Effect of organization culture on employee burnout in the banking industry in Nairobi County, Kenya
Date
2025
Authors
Kagose, E.
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Volume Title
Publisher
Strathmore University
Abstract
Burnout is prevalent in the workplace in varying degrees across nations, sectors, or categories of employees. In Kenya, past studies on employee burnout report a prevalence of 62% in the banking industry. Given that banking plays a significant role in the national economy, it is imperative for commercial banks to develop and implement strategies to reduce this burnout. Global evidence suggests there is a role for organizational culture on burnout among bank employees. Yet, research on this relationship in Kenya’s banking sector remains scarce. Therefore, this research investigated effect of organization culture on employee burnout in the banking industry in Nairobi County, Kenya. Its specific objectives were to: analyse market culture effect on employee burnout in the banking industry in Nairobi County; examine clan culture effect on employee burnout in the banking industry in Nairobi County; determine hierarchy culture effect on employee burnout in the banking industry in Nairobi County; and assessing adhocracy culture influence on employee burnout in the banking industry in Nairobi County. The study was underpinned on competing values framework theory and job demands-resources theory. A positivist research philosophy that integrated descriptive cross-sectional research design was adopted. Out of a population of 12,882 clerical staff around the country, the target population of the study was 271 clerical staff in headquarters of commercial banks in Nairobi County. Using a sample size determination formula, 161 participants were decided as the sample size. A structured questionnaire adapted from previous studies was administered to respondents after a pilot study and confirming its validity and reliability. Both drop and pick later method and online Google forms modes of administration were used. The data was analysed descriptively first and thereafter followed by inferential statistical analysis by way of the Pearson (r) correlation and multiple linear regression using the statistical package for the social sciences. The findings were captured in tables and supported by interpretation and discussions. The findings revealed that the four organizational culture types explained 17.4% of change in employee burnout and this was statistically significant. The coefficients indicated that market culture, adhocracy culture, and hierarchy culture did not have any relationship with employee burnout. On the other hand, the study found that clan culture had a negative and significant effect on employee burnout implying that increasing clan culture practice would reduce burnout among clerical staff. The study concludes that clan culture has a positive outcome for employee burnout. Market culture, hierarchy culture, and adhocracy culture did not have any outcomes on employee burnout among clerical staff. The study recommends that the government, through the Central Bank of Kenya, the government can support initiatives aimed to promote wellness in the sector such funding for counseling and treatment centers for mental health issues. The study recommends for top management in banks to promote the tenets of clan culture into their company’s vision, mission, and core values. This can be achieved by creating initiatives in the organization that recognize and award team work and collaboration among employees.
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Citation
Kagose, E. (2025). Effect of organization culture on employee burnout in the banking industry in Nairobi County, Kenya [Strathmore University]. http://hdl.handle.net/11071/15987