Social Sustainability Practices and Performance of Approved Aircraft Maintenance Organizations in Kenya

Abstract

The study sought to examine the role played by social sustainability practices among employees on performance of approved aircraft maintenance organizations in Kenya. The independent variables of the study were; employee development, employee safety, management support and employee cooperation whereas the dependent variable is firm performance. Underpinning theory is Resource Based View Theory. Explanatory research design was used, the target population comprised of 164 aircraft engineers working for the 41 AMOs in Kenya, four respondents per organization attached to different maintenance sections were purposively selected. Structured questionnaires were used to collect data, they were  administered in person. Descriptive and inferential statistical analysis techniques was used for data analysis. The findings from the study revealed that employee development had a significant influence on performance of approved aircraft maintenance organizations in Kenya (β = 0.281; P=0.000<0.05). Further, employee safety was found to significantly influence the performance of approved aircraft maintenance organizations in Kenya (β = 0.189; P=0.000<0.05). Management support also had a significant influence on the performance of approved aircraft maintenance organizations in Kenya (β = 0.338; P=0.000<0.05). Finally, employee collaboration was found to significantly influence the performance of approved aircraft maintenance organizations in Kenya (β = 0.187; P=0.000<0.05). The study concluded that failure to fully embrace social sustainability practices had a hand on the declining performance of approved aircraft maintenance organizations in Kenya. The study recommends the need for management to uphold employee development and employee safety as a way of promoting employee performance thus steering organizational performance.