Background of the Study

The dynamism in competitive environment at this century keeps on shifting this is precipitated by internal and external factors; this has forced managers from time to time to establish strategies that can propel them above competitors. However, it’s imperative to acknowledge that success and failure of businesses depends on the employees. Employees represent all human abilities regardless of their inherent attributes and they symbolize the human capital aspect of all organizations. Their value may be enhanced by appropriate advances [1]. According to Epiphang et al. [2], an organization's success depends on how well its personnel perform.

The current state of the hotel sector is one of rising competitiveness, which necessitates efficient operational decision-making procedures based on adequate performance information. Respectively managers concentrate on financial factors as means of increasing performance of employees, for this reason the researcher will be interested to depict that employee performance not only depends on capturing financial facets but also capturing non-financial facets such as employee welfare programs. 

On a global front, Jaworski [3] opines that profitability of the hotels in the United Kingdom depends on the employee performance in offering quality services to customers. According to Alfandi [4], employee productivity impacts a hotel's profitability, sales and market position; as a result, a four-star hotel in Jordan's success or failure largely depends on the quality of the services offered by hotel staff.

Regionally, Ahmad and Shahzad [5] on employee performance study on Government and Privately owned hotels in Eritrea concluded that employee performance is considered as the product of many factors that could normally have impact on the working behavior of employees such as motivation, leadership, training, work condition and compensation. Ukunda and Ukpere established that employee performance is influenced by several factors, fast food restaurants in cape town metropolis experience inadequate employee performance due to lack of training which results in staff turnover and threatens quality standards. Locally, Aarakit et al. [6] claimed that because banks are a service industry, the sector's performance is heavily reliant on staff productivity.

Employee Welfare Programs

The literature cited above illustrates how crucial employees are to a company. According to the human resource concept, managing employees well will increase return on investment and help the corporation achieve its goals [7]. Employees are not robots they are influenced both psychologically and emotionally thereof, finance only will not make an employee happy the need to provide something extra to complement salary arises inform of employee welfare programs. 

Employee welfare is described as anything done to improve an employee's comfort, whether it be intellectual or social, above and beyond the salaries received and outside of what is required by the industry [8]. Today, it is nearly difficult to run a business without offering a basic set of benefits for the wellbeing of your employees. According to Roelofsen [9], employee welfare is a dynamic notion that can boost an organization's productivity, hence considering it is crucial for corporate operations to function smoothly. Reduced productivity is caused by low living standards, ill health, a lack of housing and education, inadequate transportation to and from work and unfavorable working circumstances.

Welfare programs are designed to make employees comfortable, which improves employee motivation and performance as well as their participation in various businesses. In Kenya's hotel industry, work performance was found to be favourably impacted by welfare activities, according to Epiphang et al. [2]. This was demonstrated by improved performance traits such accountability, meeting performance goals, loyalty to the firm, assiduity, strong interpersonal communication and self-motivation to finish assignments. 

There are two types of employee welfare: statutory welfare and non-statutory welfare [10]. Organizations must comply with the regulations controlling employee health and safety by implementing statutory systems. Employers decide for themselves to take part in voluntary welfare programs and non-statutory programs differ from organization to organization and from industry to industry.

The current research focuses on intra mural facilities. Companies and businesses have several types of employee welfare initiatives. All industrial fatigue-related operations, as well as safety precautions for employees including adequate lighting and office layout, are given inside the company's perimeter [11]. The employer provides additional amenities to the employee outside of the office, such as transportation services, health and medical care, housing accommodations and educational facilities. The present study concentrated on intra-mural facilities like uniforms, nurseries and rest rooms.

Overtime literature on employee welfare programs has established evidence that intra mural facilities influence employee performance. Studies conducted at global, Regional and local level depicted positive correlation [10,12].

Performance of Employees

Employee performance is the result of making the necessary effort on the job and engaging in meaningful work. According to Fielman, an employee's performance includes elements like their core task behavior, which includes their essential responsibilities and their citizenship behavior, which includes extraneous behaviors they may engage in outside of their core responsibilities.

Employees are the force that drives a company forward, success or failure of any business depends on the employees in the organization. Employee performance is essential for any organization because organization successfulness is dependent on creativity, innovation and commitment shown by its employees. Vosloban “regarding employee performance and business expansion It is generally acknowledged that employee performance has a key impact in the company's growth and performance on related emerging markets and that employee performance is important to any company”.

Abashah et al. [13] alluded that manufacturing sector in Penang Malaysia contributes highly to the GDP of the country, in order to retain that they have to focus on employee performance to sustain contribution to the country’s GDP. Performance of employees is vital as it helps determine whether the organization is utilizing fully the skills and competencies of the employees.

Employees are one of the most important resources for hotels, according to Kelidbari et al. [14] study on the Eritrean hotel business. Because the hospitality sector requires a lot of human resources, hotels must place a strong emphasis on employee performance and implement the necessary measures to improve it. According to Mogaka, an organization's bottom line and overall performance are impacted by employee performance.

The majority of managers in organisations may find it difficult to evaluate employee performance, even if there are various ways to do so. The job that needs to be done, where it needs to be done, how it needs to be done and the results that are expected of this performance are the four primary components Edgar and Geare considered when managing employee performance. The effectiveness, quality and quantity of an employee's work during a certain time period can all be assessed by taking a look at the rates of performance, which is the method by which the evaluator raises the employee's productivity [15].

As proposed by earlier research, the current study used the aspects of work quality, work quantity and work efficiency to quantify employee performance. Work quantity is the amount of work completed by an employee within a given time frame; work quality is the worth of the work supplied by the employee; work efficiency is the capacity to complete tasks with the least amount of lost time; and performance competency. Various Authors have regarded work quantity, work quality and work efficiency as general principal technique to measure performance of employees.

Five Star Hotels in Nairobi

Since the second half of the 20th century, the hospitality business, in especially the hotel sector, has been acknowledged as a significant and quickly expanding component of the global economy. The sector includes restaurants, motels and other lodgings. The hotel business is one of the tourism sector's subsectors that is expected to contribute to Kenya Vision 2030's predicted 10 percent annual economic growth, therefore it cannot be disregarded from a local to a global perspective. With more than 2.9 trillion USD in direct yearly support, the travel and tourism sector are one of the largest and fastest-growing segments of the global economy. One of the key economic pillars in Kenya is tourism, which generates 1.57 billion dollars in foreign exchange revenues and 1.1 million jobs.

According to Ayele and Obonyo, one of the industries included in Kenya's hospitality sector is the hotel industry, which includes establishments with one star, three stars, four stars and five stars among others. The various hotel star classes offer a variety of services to suit a range of clientele. Not only from a Kenyan perspective but also from a worldwide one that divides client needs and wants, hotels are categorized. In order to categorize hotels according to their quality, hotel ratings are utilized. In five-star hotels, visitors can take use of a wide range of amenities and thorough or highly individualized services. “The current study focused on the four five-star hotels in Nairobi City County. Eight five-star hotels, including the Villa Rosa Kaminski, Sankara Nairobi, Hemingways Nairobi, Sarova Stanley, Fairmont the Norfolk, Tribe hotel, Dusit D2 and Radisson Blue hotel, are currently located in Nairobi City County”.

The competitive setting of the industry has increased overtime with international hotels opening up in Kenya to also reap the profits presented; this in turn has drastically increased competition in the industry. Competition both from local and international hotels has forced managers to prescribe human resource policies that can afford them competitive advantage such as welfare programs. Insofar as employees provide services to guests, the hotel industry is fundamentally founded on human elements. According to Kariru et al., firms must offer welfare programs to their workers who make them content and happy with their jobs; this strategy promotes corporate success and results in the retention of skilled workers in the Kenyan hospitality sector.

When it comes to work schedules and rewards, the hospitality industry in Kenya is typically defined by unpleasant working conditions. “This explains why staff members are frequently hired for a short period of time, which has a negative impact on employee performance and satisfaction”. The hotel industry in Kenya faces a number of workforce-related problems, including high absenteeism rates, low employee morale and a high staff turnover rate.

Theoretical Review

This research was informed by the Herzberg two factor theory and the functional theory of labor welfare.

Fredrick Herzberg asserted that there are two factors that affect employee performance at work in his two-factor theory. Both things that contribute to job satisfaction and are generally viewed as motivators as well as those that do not and are frequently viewed as hygiene considerations are strikingly unconnected to one another. Employment satisfaction is largely influenced by accomplishments, recognition, responsibility and career advancement but job dissatisfiers include elements like working conditions, compensation, relationships with coworkers, administration policies and supervision that make employees unhappy.

Hackman and Oldham split the two variables into motivators and hygienic variables. Work-related challenges, an environment that supports decision-making, responsibilities, acknowledgement of one's efforts and a sense of belonging are among the motivators that can lead to positive pleasure. While the hygiene components are tied to employee wellbeing as a reward, they also include things like paid time off, insurance, pleasant working environment, fringe perks and job stability.

According to Herzberg, satisfiers (motivators) and dissatisfiers (hygiene factors) must be balanced in order to achieve job satisfaction at the workplace. this is because employees could be happy with some aspects of their work but unhappy with others. It is clear that employees have expectations in their place of employment and these expectations have a role in how well they perform. This theory is relevant to the study because it makes it easy to comprehend how to balance and complement the two aspects by explaining the relationships between satisfiers and dissatisfiers. Furthermore, the theory explains how employees' happiness and dissatisfaction affect their performance, supporting the dependent variable indicators of work quality, quantity and efficiency. Several scholars have used this theory in attempt to establish how these factors can influence employees in turn affecting performance and satisfaction. 

According to a study on the application of Herzberg's two factor theory to job satisfaction in clinical laboratories in Omani hospitals, the hospital management must pay close attention to hygiene factors to prevent job dissatisfaction and simultaneously provide motivators within the working environment to achieve job satisfaction [16]. In an attempt to understand how the two-component theory of motivation affects satisfaction, Sanjeer found that in practice, managers heavily exploit the motivational elements to raise employees' levels of job satisfaction while assuring satisfaction levels with the hygienic factors.

Hygiene factors have a good impact on job satisfaction; however, motivators have a negative effect because job happiness is not statistically dependent on motivators, according to studies on the Herzberg theory of motivation and job satisfaction in the hotel industry of developing countries. Ikolo examined the variables influencing the job satisfaction of librarians and information science educators in South Nigeria. The instructors attacked both the work environment as a hygiene element and recognition as a motivator. The study's findings supported Herzberg's assertion that workers could be content with some parts of their jobs while being dissatisfied with others by demonstrating that not all motivational factors and hygiene considerations contributed to job satisfaction.

Njue and Mbataru found that the factors that lead to the most dissatisfaction among people are leadership, working conditions, training and teamwork, all of which can have either positive or negative effects on job satisfaction. Their study focused on the factors that influence employee job satisfaction in Kenya's parliamentary joint services. In contrast, the factors that produce the highest levels of satisfaction among employees are house allowance, medical mortgage and car loan.

The above literature depicts the essence of this theory in establishing factors affecting employees leading to low or high performance in an organization however, this theory fails to acknowledge that employees being emotional beings can be influenced by other factors which are external, not easy to manipulate and unpredictable.

Functional Theory of Labour Welfare 

Manju and Mishra proposed the functional theory of labor as a means of comprehending how labor productivity and efficiency may be increased. According to this theory, welfare can be used to protect, maintain and increase labor's productivity and efficiency. If businesses are concerned about their employees' welfare, workers are more likely to be productive. According to the functional theory of labor welfare, welfare facilities are supplied in an organization to increase worker productivity. If employees are fed well, dressed appropriately, treated with kindness and have agreeable working conditions, they will perform their jobs more effectively.

According to this hypothesis , welfare occupations can preserve, secure and develop labor productivity since they will result in higher output from employees. Additionally, when family members are taken care of, employees are more at ease, which helps them focus on their work without interruptions. Implementing intra-mural and extra-mural labor welfare programs or offering labor welfare programs both within and outside the hotel, is important. This idea is pertinent because it highlights the importance of always ensuring that employees' needs are met in the quest for improved employee performance, which informs this study. The extra- and intra-mural welfare facilities serve as the independent variables in this hypothesis. The idea was used in the study because welfare programs have an impact on how well workers perform in general. It goes without saying that happy employees work harder and are more productive when their employers treat them well. In an effort to shed light on how welfare programs can influence employees to perform better in their roles and responsibilities, several writers have conducted research using this approach.

Intra Mural Facilities and Performance of Employees 

A case study of the Turkish forest products industry's workforce contentment on research of the effect of downtime [17]. The study was based on in-person interviews with workers in the forest products industry. The study's 372 participants were all of the company's 3296 employees. Analysis of descriptive data was used in the study. The association between the variables was examined using the chi square test. According to the study's findings, company executives should place a high value on breaks to ensure that they have time to unwind. Places and facilities should be provided for the employee in order to make sure that they have the opportunity thereof increasing productivity of the employees. However, because the study was carried out in a foreign nation with different systems and cannot be repeated to fit the current study, which was carried out in Kenya, it cannot be said that intra mural facilities have a beneficial effect on employee performance.

The effectiveness of employee welfare facilities in the manufacturing sector with its headquarters in Adugodi was the subject of research by Nawaz. Data for the study was gathered via a questionnaire from a sample of 100 respondents. Percentages were used as descriptive statistics. Correlation was established using coefficient correlation and spearman’s rank correlation. Study findings indicated that in factors to do with amenities such as restrooms, washing rooms, toilets and other intra mural facilities employees indicated that they are happy with facilities. It was concluded that effectiveness of welfare facilities influences performance of employees. The study was based on manufacturing industry there is a huge possibility that it can be extended in other industries, the current study attempted to carry out research in the hotel industry.

Vijayarani and Suresh attempted to establish employees’ welfare measures towards productivity of Neyvelilignite corporations limited. A questionnaire was used to collect primary information. The sample size was 825 employees, with a target population of 16,509 employees. By using descriptive statistics, analysis was performed. Chi square and ANOVA were employed to investigate the relationship between variance and correlation. The study came to the conclusion that employee productivity will directly be impacted by intra-mural welfare facilities, however female employees are less satisfied with the entertainment center and childcare services supplied by the company. The latter is applied to unrelated groups to evaluate whether they share a common mean, making it challenging to determine the link between variables. The study used Chi Square and ANOVA. Multiple regression will be used in the current investigation to determine how the dependent and independent variables relate to one another.

A case study of India's Mysuru region was used in research on employee welfare initiatives and their impact on job satisfaction in the hotel industry. For the study, 50 people were selected. A questionnaire was used to collect the data. A descriptive study design was employed to describe the features of the variables. Factor analysis and correlation test were used for inferential statistics. It was established that intra mural facilities such as drinking water facility, restrooms, uniforms and canteen facilities are provided by the company this plays well with the employees as it boosts employee satisfaction. The findings correlated positive effect between intra mural facilities and employee satisfaction however, it’s imperative to note that satisfaction of employees gives rise to employee performance indicating that employee performance is an umbrella of employee satisfaction. The current study will therefor undertake to establish performance of employees.

In Ghana's Eastern region, research was done on the impact of welfare amenities on construction workers' productivity [13]. In Ghana's Eastern region, research was done on the impact of welfare amenities on construction workers' productivity [13]. To collect a sample of 100 respondents, the convenience sampling method was used. Data were gathered through a questionnaire. These comprised various descriptive and inferential statistics, such as the mean score, percentages, frequencies and chi square. According to the findings, 70% of rest areas lack amenities like food warmers and reclining chairs. This is significant since rest spaces are where employees go to decompress during breaks. There should be enough upholstered seats with backs in rest places. The presence of welfare amenities was found to increase construction employees' productivity and to benefit their physical, mental and emotional well-being. The following study will seek to replicate the above study but in a new organizational setting: Five-star hotels in Nairobi City County, Kenya. The research was focused on building construction.

Mbanga set out to investigate employee productivity and dependent care initiatives in Kenya's Nyeri County commercial banks. The primary tenets of the study were the role balancing, limits theory and spillover theory. The sample size for the study, which was 207 due to stratified random sampling, consisted of the 427 employees. Data were acquired using a semi-structured questionnaire. The descriptive research approach was used. The findings showed that employee performance was positively and statistically significantly impacted by dependent care programs. According to the study, the bank could offer staff daycare services and think about opening a lactation clinic for moms who are nursing their infants. These measures would increase employee dedication, morale and attention. The content of the aforementioned study was based on three theories: the boundaries theory, the role balance theory and spillover theory; however, these ideas were not relevant to the current investigation. Instead, the researcher built the study on the Functional Theory of Labor Welfare and Herzberg's Two-Factor Theory.

Akila [18] aimed to comprehend how work-life balance affects employee performance at the Kenya Ports Authority in Mombasa. 6474 employees were the target population for the descriptive study design. The sample contained 99 replies. Primary data was acquired using a questionnaire. Descriptive statistics were employed. The study used an ANOVA to find the correlation. According to the study's conclusions, lacking facilities for working moms to nurse their children decreased staff morale and enthusiasm to perform their duties. In addition, the absence of such facilities occasionally forces working mothers to forgo work and stay at home to care for their children, which hampered their performance [19]. The study used ANOVA model to determine correlation the number of residual or errors in case ANOVA usually are more than one making it difficult to establish how data differs from actual population or sample the current study employed multiple regression where the number of the error term is one [20].

Data Analysis and Presentation

The investigation produced a considerable amount of raw data that has to be appropriately reduced for additional analysis. Data analysis, according to Sekaran and Bougie, is the act of examining, purifying and altering data that has been gathered for study. Data was coded to facilitate statistical analysis of the raw data and SPSS was utilized by the researcher to do so.

The data were analyzed and summarized using descriptive statistics. For simpler comprehension and interpretations, the data was presented in tables, graphs and charts with the use of frequencies and percentages. A multiple regression model was used in the study's inferential statistics to find the correlation between the independent and dependent variables. According to Mugenda and Mugenda, a multiple regression model seeks to confirm if a group of variables collectively predicts a certain variable.

The Simple linear regression model will be as follows:

Y = β₀+β₁X₁+ε

where, Y is the dependent variable Performance of employees of Five Star Hotels in Nairobi City County, Kenya.

• β₀ is the regression coefficient/constant term

• β₁ and β₂ are the slopes of the regression equation/beta coefficient

• X₁ = Intra mural facilities

• ε = An error term (effect of additional dynamics not in the measurement errors in the dependent and the independent variables)

Mean (M) and Standard Deviation were used to present the findings of the quantitative data (SD). The sections below present the findings.

Intra Mural Facilities

The purpose of the study was to ascertain how the intra mural facilities affected the performance of the staff at five-star hotels in Nairobi City County, Kenya. The illustrative data are shown in Table 1.

The performance of employees of five-star hotels in Nairobi City County, Kenya, was found to be impacted by intra mural facilities, as shown by an aggregate of 4.13 and a standard deviation of 0.87 in Table 1. The results are in line with Nawaz's study, which looked at the effectiveness of employee welfare facilities in the manufacturing industry in Adugodi. The study's findings showed that when it comes to amenities like restrooms, washing stations, toilets and other intra-mural facilities, employees said they are satisfied with the facilities.

The respondents overwhelmingly agreed with the assertions that intra mural facilities are available to employees at all levels and that they are generally satisfied with the services provided (M = 4.61, SD = 0.39). This shows that the hotel had a very well effective way of implementing the intra mural facilities which improve their employee performance through providing the rest rooms, uniforms and Crèches. This is consistent with a study by Vijayarani and Suresh that sought to determine how employee welfare policies affected Neyvelilignite Corporations Limited productivity. The study found that, despite the fact that intra-mural welfare facilities directly affect employee productivity, female employees are less satisfied with the recreation center and daycare services provided by the corporation.

The respondents agreed that the hotel offers uniforms to employees (M = 4.08, SD = 0.92), restrooms are available for employees to use during breaks (M = 4.30, SD = 0.70), crèches are available within the hotel to care for employees with infants (M = 4.05, SD = 0.95) and uniforms are offered free of charge without deduction from salary (M = 4.12, SD = 0.88). This is consistent with Addy et al study's from 2021, which examined the effect of welfare amenities on workers' performance during building construction in Ghana's Eastern region. The study's findings showed that 70 percent of rest areas lacked items like food warmers and seats with backs, which is crucial because workers use rest areas to unwind during breaks.

The respondents (M = 3.21, SD = 1.79) indicated that the provided restrooms are comfortable to a modest extent. The results of a study by Mbanga that examined dependent care programs and employee performance in commercial banks in Nyeri County, Kenya and the findings showed that dependent care programs had a statistically significant and favorable effect on employee performance, are in conflict with the findings of the current study.

Employee Performance

The purpose of the study was to evaluate the productivity of staff members in five-star hotels in Kenya's Nairobi City County. Table 2 presents the findings.

As shown by an aggregate of 4.01 and a standard deviation of 0.99 in Table 2, the respondents gave more information about the performance of staff at five-star hotels in Nairobi City County, Kenya. The results are consistent with Fielman's assertion that employee performance includes elements like core task behavior, which includes an employee's fundamental responsibilities and citizenship behavior, which includes extra behaviors an employee may engage in outside of their core responsibilities. The results concur with Alfandi [4], who asserts that employee performance influences a hotel's productivity, earnings and sales. As a result, the success or failure of Jordan's four-star hotels is largely dependent on the services given by hotel staff.

Regression Analysis

The relationship between the dependent variable (employee performance) and the independent variables was estimated using regression analysis (intra mural facilities).

Table 1: Intra Mural Facilities 

Source: Researcher (2022)

Table 2: Employee Performance

Source: Researcher (2022)

Table 3: Model Summary

Source: Researcher (2022), ^aPredictors: (Constant), INTRAMURAL

Table 4: ANOVA Table

Source: Researcher (2022), ^aDependent Variable: PERFORMANCE, ^bPredictors: (Constant), INTRAMURAL

Table 5: Coefficients

Source: Researcher (2022), ^aDependent Variable: PERFORMANCE

Intramural Facilities and Employee Performance

Table 3 shows a model summary that details how well the regression line can account for all variations in the dependent variable. R, a metric for determining the degree of the correlation between dependent and independent variables, is represented by a positive factor of 0.389, indicating a positive correlation between the two groups of variables. R2, also known as the coefficient of determination, is a statistical indicator of how closely the data resemble the regression line that was fitted. The extent to which the performance of employees at five-star hotels in Nairobi City County, Kenya, was influenced by intramural amenities, is thus the variable that the model accounts for 0.152 (15.2%) of all the variation in response data.

Analysis of Variance

To determine whether the means of the variables were substantially different from one another, analysis of variance (ANOVA) was carried out. The findings are shown in Table 4.

The significance value was 0.000 which was less than the error margin of 0.05 at 5% significance level. Thus, it may be said that the model was important.

According to Table 5 findings, the performance of staff members at five-star hotels in Nairobi City County, Kenya, would be 1.197 when intra mural facilities are maintained at a constant level. The findings also demonstrate that when intra mural facilities are raised by one unit, the performance of staff at five-star hotels in Nairobi City County, Kenya, would increase by a factor of 0.543. 

The established regression equation was:

Y = 1.197+0.543X₁+e

Where:

Y    =  Employee performance                           

X₁  =  Intra mural facilities 

The study showed that, according to the p-value (0.05), intra mural facilities had a favorable and significant impact on the performance of staff members at five-star hotels in Nairobi City County, Kenya. Thus, the first hypothesis, which claimed that internal facilities had no discernible impact on employees' performance at five-star hotels in Nairobi City County, Kenya, was disproved. This was consistent with a study by Vijayarani and Suresh that sought to determine how employees' welfare policies affected the productivity of Neyvelilignite Corporations Limited. The study found that, despite the fact that intra-mural welfare facilities directly affect employee productivity, female employees are less satisfied with the corporation's recreation center and child care facilities.

The study's primary objective was to ascertain how the internal amenities of five-star hotels in Nairobi City County, Kenya, affected the performance of their staff members. According to the study's findings and the R2 value (R2 = 0.152, p 0.05), intra mural facilities had a favorable and significant impact on the productivity of staff members of five-star hotels in Nairobi City County, Kenya. Furthermore, if intra-mural amenities were enhanced by one unit, the performance of staff members at five-star hotels in Nairobi City County, Kenya, would increase by a factor of 0.543. In general, they are happy with the intra mural facilities provided, intra mural facilities are offered to employees at all level, the rest rooms are provided to enable employees take rest during breaks and that uniform are offered freely without deduction from the salary. 

The study generally came to the conclusion that employee welfare services were properly provided, which implies that employee welfare programs were highly provided by the five-star hotels in Nairobi City County, Kenya and may have a significant impact on service delivery and high performance because of their good health and consequently high performance. Employee welfare is a dynamic notion that changes as social changes and new welfare measures are implemented. Employers must properly manage their workforce in order to maximize return on investment and accomplish business objectives.

The study came to the further conclusion that hotels implement welfare programs to get its staff members ready to be productive, dependable, healthy and satisfied. Employees are better able to concentrate on their work when they have access to medical facilities, family education opportunities and aid raising their standard of living. Employee motivation is largely influenced by competitive pay, benefits that address workers' financial and non-work requirements, chances for learning and growth and a positive work environment.

Recommendations

According to the study's recommendations, the first objective of employee welfare should be defined as the services, amenities and facilities that might be established in or close to businesses to enable employees to work there in a tranquil setting and have access to amenities that enhance their health and morale. The hotel should have the power to supervise the best welfare program implementation and should adopt appropriate welfare program policies and practices. Human resource managers should have the appropriate training in the application and utilization of welfare program methods and work-life balance in order to increase organizational effectiveness.

Suggestion for Future Study

The study's regression model revealed that additional variables other than the extra and intra mural facilities evaluated contribute to 36.9% of employee performance. As a result, the study recommends that additional research be done to close this gap. The study also concentrated on five-star hotels in Kenya's Nairobi City County. As a result, it is advised that additional research be done with an emphasis on five-star hotels in various Counties across the country.

1. Agarwal, R.N. and A. Mehta. “Impact of Performance Appraisal and Working Environment on Job Satisfaction and Attrition Problem in the Indian IT Industry.” Paradigm, vol. 18, no. 1, 2019, pp. 73-85.

2. Epiphang, O. et al. “Using Herzberg’s Two-Factor Theory to Develop Construct Validity for Motivation of Employees in Uganda National Agricultural Research Organization (NARO).” 2014.

3. Jaworski, B.J. “Toward a Theory of Marketing Control.” Journal of Marketing, vol. 52, 2016, pp. 23-39.

4. Alfandi, A. “Hotel-Related Factors and Employee Performance: The Case of Jordanian Four-Star Hotels.” 2020.

5. Ahmad, S. and K. Shahzad. “HRM and Employee Performance: A Case of University Teachers of Azad Jammu and Kashmir (AJK) in Pakistan.” African Journal of Business Management, vol. 5, no. 13, 2018, p. 5249.

6. Aarakit, S.M. et al. “Moderating Effect of Organizational Environment on Intrapreneurial Orientation and Firm Performance.” Global Advanced Research Journal of Management and Business Studies, vol. 4, no. 7, 2015, pp. 285-290.

7. Chiang, F.F. and T.A. Birtch. “Pay for Performance and Work Attitudes.” International Journal of Hospitality Management, vol. 29, no. 4, 2019, pp. 632-640.

8. George, R. and C. Jayan. “Moderating Role of Organizational Culture on Job Attitude and Personal Effectiveness.” Anvesha, vol. 6, no. 4, 2020.

9. Roelofsen, P. “The Impact of Office Environments on Employee Performance.” Journal of Facilities Management, vol. 1, no. 3, 2017, pp. 247-264.

10. Anitha, J. “Determinants of Employee Engagement and Their Impact on Employee Performance.” International Journal of Productivity and Performance Management, vol. 63, no. 3, 2017, pp. 308-323.

11. Samuel, M.O. and C. Chipunza. “Employee Retention and Turnover.” African Journal of Business Management, vol. 3, no. 8, 2015, pp. 410-415.

12. Fulfagar, S. and P. Kedare. “A Study of Employee Welfare Practices in the Tire Manufacturing Industry.” 2017.

13. Abashah, A. et al. “Employee Performance in the Perspective of Training, Reward and Motivation: Evidence from the Malaysian Manufacturing Company.” 2021.

14. Kelidbari, H.R. et al. “Organization Commitment and Job Performance.” Interdisciplinary Journal of Contemporary Research in Business, vol. 3, no. 6, 2018, p. 555.

15. Nguyen, P. et al. “Antecedents of Commitment to a Parent Company and to a Local Operation: Empirical Evidence from Western Employees Working for Multinational Companies in Vietnam.” The International Journal of Human Resource Management, vol. 24, no. 7, 2013, pp. 1346-1375.

16. Brommels, M. and N. Alwahaibi. “The Application of Herzberg’s Two-Factor Theory of Motivation to Job Satisfaction in Clinical Laboratories in Omani Hospitals.” 2020.

17. Griffeth, R.W. et al. “A Meta-Analysis of Antecedents and Correlates of Employee Turnover.” Journal of Management, vol. 26, 2017, pp. 463-488.

18. Akila, R. “A Study on Employee Retention among Executives at BGR Energy Systems Ltd., Chennai.” International Journal of Marketing, Financial Services & Management Research, vol. 1, no. 9, 2018, pp. 18-32.

19. Abbas, Q. and S. Yaqoob. “Effect of Leadership Development on Employee Performance in Pakistan.” Pakistan Economic and Social Review, 2016, pp. 269-292.

20. Baron, R.M. and D.A. Kenny. “The Moderator-Mediator Variable Distinction in Social Psychological Research.” Journal of Personality and Social Psychology, vol. 51, no. 6, 1986, pp. 1173-1186.