Abstract:
The phrase "organizational structure" describes the methodical division of a company's
many divisions and activities. It discusses how businesses set up their management
structures and how workers are expected to fulfill the many requirements put on them.
Local studies on the relationship between organizational structure and productivity
have produced a range of results. Therefore, further study is required in these areas to
fill up the gaps. In the Narok County Government, the study's stated objectives were to
"examine the effect of organizational structure complexity on employee productivity;
establish the effect of characteristics of the organization general framework; and
determine the effect of organizational structural centralization." The foundation of this
study was the Theory of Fairness and the Goal Theory. For this examination, a
descriptive research methodology was used. The poll included all 5,345 members of
the Narok County Government staff. From the whole population, 372 people were
chosen at random and interviewed. Primary data were gathered using questionnaires,
while secondary data came from existing organizational records. The County
Executives, senior officials, and board members are all county residents. A pilot study
was conducted to make sure the instrument's validity and reliability. The data were
examined using descriptive and inferential statistics. The data were processed and
analyzed using SPSS Version 26.0, and descriptive analysis was performed to compute
the means, frequencies, and percentages as well as linear regression to establish the
relationship between the two sets of variables (structural complexity, structural
formalization, structural centralization and employee performance). The results showed
that respondents mostly agreed on all issues. This shows that the structural complexity
of the Narok county government's organizational structure is insufficient. Regression
and correlation analysis support the conclusions even more. Structure centralization and
employee performance (r =.585**, p =.000), structural complexity and employee
performance (r =.232**, p =.000), and structure formalization (r =.236**, p =.000) all
showed statistically significant associations. As a result, since the estimated F values
were higher than the critical F values, all three of the null hypotheses (F (0.05, 1,268)
= 15.784, F (0.05, 1,268) = 3.873, and F (0.05, 1,268) = 15.181) were rejected. It has
been shown that elements including the complexity, formalization, and centralization
of the county government's institutions all have an impact on employee performance.
The combined effect of the three factors on county government worker productivity is
statistically significant (R = 0.604, R square of 0.365, F = 50.874, p 0.0001). We infer
that organizational structure and productivity are statistically significantly related. On
the other hand, structural centralization has a bigger effect on productivity. The study
advises organizations to better understand and modify their organizational structure in
order to motivate employees to put forth effort and enhance their performance.
