European Journal of Business and Management Research

The Role of Performance Measurement in Enhancing Employee Performance: Evidence from Kenyan State Corporations

Samuel K. Partoip — 2025-04-20

Over the past two decades, employee performance has been a central focus of public sector reforms in Kenya. In 2003, the government recognized that poor performance in central government and state agencies was hindering economic growth. Public sector employees in Kenya faced low productivity and weak performance linkages, with only 35.4% of man-hours utilized productively. Despite the introduction of performance management practices in state corporations, their effectiveness remains unclear. Existing studies focused on private sector while others limited data collection to single organizations. This study examined the influence of performance measurement on employee performance in Kenyan state corporations. A cross-sectional survey design was employed, incorporating both quantitative and qualitative approaches, and triangulated with secondary data. A list of 170 state corporations constituted the sampling frame while stratified sampling technique was used to sample of 119 respondents. Primary data was collected using a semi-structured questionnaire while secondary data was collected using data collection sheets. Data analysis was carried out using descriptive and inferential statistics. Regression analysis revealed a positive and significant relationship between performance measurement and employee performance. The findings highlighted the importance of structured performance measurement process, particularly the use of performance evaluation carried out in meetings where dialogue between the managers and employees is encouraged.

Probing the Nature of Inferential Decisions: Fine-Tuning the False Negative Error [β-Risk%]

Moncef Belhadjali — 2025-04-21

In our experiential-milieu, the False Positive Error [FPE] is the ubiquitous choice used to profile and understand the results of inferential analyses. Rarely, are the False Negative Error [FNE] and its ancestral-derivative: The β-Risk% invited into the Analytical conversation to offer an enrichment of the scope of the inferential-intel used to inform the Decision-Making process. This seems to be the case because usually the FPE-intel is generated from a p-value that effectively is the only inference-intel used by the Analyst. The other FPE-inference-intel derives from Sir R. A. Fisher who suggested that adequate statistical-intel is best created by fixing an a prior specified FPE[α] that marks a Point along the Probability-abscissa forming a binary-partition: A H_o− Non-rejection-zone & H_a− acceptance-zone. This binary-partition invites a What-If-conjecture called the β-Risk% that the p-value inferential-model does not “naturally” facilitate. In practice, we have noticed that the conjectural-feature of creating the β-Risk% has resulted in confusion and invites Gaming of the β-Risk%-intel. We offer a β-Risk%-protocol that, if followed, will enhance the overall decision-impact by partnering the FPE with the FNE. Additionally, in addressing computing the β-Risk%, we offer a discussion of two probability contexts: (i) the population standard deviation σPop is discernable, and (ii) the σPop may be computed. In addition, to facilitate using these ideas in creating inferential-intel, we have programmed these two β-Risk% contexts as stand-alone VBA-Excel Open-access Platforms.

Investment Analysis in Utilizing Carbide Waste as a Material for Making Bricks

Christian — 2025-04-18

The production of acetylene gas uses the main material calcium carbide (CaC₂) and water (H₂O). The production results in acetylene gas and carbide residue waste. Carbide residue waste is classified as Hazardous and Toxic Material waste and must be sent to a third party with permission to process and utilize the waste. Routine deliveries to third parties are a cost that reduces PT X’s profit. PT X decided to develop a plan to utilize the carbide residue waste internally to reduce waste management costs. Research and studies were conducted to analyze and calculate the feasibility of this project. The primary challenge in implementing this project is assessing the market opportunity, which requires a comprehensive analysis included in the investment analysis section using methodologies such as the business model canvas, Porter’s five forces, capital budgeting analysis, sensitivity analysis, scenario analysis, and Monte Carlo simulation to determine economic feasibility. The research identified an investment project with a Net Present Value (NPV) of IDR 4,665,679,514 and an Internal Rate of Return (IRR) of 23.06% with Payback Period 9.16 years. Sensitivity analysis revealed that the price per unit realization is the most sensitive factor, causing the NPV to turn negative with a swing change of−20%. Scenario analysis showed an NPV of IDR 8,773,737,112 in the worst scenario and IDR 35,822,888,544 in the best scenario, while Monte Carlo simulation indicated a probability of NPV < 0 of 33.43% and NPV > 0 of 66.57%. The investment project analysis results demonstrate the feasibility of implementing this project for the company, with positive economic indicators and reduced waste management costs.

Lean Sigma DMAIC Methodology to Improve the Well Service Cycle Time on Oil Wells Produced using Sucker Rod Pumps to Minimize Lost Production Opportunities

Anang Arie Kuncoro — 2025-04-29

Several factors that cause oil wells to go off-production can be due to artificial lift failure such as leaking tubing, downhole pump problems, paraffin or scale that inhibits fluid flow, parted sucker rods, etc. To revive wells that are off-production, well service work using a rig is required. Pendopo is one of Indonesia’s oldest oil and gas fields, discovered in 1912. From 2021 to 2023, 439 well service operations led to a loss of 124,983.67 barrels of oil production potential, equating to a revenue loss of USD 10,390,215.13. One of the issues contributing to high Lost Production Opportunities (LPO) is waiting time. Wells when experiencing problems cannot be immediately serviced using rigs because of the limited number of rigs and the length of the service cycle time in each well. This study aims to propose a strategy to improve the well service business process by shortening well service cycle time and reducing the waiting time for wells that are off-production to be reactivated. To achieve this goal, the Lean Sigma DMAIC method is used as a framework to define and measure the problem, identify the root cause of the problem, find alternative solutions, develop an improvement plan, and control the implementation. The analysis results indicate that well service operations can be simplified by combining several steps through the application of various innovations. Simplifying work steps can reduce the operation cycle time by about 20 hours per well or 16.5% of the current standard cycle time for well service using rigs. The opportunity to utilize a crane to replace a rig on certain jobs that meet the specified criteria has the potential to cut time significantly. This method might result in a cycle time reduction of 110 hours per well or 89% of the current standard cycle time with rig-based. The strategy of combining work process simplification and the use of crane-based as an alternative for well service can provide a shortening of cycle time which has an impact on reducing waiting time, reducing LPO, and will increase the company’s revenue.

Relationship between Intellectual Stimulation and Succession Management of Employees in the Public Sector in Kenya

Lydia Mark — 2025-04-15

Succession management has been a crucial strategic endeavor for monarchies, dictatorships, modern democracies, and governments since human societies and institutions began. The reason for succession management is that people holding different leadership positions will leave the organization at a specific point in time. There could be a lapse where the chosen successor is not well prepared to take over a higher position when necessary. A gap may exist where the designated successor may not be appropriately trained and ready to assume power when needed. The Kenyan Public Sector has been experiencing succession management issues that need to be resolved. The study investigated whether there is a connection between intellectual stimulation and succession management of staff working in the Kenyan public sector. Full Range Leadership theory was used to guide the study. In Kenya, twenty-two ministries represent the public sector hence they formed the basis for the study. Different Public Service Commission reports indicated that the sector is grappling with succession management challenges which affects the quality of service being offered to Kenyan citizens. Using a descriptive research design, the researcher integrated both qualitative and quantitative approaches to collect and analyze data. Out of 597 senior directors and human resource managers who constituted the sampling frame, the researcher purposively chose a sample size of 240. The researcher distributed 240 questionnaires to the respondents to collect data. With the use of an interview guide, the researcher interviewed human resource managers. The descriptive analysis results revealed that the respondents were neutral to the statements regarding intellectual stimulation Correlation analysis was performed to demonstrate the direction and strength of the association between the variables. The results showed that intellectual stimulation has a strong positive relationship with succession management. Analysis of Variance results indicated that intellectual stimulation significantly and positively predicts effective succession management.