Browsing by Author "Kiiru, David Muraga"

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    The impact of training and development on performance of staff in organizations, within the audit sector in Kenya : a case of Deloitte and Touche, Kenya
    (2011-10-17) Kiiru, David Muraga
    There is growing recognition that to develop skills is a lifelong process. Employees enter the labor force with the initial `stock' of human capital acquired primarily through their initial formal education. Over their working lives employees maintain and upgrade their education stock through a `flow' of training, reinforced by practical experience. In the same way that physical capital needs continuous investment to replace what has been depreciated and meet new production requirements, employees also need a continuous flow of training investment to maintain and upgrade their human capital. Little is actually known on basic empirical questions such as, what extent or nature of training is required and the impact they can have on performance. Therefore the reason for this study is to find out the impact that training and development has on performance of staff especially so for firms in the service industry. I intend to carry out my study at Deloitte and Touche a company that delivers services in four professional areas- audit, tax, consulting. and financial advisory services. The study was conducted using survey design with primary data to be collected using questionnaires from respondent working at the companies' premises in Westland's Nairobi. Secondary data was also collected from the companies past records. The completed questionnaires were edited for completeness and consistency. The data was then coded and checked for coding errors and omissions. It was then run through statistical package for social sciences (SPSS). Descriptive statistics were used to analyze the data by way of percentages, proportions and mean scores for all variables in the questionnaire. From the findings, the researcher found out that there was a strong positive relationship between training and development and performance of staff in organizations.
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    Influence of strategic human resource management practices on performance of parastatals in Kenya
    (Kenyatta University, 2014-10-30) Kiiru, David Muraga
    Worldwide, the public sector plays a central role in any country's socio-economic development. The sector has however been affected by globalization, public sector reforms, regional and international partnerships, climate change, Information, Communication and Technology and Human Resource Development, among other factors. In an increasingly changing global environment, the mandate, structure and operations of public sector must be reshaped and productivity enhanced to make it more focused, efficient and responsive to the needs of those it serves. TIllSresearch seeks to examine the extent to which strategic human resource management practices influence performance of Parastatal organizations in Kenya. Its specific objectives are to establish the relationship between strategic human resource management practices and organizational performance, examine the relationship between strategic human resource management practices and human resource capabilities, determine the relationship between human resource capabilities and organizational performance and to assess the extent to which public sector culture influence on the relationship between strategic human resource management and organizational performance. The philosophical foundation of the study will be positivism while the research design will be descriptive cross-sectional survey research design. The study population will comprise all 185 Parastatals in Kenya as outlined by the report of the presidential taskforce on para statal reforms of 2013. Self administered questionnaires will be used to collect data from three senior managers in areas of human resource management, strategy/operations and finance in each of these parastatals as they are assumed to be knowledgeable in the areas under study. Descriptive statistics such as mean scores, standard deviations, percentages, and frequency distribution will be computed to describe the characteristics of the variables of interest in the study while inferential statistics such as correlation, regression techniques will be used to establish the nature and magnitude of the relationships between the variables and to test the hypothesized relationships. Assessment of the model's underlying statistical assumptions will be conducted these will include tests for Normality, Homoscedasticity and Multicollinearity.
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    Strategic human resource management practices and performance of parastatals in Kenya.
    (Kenyatta University, 2015-11) Kiiru, David Muraga
    Worldwide, the public sector plays a central role in any country‟s socio-economic development. The sector has however been affected by globalization, public sector reforms, regional and international partnerships, climate change, information, communication and technology and human resource development, among other factors. In an increasingly changing global environment, the mandate, structure and operations of public sector must be reshaped and productivity enhanced to make it more focused, efficient and responsive to the needs of those it serves. This research sought to examine the extent to which strategic human resource management practices influence performance of parastatals in Kenya. The specific objectives were to establish the relationship between strategic human resource management practices and organizational performance, examine the relationship between strategic human resource management practices and human resource capabilities, determine the relationship between human resource capabilities and organizational performance and to assess the extent to which public sector culture influence on the relationship between strategic human resource management and organizational performance. The philosophical foundation of the study was positivism. The study utilized both the descriptive research design and explanatory research design which was cross-sectional survey in nature. The study population comprised of all the 185 parastatals in Kenya as outlined in the report of the presidential taskforce on parastatal reforms of 2013. Self-administered questionnaires were used to collect primary data. Descriptive statistics were computed to describe the characteristics of the variables in the study while multiple regression analysis was used to establish the nature and magnitude of the relationships between the independent and dependent variables. The findings indicate that there is a significant positive relationship between training and parastatals‟ performance in Kenya, performance management has a significant positive relationship with performance of parastatals while compensation has a significant positive relationship with Parastatals performance in Kenya. Human resource capabilities partially mediate the relationship between strategic human resource management practices and parastatals‟ performance in Kenya, public sector culture was found to be an explanatory variable in explaining the relationship between organizational performance and strategic human resource management practices. However recruitment was found not to have significant relationship with organizational performance. The findings supported the theoretical foundation of the resource based view theory that competitive advantage comes from the internal resources that are possessed by an organization. The recommendations are; human resource managers should offer a variety of trainings to their staff, policy makers should create an adequate performance management framework that will effectively link performance of parastatals to national development goals and hence adequately link individual performance to institutional performance. Finally on compensation the study recommends that the boards of parastatals set specific levels of remuneration of executives and senior staff in consultations with the parent Ministry and the State corporations Advisory Committee.