. It is significant to note that over the years, the workers union membership has
reduced greatly in the United States of America (USA) to 11.8% in public and 6.9% in the
private sector respectively. In reference to Sherk ), its noted that the alternate options which
employees have in USA is the demand for employee participation in managerial decision making
processes; which includes of the production committes,secondly,safety committees,self directed
work teams also workers councils and suggestion systems. According to Juan ), it is shown that
employee participation; in the two countries namely: USA and Spain. The research works
showed that employee response survey tool was the popular means to achieve direct participation
of employees in decision making process. A similar comparative research work was undertaken
by Wasike ) whose research work showed that direct participation had high preference in Kenya
in comparison to indirect and financial participation. According to Ambani (2016), its evident
that global representation of employee participation has over the years grown in terms of
recognized as the most supreme technique of ideas and statistics sharing amongst organizations.
In which it includes establishment of workers unions or councils, creation of employee collection
of bargaining agreements and to have an employee representation at different organization
levels.

1.2 Statement of the Problem

There was limited participation of employees which was viewed in the public sector and this has
insistently led to poor delivery of services. As a result of poor employee working conditions most
organizations have experienced high employee turnover, the lack of harmony at the work place,
making of decisions without structure engagements of all individuals or stakeholders across the
value chain. Hence, its vital to have employee participation as a core matter when it comes to
decision making at organizational level since it’s a core ingredient on matters employee service

２
delivery reactivation, satisfaction of customers, better working conditions, creation of holistic
decisions. In reference to Addai ), it is clear that employee participation is embedded in human
resource management (Langat & Lagat,). According to Ambani ), whenever issues arise that
touch on the human resources in an organization, its vital to ensure that they are resolved fully in
an appropriate manner to ensure that employees feel they are well involved in core organizational
matters.

Overtime, it has emerged that the maintaining of water and sanitation services and costing in
Nairobi City either directly or indirectly affects the delivery of services. The above research
works intends to investigate the stimulus of issues that influence the financial elements on
delivery of service with consideration of its influence on matters efficiency and satisfaction of
customers. Karimi ) states that, in spite despite having an eighty percent water distribution across
the country, its clear that there has been evidence of poor maintenance of the various water
supply systems which often translate to scarcities in water supply. The study additionally proves
that Nairobi City Water and Sewerage Company has poor delivery of services contrary to all the
service distribution industry benchmarks. The research work clearly shows that the impact of
participation of employees on matters service delivery.

Its is vital to note the Nairobi City Water and Sewerage Services Company (NCWSSC), core
objective in ensuring efficient service delivery in the city has been significantly influenced by
slight empirical work which is an indication of the contribution of employees towards service
delivery. In reference to the above mentioned matters, its clear that the researcher aims to
investigate the how employee participation is a core contributing factor when it comes to
matters service at NCWSSC. Preliminary research work shows that the findings of this project
will be a key enabling factor when it comes to service delivery in the organization more so as
offering concrete base when it comes to matters formulation of policies which are geared
towards increased personnel productivity .The recent research works aims to study the influence
of employee participation on matters service delivery at Nairobi City Water and Sewerage
Services Company (NCWSSC).

1.3 Objectives of the Study

1.3.1 General Objectives

The general objective of the study is to assess the influence of employee participation on service
delivery for the case of Nairobi City Water and Sewerages Services Company.

1.3.2 Specific Objectives

３
i) To studythe influence of direct individual -base-employee participation on service
delivery at Nairobi City Water and Sewerages Services Company.

３
ii) To determine the influence of indirect employee participation on service delivery at
Nairobi City Water and Sewerage Services Company.

iii) To examine the influence of financial participation systems on service delivery at

Nairobi City Water and Sewerages Services Company.

1.4 Research Questions

i) What is the impact of direct-individual based employee participation on service delivery
at Nairobi City Water and Sewerages Services Company?

ii) How does indirect employee participation effect service delivery at Nairobi City Water
and Sewerages Services Company?

iii) What is the impact of financial participation schemes on service delivery at Nairobi
City Water and Sewerages Services Company?

1.5 Significance of the Study

The results of this research work will have significant impact on the human resource
management of workers of Nairobi City Water and Sewerage Service Company in that it the
findings will enable better and enhanced formulation of policies that foster/encourage service
delivery at the work place and across the value chain. In addition, the study is a core resource
material to different researchers, scholars, students, human resource professionals as well as
academicians since it will indeed widen their information capacity on matters and thoughts
affection initiatives that affect employee participation.
As for the human resource professionals/practitioners, the research findings clearly show the
importance of ensuring inclusion of employee participation which basically enables various
organizations to come up with various strategies that enable formulation innovative programs
that enable employee participation with efforts focuses on promotion of cooperative
participation through the social partnership in an organization .Lastly, the research findings will
enable addition of empirical information to the current existing information which shows the
relationship between performance and employee involvement at work and this will augment
scholars with the information in human resource management as a discipline.

４
1.6 Scope of the Study
This research was undertaken in the four branches of NCWSSC in the entire Nairobi County
where the feedback was received from the three different branch managers, assistant managers
and among other managers. This research went on for a period of three weeks, which involved
the collection of data from the field that tabled together and after analysis presented in analytical
form.

1.7 Limitations of the Study

This limitations were experienced in the course of the research work. There was lack of interest
and limited cooperations when it came to matters data collection from the research participants.
This limitation was counteracted by guaranteeing the respondents that their responses are limited
to the research work only and remain confidential and also stating that the research findings were
for the betterment of the human resource management operational procedures and better policy
formulation where employees feel included in the workplace. The researcher also experienced
the challenge of gathering sufficient data resources on the subject matter being researched.
However, this challenge was resolved where the researcher implement various data collection
tools and also use of previous and current research materials that correlate to the subject matter.

５
 CHAPTER TWO

LITERATURE REVIEW AND THEORETICAL FRAMEWORK

2.1 Introduction

This chapter begins with a conversation of the grounds on which the research work is based
upon.

Further into the chapter, there is a review of relevant literature material in correlation to core
research variables in line with the research objectives and the questions. In addition, this chapter,
contains a wholesome summary of different theoretic premises within the research work. Lastly,
the research work clearly,depicts the interaction of research work variables using the conceptual
framework.

2.2 Theoretical Review

2.2.0 Goal Setting Theory

The theory of Goal setting theory was created by Edwin Locke in and he clearly asserted that the
setting of goal is a core factor that is linked to matters performance (Locke,2019). The theory
acts as an intellectual proposition of incentive based on the fact that the end goal greatly
influence the behavior of employees. The theory clearly shows that there is a positive link
between performance and goal strain, where by the most challenging goals tend to demand more
effort than a set of simple goals of (Martin & Manning). The hypothesis above mentioned
assumes that the behavior is aimed at goals motivation employees’ emergies in performing
precise task (Locke & Latha)

Consequently, the goal setting of hypothesis is an actual means of affecting performance by

delivery of feedback, worker participation and contribution (Latham et al,). Essential response of
consequences and involvement of employees in matters goal setting tends to directly influence
the behavior and attitude of employee which ultimately is a core contributing factors to the level
of performance. In addition, the most challenging goals to achieve often lead to employee
participation through involvement of employees in various ways which include setting

６
of goals, better relations between employer and employee relations, better enhanced performance
by creating higher levels of planning and effort (Latham et al ). Hence, its clear that setting of
goals is an efficient and effective way through which employee performance can be enhanced
using various initiatives that are participatory initiatives such as the provision of suitable
communication and consistent response instrument (Latham et al ). Hence this theory formed the
basis of investigating service delivery as a performance indicator in the organizations.

2.2.1 Participatory Management Approach

The participating management approach to organizational management at the workplace tends to

replace the old methods used in reference to matters command and control methodologies used.
This methodical m means management involves all employees at different management levels
and this ensures that all aspects are covered which are not limited to definition of objectives,
decision making processes and ensuring there is accountability (Kagaari, Munene &Ntaayi,).
Whenever there is implementation of the participatory management, its important to include the
following initiatives which are not limited to the documenting and sharing of goals and strategies
that have a great influence on the financial and organizational performance. According to
research work Juan, et al. ), its clear that the process of identifying participation involves two
main forms which are not limited to factors such as work environment and financial
participation. Work environment involves various aspects which are not limited to employee
complaints/opinion suggestion schemes, anonymous employee survey feedback, employee skills
improvements or enrichment at the work place, cordial relations between the management and
the workers unions, committees, self-motivated employee workforce, the delegation and
execution of tasks across different mini-business units. The financial participation activities
which include issuance of a fixed salary, payment based on skill level or knowledge, the profit
sharing schemes ,more so the gain sharing ,the flexible benefits (cafeteria style), employment
security, employee stock ownership plans, among other non- monetary rewards schemes. The
involvement of employees in such activities tends to influence the level of service delivery for
different organizations in various ways and this entirely depends on the form and level of
influence employed

７
2.2.2 Stakeholder Theory

In reference to the theory of stakeholder its argued that each and every legitimate person or
group taking part in an activity in an organization tends to be considered to be valued in an
intrinsic level. Varying stakeholder interest tends to be met through wholesome and inclusive
employee participation. According to Freeman, Wicks &Parmar ) the stakeholder theory
motivates managers to enable a conducive work environment while ensuring that the
organization is able to move forward which allows the autonomous improvement of services and
general performance metrics. Its important to note that this theory additionally articulates the
means through which managers can be able to foster efficient by promoting better relations
within the work place.

Under the theory of stakeholder theory, its clear that each organization has varying relations
with various stakeholders across the value chain and to optimize value from these relationships
its vital to ensure that there is balanced and inclusive approach when it come to meeting the
interest of the various groups involved (Reynolds, Schultz&Hekman,). Employers hence are
required to consider workers as very relevant components of decision-making process within
the organization. It is important to balance stakeholder interests in order to realize a better-
quality performance (Friedman &Miles). Conventionally, companies only address the needs and
wishes of four parties: investors, employees, suppliers and customers. Under the theory it can be
argued that involvement of other parties or stakeholders which are not limited to and includes
governmental bodies, communities, political groups, the trade lobbying associations trade unions,
associated corporations, also prospective employees, the prospective customers and the public at
large. In some cases, some competitors are counted as stakeholders. Hence this theory was help
in guiding indirect participation as a analyst of service at the Nairobi Water and Sewerage
Services Company.

８
 EMPRICAL LITERATURE TABLE
Author Focus onthe Key Findings Research Addressing Gaps
study Gaps
Khan, Influenceof Jobinvlovement There is a The presence
Guest,Anitha employee conceptual ofa conceptual
,Organizational misunderst framework is
Participation on commitmentwith andingwith obtained.
service delivery employee regard to
participation the
meaning
of
employee
participatio
n
Adeyemo&Adeleye Influence of Practicing There is no It consists of the
Gallup’s employee responsibilityand theoretical theoretical
Dent&Bozermans Participation on duty of opinions informationbetween
service delivery employers. which the employee
indicatethe participation and
linkage or religiosity
relationship
between
employee
participatio
n and
religiosity.
OpathaTeong Influence of Highlevelof There is There is presence of
employee personal no theoretical
Participation on character theoretical information between
service delivery urgings the employee
which participationand their
indicatethe personal character.
linkage
between
employee
participatio
n and
personal
character
Ashton&Sung Influence of Motivation, Shows that There is impact

９
Appelbaumet al employee the impact of high
Participation Commitment of of high performance
on direct, indirect

９
 service delivery employees performanc
e ,work ,financial
practiceson participation on
employee service delivery.
participatio
n has not
been
empirically
tested.
Saks,Sahu(2019) Influence of Job satisfaction, It shows There is proof of
employee Better Customer that there a
Participation on Service, Loyalty is no empiricalevidence
service delivery and Commitment empirical shown as the
evidenceof empirical table.
the
organizatio
n financial
performanc
e
Gallup,Anitha Influence of Employee There is There
employee participation, insufficient isevidenceof
participation on businessgrowth, empirical employee job
service delivery and profitability evidenceon performance for
employee employee
job participation
performanc
e as
prevailing
variable
for
employee
participatio
n
Macey&Schneider Influence of Leadership, Thereis no Proofofempirical
employee Worklifebalance empirical evidence of
Participation on evidence religiosityand the
service delivery about high performance
religiosity work practices
and high of employee
performanc participation on
e work service delivery

１０
 practicesof
employee
participatio
n
Jolly Sahni(2021) Influence of Job Satisfaction This study It consists of the
employee has researchofemployee
Participation on , Administrative insufficient participation and
service delivery Commitment information moreabout thestudy.
moreabout
employee
participatio
n
George Amoako(2021) Influence of Entrepreneurship There is There is impact of
employee insufficient employee decision
Participation on Decision making making in
service delivery Considerati employee
on of participation.
Employee
employee
invlovement
decision
making

１１
2.4 Conceptual Framework

Independent Variable Dependent Variable

Service Delivery

Indirect Participation  Increased Customers

 Efficiency
 Workcouncils  Effectiveness
 Bargaining of agreements  Reliability
 Employees union

Financial Participation Schemes

 The reward system

 Performance Pays
 Profit Sharing

１２
Figure 2.4.1 Conceptual Framework

The above framework represents an interface between employee participation and service
delivery at Nairobi City County Water and Sewerage Service Company. In that the employee
participation was measured using direct participation, the indirect participation and also
financial participation of the personnel. Service Delivery within the service firm was measured
using increased customer satisfaction. Reduced complaints, reliability, efficiency and
effectiveness. The relationship between the study variables was restrained using a mixed
research methodology.

１３
 CHAPTER
THREE
3.0 Introduction
RESEARCHMETH
ODOLOGY
In this chapter it provides the details of the targeted population, research plan to use data sampling plan, how to
collect data and how to analyse the collected data. Research method to be used by a researcher is of great
importance. This is because other researchers and scholars consider the method that was used to define the
quality of qualitative reports(Kirkman)Poor research methods lead to poor research reports.
3.1 Research Design
A research design usually guides the conduct of the research study (Kothari,2020). This research adopted a
descriptive survey study design to systematically describe the effect of employee participation on service
delivery at Nairobi Water and Sewerage Services Company. This approach was adopted an in-depth exploration
of data on the nature of problem. Moreover the descriptive research design involves querying the selected
population about a certain issue and allows the researcher to collect information on the actual state of the
phenomenon at the time of the study. (Musungu & Nasong).

3.2 Target Population

Population is a whole group of individuals, events with similar observable characteristics (Kothari,2020). The
study was carried out among employees working in Nairobi Water and Sewerage Services Company. The
employees were carefully chosen since they have sufficient knowledge about employee participation and service
delivery within the organization. They consists of 240 employees at the company headquarters (NCWSSC,2021).

3.3 Sample Design

In sampling design describes how the sampling frame, sampling unit, sampling methods, sampling size of the
study. The sampling frame of the study will estimate the employees in the financial department .The sample will
involve respondents who will be selected from the staff or employees in these departments. The sampling unit of
the study will be in Nairobi County government in its headquarters.

3.4 Sample Size

According to Kothari (2020) a sampling frame represents the entire set of population or objects from which a
sample population was drawn from. The sampling frame for the study includes personnel working at
NCWSSC headquarters in Nairobi.

１４
Table 3.1 The Sampling Frame

Personnel Level Population Percentage

Executive Managers 25 20%
Middle Managers 95 32%
Subordinate Staff 120 48%
Total 240 100%

Table 3.2 The Sample Size

Personnel Level Population Percentage

Executive Managers 34 30%
Middle Managers 56 25%
Subordinate Staff 150 45%
Total 240 100%

3.5 Data Collection Instruments

The study depend on on both primary and secondary data. The study operated a questionnaire to collect primary
data (Appendix II) In that the questionnaire was appropriate for this studysince it gives respondents an
opportunity to express their views more objectively (Kothari,2021). Moreover, secondary data was obtained
from periodicals, other materials available as well from the library and journals.

3.6. Validity Tests.

It refers to the extent to which differences are found within a measuring instrument reflect true differences
among those tested (Kothari,2021). In order to ensure there is a high level of content validity, comments by
supervisors who are experts that incorporate to changes made accordingly into the final questionnaire version.
The study further shows face validity by ensuring that all the study objectives were put into considerations in the
main research instrument.

3.7 Reliability test

According to Sekaran and Bougie (2021), reliability is the degree to which an assessment tool produces stable
and consistent results. This means that the extent to which results are consistent overtime. The research
instrument is shown to be reliable when the results of a study can be reproduced under a similar methodology.
Moreso,

１５
Cronbach’s alpha was used to test for internal reliability of each variable used in the study. Cronbach’s alpha values
range from 0 to 1. Where the computed alpha coefficient was greater than 0.70, then it was considered as an
acceptable level of internal reliability (Bryman)

3.8 Data Analysis

The studywill implement the use of statistical package of data analysis. Descriptive statistics will include the
following mean, standard deviation, and frequencies.

3.9 Ethical Considerations

On this research, the proposal was presented to the supervisors for academic approval. Permission to do research
was sought from department public policy and administration of Zetech University The researcher also
interrogated the research assistants to ensure they are aware of the ethical guidelines within the organization.
They also prepared an introduction letter that was presented to the respondents during the data collection process
this is to ensure that they are aware of their rights to confidentiality and willingness to participate in the
research. Lastly, this assured the respondents that the research is purely for academic purpose.

１６
 CHAPTER FOUR
RESEARCH FINDINGS AND DISCUSSION
4.1 Introduction
Chapter four of the study presents the results of the analysis. This chapter was grouped into the demographic
information, the descriptive statistics and the content of analysis section.
4.2 Presentation of Research Findings
The researcher issued 40 questionnaires to the respondents and these were the results
4.2.1 Response rate

4.2.2 Table
4.1 Response
Rate
Respondents Age Frequency Percentage
18-25 2 10%
26-30 6 30%
31-35 2 10%
36-40 1 5%
41-45 1 5%
46-50 7 35%
51 and above 1 5%

Figure 4.1 Response Rate

１７
 Response Rate

5% 10%

35%
30%

5%
5% 10%

18-25 26-30 31-35 36-40 41-45 46-50 51 and above

From the analysis of the findings, it was found out that most participant in the study are between 46 and 50 years of age
with rating of 35%.

１７
4.2.3

Age of Respondents
Table 4.1 Age of
Respondents
Age Frequency Percentage
Below 25 years 5 2.5%
25-35 years 60 60.4%
36 and above 40 37.1%
Total 105 100.0%

The results of this study on table 4.1 above indicates that the majority of the respondents 60.4% were between the age
25-35 years,37.1% were of the age 36 and above while only 2.5% of the respondents were below 25 years of age. The
findings show that the respondents were people who were relatively advanced in age as the lay above 36years.

4.2.3 Genderof
Respondents Table 4.2
Gender of respondents.
Sex Frequency Percentage
Male 42 31.9%
Female 66 68.1%

Total 108 100.0%

The findings of the research indicated that the majority of the respondents 68.1% were female while 31.9% were the
male respondents.

4.2.4 Education Level of Respondents

The results of the study on figure 4.2 indicated that 64.1% were graduate level students 23.4% were diploma level
students while only 12.5% of the respondents were postgraduate students.

１８
Figure 4.2 Education Level of Respondents
The researcher required to find out the highest achieved education level of the respondents(64.1%)of the respondents
who were majority had attained a bachelors degree on the other hand (23.4%) of the respondents had attained a
masters degree (10.9%)had attained PHD,while less than 1.6% had attained a diploma as the highest attained level of
education.

１８
 Education Level

10.9% 1.6%

23.4%

64.1%

Degree Masters PHD Diploma

From the findings,the respondents were well informed that the majority had attained higher education hence were
informed individuals , would make rational decisions in terms of being accurate in answering the research questions as
they were well versed with the environment within an organization operated in.

１９
Figure 4.3 The Education Level Table
Education Level Frequency Percentage
Diploma 6 30 %
Degree 11 55 %
Master 2 10 %
PHD 1 5%

4.2.5 Influence of Direct Participation on Service Delivery

According to the findings the 65% employees agreed that direct participation influences service delivery in which
has led to effective run of the organization while the 35%employees disagreed to the effect of direct participation on
service delivery.
Figure 4.2.5

Yes No

4.2.6 The Influence of Indirect Participation on Service Delivery

According to the research 12% of the people strongly agreed that indirect participation usually influence service
delivery which is a good response,38% agreed that use of indirect participation will impact on service delivery in the
organization in which it has led to effective run of the organization while 26% strongly disagreed with a reason that
indirect participation will influence service delivery,12% were neutral because they were new members and they had
not familiarize themselves.

２０
Figure 4.2
40%

35%

30%

25%

20%

15%

10%

5%

0%
Strongly agree Agree Strongly disagree Disagree Neutral
4.2.7 Experience of Respondents
Findings of this research shown on figure 4.3 indicated that 47% of the respondents were between 5-9 years o
experience,33% of the respondents had less than 5 years of experience,14% of the respondents were between 10-15
years of experience while only 6% were over 15years of experience.

Figure 4.3 Years of Personnel Experience

Years of
Experience

Less than 5years 5-9 years 10-15 years Over 15 years

4.2.8 Influence of Financial Participation on Service Delivery

According to the findings the 55 % employees agreed that financial participation influences service delivery in
２１
which has led to effective run of the organization while the 45%employees disagreed to the effect of financial
participation on service delivery.

２１
Figure 4.4

Financial Participation

Yes No

２２
 CHAPTER FIVE
5.1 Introduction SUMMARY CONCLUSIONS AND RECOMMENDATIONS
This following chapter showcases the conclusive summary which includes various approvals of the research work on
the different factors that encourage employee participation in reference to maters service delivery within NCWSC.
This is evident due to the analysis and presentation of data in the previous chapters in consideration of the different
inferences made and deduction as a result of the data collected. It is important to note that various conclusions have
been arrived at based on different the information datasets that has been assembled and recommendations for
improving service delivery within the Nairobi City Water and Sewerage Company as well as for further research.
5.2 Summary
The research work has been able to get sufficient and concrete response from varying data collection sources and this
has helped in ensuring that we are able to achieve the target objective of this research work. The respondents were
employees from Nairobi City Water and Sewerage Company. Majority and the data collected showed that it will
greatly influence the level of employee participation in the workplace and influence overall service delivery. The
respondents has agreed that there has been increased responsiveness within the organization. The majority of the
respondents also agreed there is increased efficiency within the firm. Respondents also strongly agreed that
employee participation has also enhanced customer satisfaction within the organization.
5.3 Conclusions
The findings of the study indicated there is a significant association between employee participation and service
delivery. The findings established a strong positive association between direct participation through; the delegation of
work duty; participating in decision making , setting up of individual goals hence they contributed to optimistic
increase in service delivery. The findings of the study also indicated there is a weak negative influence of indirect
participation and financial participation with the service delivery within the organization. The study shows that the
management should seek to enhance the adoption of indirect participation elements such as work unions and collective
bargaining agreements as tool of supporting better service delivery. However, the organization should also adapt
financial based recompences systems as tools of enhancing service delivery within the organizations.
5.4 Recommendations
The study acclaims employees to be assigned authority in their tasks receive reward in ease of successful service
delivery. Suggestion systems should also be established and individual employees should be accepted to participate in
cases related to their organizational unit beyond their tasks. When they suggest useful proposals, a proportionate
reward should be given to them. After they mature and enjoy the necessary skills to take part in affairs, they should be
gradually allowed to plan and make choices in related issues. To motivate team-working and improve team
performance, rewards should be changed from individual orientation towards group performance. The study also
recommends that adoption of performance based pay systems would enhance institution performance.
Correspondingly, adoption of profit sharing systems would enhance effectiveness which would translate to improved
service delivery.
Employee participation must be likely not only in decision making, but in goal setting process.Infact organizations
which enjoy empowered employees allow team work to identify their operational goals and participate in defining
strategic objective. Sharing in decision rules and the goal setting process with employees, making the goals very
specific and providing clear, frequent and consistent feedback regarding goal achievement to reduce uncertainty about
management expectations; will be instrumental in supporting positive service delivery. The study also commends that
the organization should enhance the capacity of work unions and work councils in participative decision making
２３
within the firm. The company should additionally foster the implementation of performance contracts and collective
bargaining agreements as tools of enhancing service delivery.
5.5 Suggestions for Further Research
The study should be replicated in a larger scope such as:
i) Employee participation and organization performance within state corporations.
ii) Employee involvement and service delivery within devolved units in Kenya

２３
 REFERENCES

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２５
 APPENDIX

Appendix1: Questionnaires

Hello respondents. My name is Christine Muthoni and I am undertaking my academic research

on influence of employee participation on service delivery ,a case of Nairobi City Water and
Sewerage Company which is your employer. I have attached some questionnaires and it is
my humble request that you respond to them. I am promising you that your response will be
confidential and will not lead to any of you being summoned by your employer.

PART A: PERSONAL INFORMATION

1. Age of employees
(A) 20-25 years ()

(B) 25-30years {)

(C) 30-35years {)

(D) 35-40years {}

(E) 40year and above{}

2. Gender

(A) Male

(B) Female

3. Education Level

(A) KCSE certificate Holder

２６
(B) Bachelor's Degree Holder

(C) Master's Degree Holder

(D) Ph.D. Holder

２６
 4. Job
Experience
(A)Below 5years
(B) 10 Years

(C) 15years

(D) 20years

(D) Over 20years

5. Marital status

(A) Married

(B) Single Divorced

PART B: TRAINING

1 Is there any form of training provided for you by Nairobi City Water and Sewerage
Company?

A) Strongly agree

B) Agree

(C) Disagree
(D)Stronglydisagree
(E) Don't know

2. If in case there are some training within your organizations, state

them (A).

(B).
２７
 3. Do you think that when given promotions it can increase your productivity?

(A) Agree

(B) Strongly agree

(C) Disagree

(D) Strongly disagree

(E) Don't know.

PART D: SALARY INCREMENT

1. Since you joined the organization have you received a salary increment?
A (Yes)

(B) No

2. If there is a salary increment, what was the rate?

(A) 2%

(B) 3%

(C) 4%

(D) 6%

3. Do you feel salary increments can motivate you to give your best?
(A) Agree

(B) Don't Agree

２８
(C) Disagree

２８
(D) Don't Know.

4. Are
there other forms of motivation you receive in your organization? Are they
monetary?

(A) Monetary

(B) Non-Monetary

Appendix 2: Budget of the study

1 Proposal Writing 650

2 Printing and Binding 650

3 Typing and Printing Questionnaires 700

4 Transport Cost 1000

5 Printing and Binding 600

6 Miscellaneous Expenses 1500

Total Expenses 5000

２９