REMOTE WORKING AND EMPLOYEE PRODUCTIVITY AMONG INTERNET SERVICE PROVIDERS IN KENYA. A SURVEY OF KINDE ENGINEERING WORKS

Abstract

The adoption of remote working has continued to accelerate globally, particularly in the aftermath of the COVID-19 pandemic, prompting organizations to re-evaluate traditional work models. While extensive research has examined this shift in Europe and North America, limited empirical evidence exists within the Kenyan context, especially among Kinde Engineering Works (ISPs). This study investigated the determinants of employee productivity in remote working environments, focusing on Kinde Engineering Works Ltd., a leading firm in Kenya’s ISP sector. Guided by the Job Demands-Resources (JD-R) theory and the Technology Acceptance Model (TAM), the study examined four key determinants: technological infrastructure, managerial support and supervision, work-life balance, and employee self-discipline in time management. A descriptive research design and cross sectional survey approach were adopted, utilizing structured questionnaires to collect quantitative data and semi-structured interviews for qualitative insights. Data were gathered from a stratified sample of 94 employees drawn from a population of 123 across Kinde Engineering Works’ branches. Quantitative data were analyzed using descriptive statistics, correlation, and regression analysis in SPSS version 28, while qualitative data were analyzed thematically. The results revealed that all four variables had a significant positive influence on employee productivity, with technological infrastructure (β = 0.659, p < 0.05) and employee self-discipline (β = 0.708, p < 0.05) emerging as the strongest predictors. Managerial support and supervision (β = 0.593, p < 0.05) and work-life balance (β = 0.467, p < 0.05) also exhibited significant but comparatively moderate effects. The study concluded that employee productivity in remote working environments depends on both organizational enablers and individual behavioral attributes. Reliable technological infrastructure and effective managerial support foster smooth operations, while selfdiscipline and balanced work-life integration enhance employee engagement and performance. The research further established that successful remote work implementationrequires continuous investment in digital systems, adaptive leadership, and policies that support employee well-being. Based on the findings, the study recommended that organizations strengthen their technological infrastructure through reliable connectivity, user-friendly platforms, and timely technical support. Managers should adopt participatory supervision models that emphasize trust, communication, and regular feedback. Additionally, organizations should promote flexible work policies that support work-life balance and provide training programs that enhance self-management and time discipline among employees. At the policy level, regulators should develop frameworks that institutionalize remote working standards and promote equitable digital access. The study contributes to both theory and practice by extending the JD-R and TAM frameworks within a developing country context. It provides actionable insights for corporate leaders, policymakers, and human resource practitioners seeking to optimize productivity in remote work models. Ultimately, the research underscores that sustained productivity in remote environments depends on a synergistic balance between technological preparedness, managerial support, and employee self-regulation.