Impact of COVID-19-Driven Virtual Working on Perceived Employee Performance: The Case of The Kenyan Banking Sector

Abstract

One of the most significant digitalization transitions was the adoption of virtual working as a new business model especially during and after the spread of COVID-19. Employee performance changed as a result of this transition, either positively or negatively and workplace behaviors like communication, virtual teaming, and working hours were affected. The study’s overall objective was to establish the impact of virtual working on perceived employee performance using the case of the Kenyan banking sector. The study used structured questionnaires as the main instrument for collecting primary data from respondents. Primary data was collected through questionnaires from employees working for banking companies in Kenya. The collected data was edited, formatted, organized, coded analyzed using Statistical Package for Social Scientists (SPSS Version 26) software. Correlation analysis was used to obtain inferential statistics. The type and significance of the relationship that existed between the dependent variable and the independent variable was determined using correlation analysis. The analyzed data was presented using tables and charts for easier and quick interpretation. From the findings, it was established that virtual   working significantly influenced perceived employee performance in the Kenyan Banking Sector. The study also established that there were some factors which might have hindered perceived employee performance. These included inadequate resources and infrastructure to support virtual working models, lack of top management support for virtual work and lack of a clear support structure. The study recommends the adoption and implementation of measures that enhance virtual working not only in the banking sector but also other sectors.

Keywords: COVID-19, Virtual Working, Kenya

DOI: 10.7176/EJBM/17-10-03

Publication date: December 30th 2025