Dr. Angela Ewhonne Nwaomah2025-04-222025-04-222025-03-102454-6186https://dx.doi.org/10.47772/IJRISS.2025.914MG0021https://irepository.aua.ac.ke/items/ed3b72fe-f35c-471f-a78d-7d5f807cccdfFull Text ArticleThis evaluative study investigated the relationship between management practices and their consequences on employee outcomes within selected faith-based organizations. By examining a diverse range of management practices, including communication flow, Participatory decision making of lower cadre of staff, putting people before paper work and equality in workplace. The research aimed to identify the direct consequences of the management practices on the employees in relation to their Job performance and attitude or feelings on the job. Utilizing quantitative methods, data were collected from surveys of 104 employees representing 85% response rate across the selected faith- based organizations in Kenya. The findings revealed specific pattern of management practices regarding communication flow, participatory decision making of lower cadre of staff, putting paper work before people and as well as revealed unclear denominational policies as the primary cause of Inequality in workplace and the various ways inequality is evident in the organizations. The findings also revealed that effective management practices enhance employee engagement and productivity, while the ineffective management practices affect employees’ emotional and professional well-being. The study highlights the critical role of management in shaping workplace culture and suggests actionable recommendations for leaders to foster a more positive and productive work environment. Ultimately, this research contributes to a deeper understanding of how management practices affect employee performance and well-being, and organizational success.Management PracticesEmployee PerformanceEmployee AttitudeFaith-Based OrganizationArticle