Effect of Organizational Culture on Occupational Stress Among Kenya National Police Service Officers in Embakasi East Sub-County, Nairobi County

Occupational stress compromises the well-being and performance of Kenya National Police Service (KNPS) officers in high-crime areas like Embakasi East Sub-County and Nairobi County. This study, guided by the Job Demands-Resources (JD-R) model, examined the impact of organizational culture, leadership styles, and interpersonal relationships on occupational stress, aiming to assess cultural effects, analyse leadership influences, and evaluate relational dynamics. A mixed-methods convergent parallel design was employed, collecting data from 72 officers via structured surveys, analysed using SPSS version 28, and 10 officers via semi-structured interviews, analysed thematically with NVivo. Quantitative findings revealed strong positive correlations between occupational stress and organizational culture (r = 0.691, p < 0.01), explaining 60.1% of occupational stress variance (R² = 0.601, F(3,68) = 34.12, p < 0.001), with culture as the strongest predictor (β = 0.646, p < 0.01). Qualitative data complemented these findings, identifying hierarchical rigidity, resource scarcity, authoritarian leadership, lack of feedback, and interpersonal conflicts as key stressors, while supportive debriefings, transformational leadership, and team cohesion mitigated stress. Integrated findings confirmed that rigid culture and unsupportive leadership amplify stress, whereas resources like mentorship and peer support reduce it. Recommendations include mental health programs, transformational leadership training, and team-building initiatives tailored for high-crime stations like Embakasi East. The study contributes to Kenyan policing research, with future studies recommended to explore longitudinal stress impacts and societal influences on officers’ well-being. Keywords: Organizational Culture, Job demand, Job resources, Occupational Stress, National Police Services officers.