Influences of Knowledge Management Processes on Employee Performance in Food Manufacturing Firms in Kenya
DOI:
https://doi.org/10.70619/vol5iss1pp1-22Keywords:
Knowledge management; Knowledge management processes, employee performanceAbstract
This research aimed to assess the influences of knowledge management processes on employee performance in food manufacturing firms in Kenya; and decomposed processes into three constructs of knowledge creation, sharing and application. The study adopted post-positivism philosophy and used explanatory research design with stratified proportionate sampling technique. A sample of 384 respondents from a target population of about 12,643 employees from 60 food manufacturing firms was obtained using Fisher’s (1991) formula. A 5-point Likert scale questionnaire was used to collect primary data - quantitative and qualitative, which underwent descriptive and inferential analyses. The study findings revealed that knowledge management processes had a positive and significant relationship with employee performance as tcal=15.184>tcrit=1.96 at p=0.000. Thus, null hypothesis that knowledge management processes have no significant influence on employee performance was rejected; with regression outcome of β=0.676, p=0.000 indicating that a unit enhancement in knowledge management processes results in employee performance enhancement by similar units in the same direction. The study concluded that knowledge management processes influence employee performance. Industry management should ensure continuous needs assessment on knowledge management processes, for continued suitability to support knowledge management system and facilitate employee performance.
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