Human Resource Policies Implementation and Employee Performance in Kenya Electricity Generating Company, Nairobi City County, Kenya

Abstract

Employee performance is a critical component in human resource management. Human resource strategies are continuously adopted by employers to improve their performance. Human resources policies have been adopted by employers to enhance employee performance. In spite of the implementation of such practices, it is still unclear why the performance of employees among a number of companies is yet to be optimized. The purpose of this study was to see how the application of human resource policies implementation affected employee performance at a Kenyan energy generating company in Nairobi. The study specifically sought to evaluate the effect of; training and development policy implementation on employee performance in Kenya electricity generating company, Nairobi, promotion policy implementation on employee performance in Kenya electricity generating company, Nairobi, compensation policy implementation on employee performance in Kenya electricity generating company, Nairobi and occupational health and safety policy implementation on employee performance in Kenya electricity generating company, Nairobi. This research was founded on the four theories: resource-based theory, equity theory, the theory of expectancy and the theory of distractions. The study used a descriptive research design. Target audience for this research study comprised 297 management staff at KENGEN. Yamane formula was used to arrive at the sample size of 170 respondents. Proportionate stratified random sampling technique was used. Primary data was gathered via survey questionnaire directly from the respondents. Descriptive, correlation as well as multiple regression analysis was applied to examine the effect of human resources policy on employee performance. Quantitative data obtained from questionnaires was analysed via descriptive as well as inferential statistics. Reliability and validity of the questionnaire was ascertained before conducting the study. The findings revealed that the human resource policies implementation adopted in this study positively and significantly influenced employee performance in KENGEN. Specifically, the study found that training and development policy implementation and employee performance are positively and significant related (β =.403, p=0.000<.05); promotion policy implementation and employee performance were positively and significantly related (β =.327, p=0.000<.05); compensation policy implementation and employee performance were positively and significantly related (β =.080, p=0.033<.05) and that occupational health policy implementation was positively and significantly related with employee performance (β =.164, p=0.026<.05). The study concluded that a company's success or failure is determined by the quality of its work force. Employees who are well trained and developed are regarded the cornerstone of such success, and rules are needed to guarantee that employee performance is evaluated, resulting in proper training and development. The study hence recommended that, the management of KENGEN should strive to implement human resource policies because they have been found to influence employee performance. In addition, excellent training programs and properly devised development plans must be made available to all KENGEN personnel so that they can improve their skills and expertise. Furthermore, research can be undertaken in the near future to cover other elements such as (capabilities, involvement, and so on) that may affect employee performance.