This paper presents a research model that elucidates the mechanism through which social intelligence competency influences employee performance in the county government in Kenya. There are mixed outputs on this influence and this study therefore seeks to fill the void by investigating the moderating effect of organizational commitment on the relationship between social intelligence competency and employee commitment. The explanatory research design was adopted for the study targeting 6,400 employees, out of which 198 respondents formed the sample size based on the Cochran formula. The findings revealed that that social intelligence competency had a positive significant effect on employee performance. The moderator (Organizational commitment) was found to have a positive and significant effect on employee performance. The interaction effect indicated that organizational commitment negatively moderates the relationship between social intelligence competency and employee performance. The paper contributes to knowledge and provides insights into theory and practice.
Keywords: Employee Performance, Organizational Commitment, Social Intelligence, competency training, competency-based training
