Abstract
Employee Engagement is widely agreed by business leaders and Human Resource practitioners as one of the major drivers of business performance. Organizations with high levels of engagement routinely outperform their competitors; they are 27% more profitable, they have 38% above average productivity and have 50% higher customer loyalty (Gallup Research 2011) Engaged employees will be a key to competitive advantage because they have high levels of energy, are enthusiastic about their work and they are often fully immersed in their jobs (Macey & Schneider, 2008; May, Gilson, and Harter, 2004). The Chartered Institute of Personnel Development, UK (CIPD) 2011, defines employee engagement as going beyond motivation and simple job satisfaction. A research was conducted among individuals working at Kenya Red Cross through structured questionnaire that was administered through survey monkey software. The results indicate that employee engagement is significantly affected by four factors; motivation, supervisor behavior, workplace and leadership. The findings also revealed that the engagement level at KRCS stands at an index of 77%. Humanitarian sector Researchers have identified why not-for-profit organizations exist. Salamon (1997) developed an approach to defining the nonprofit sector as “third-party government”—providing services complementing the public sector segments. The Humanitarian Council of Norway estimates that global humanitarian assistance amounts to roughly 15 billion USD annually (Global Humanitarian Assistance 2009: 1). The Financial Tracking Service (a department of US treasury) estimates that the global humanitarian funding in 2012 stood at 12.7 billion US dollars.
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