This study aimed at establishing Employee Organizational Identification (EOI) - Employee Performance relationship in the motor vehicle industry in Kenya. In addition Affective Commitment, Organizational Support and Organizational Citizenship Behaviour (OCB) were applied in the study as mediating and moderating variables respectively to further test the explanatory strength of EOI - employee performance relationship. The study further tested the joint influence of all the variables thus EOI, affective commitment, organizational support and OCB on employee performance. The motivation of this study arose from the coincidental resemblance in findings on Gallup's (2015) survey and that by CFAO (2019) that, 70% of employees did not identify with their organizations. That similarity of findings was intriguing and informed the researcher’s decision to carry out the study. This study was anchored on social identification theory (SIT) because it has been shown to effectively explain the social identification perspective. In addition, two factor theory and social exchange theory (SET) were also adopted as supporting theories. The study had five objectives and five corresponding hypotheses. The study tested the objectives through the formulated corresponding hypotheses. On research methodology, the study adopted positivism philosophical approach because of its focus on quantitative evidence through test of hypothesis to prove theories and objectively predict outcomes. The study was based on descriptive cross sectional survey design. Data for analysis was obtained through structured questionnaires. Study sample was 332 respondents who were drawn from the 10 companies in the industry through simple random sampling method. The statements were measured on 5 point Likert scale format. Data analysis was done by use of regression models and results presented as descriptive and inferential. Outcomes were presented in tables and figures. The findings showed that EOI significantly influenced employee performance. It also showed that affective commitment partially mediated EOI - employee performance relationship. The study further showed that organizational support and OCB moderated EOI - employee performance relationship. The study finally established that the joint influence of EOI, affective commitment, organizational support and OCB on employee performance was significant. However, the study found that the role of organizational support was insignificant in the joint influence. The study also revealed that the power of EOI negatively diminished in the joint influence. The significant results of the study contributed to SIT, Two factor theory and SET postulations. Study findings also contributed to organizational policies and practices by bringing a better insight and understanding of employee performance behaviours. The study has proven that the interaction of EOI, affective commitment, organizational support and OCB positively influence employee performance. The study had limitations of subjectivity that may have crept in due to employee’s attitude and bias but mitigating measures were taken effectively. The study suggested that further study be done using the same variables on a longitudinal design to determine the consistency of outcomes on the influence of EOI on Employee Performance with the mediating role and moderating influence of affective commitment, organizational support and OCB respectively. Further, the study recommends that motor vehicle organizations in Kenya should adopt EOI, affective commitment, organizational support and OCB factors to enhance employee performance, and that a similar study be done in the public sector in Kenya for generalization of findings.

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