The main objective was to examine the corporate governance practices and employee performance in state corporations, a case study of Kenya Bureau of Standards with specific objectives being; to examine the influence of leadership structure and corporate reporting on employee performance at Kenya Bureau of Standards. The study is guided and anchored on the following theoretical foundations; stakeholder theory, agency theory, and stewardship theory. The study's main anchor theory was stakeholder theory. A descriptive research design was adopted for conducting the study that targets a population of 1000, and a sample size of 100 was selected using stratified random sampling. Data was collected using questionnaires. The quantitative data were analyzed using SPSS. The data was presented using tables and figures. Inferential statistics were used for showing how variables are related (regression and correlations). The study established that leadership structure, corporate reporting, and employee performance are primarily related, and leadership structures and corporate reporting are important factors that determine employee performance and there is a strong correlation. The study analyzed the connection between employee performance and independent variables (leadership structure and corporate reporting). The findings show that the variation in employee performance is explained by leadership structure, and corporate reporting, and recommends that management of any organization such as KEBS should develop an organizational culture that reports income and expenditure with transparency and ensures that annual reports are readily available. The study recommends that management should utilize an appropriate balance of leadership structure to enhance the likelihood of longer-term strategic effectiveness and employee performance.

Employee Performance

Leadership Structure

Corporate Reporting

Employee Performance