Human Resource Management Practices on Employee Job Satisfaction Study of Kenya Airways Nairobi City County Kenya
Susan, Obonyo Wanjiku
MetadataShow full item record
The human resource department plays a vital role in assuring that the employees are satisfied with the job that they do every day. Research has shown that satisfied workers are more productive and committed to their teams. You find, employees who are dissatisfied with their work are associated with low productivity and increased turnover. Recently, Kenya Airways have faced numerous challenges resulting from a reduced rate of productivity for their workers and high turnover for its technical staff as a result of an increased level of dissatisfaction ensuing from poor pay, slow career progression, and hiring of expatriates. The main objective of this study was to investigate the effects of human resource management practices on employee job satisfaction at Kenya Airways in Nairobi County, Kenya. Specifically, the research determines the effects of recruitment, training, and rewards practices on employee job satisfaction. This study was anchored on four theories that include Abraham Maslow‟s hierarchy of needs theory, Expectancy theory, Resource-Based Theory, and Human capital theory. The study used descriptive research design to gather data on different subjects based on the research problem. Kenya Airways has 1501 staff; hence the study focused on a sample size of 150 employees from flight operations, HR, finance, operations, and commercial departments representing 10% of the workers‟ population. The research collected both primary and secondary data to ensure that adequate data were gathered for analysis. A pilot study was carried on the instruments for collecting data to ensure the vital components of the main study are feasible. The testing of the instrument was carried out to guarantee reliability and validity. Additionally, the study adopted Crobanch‟s Alpha to measure reliability and validity. Multiple regression analysis was achieved using SPSS to determine the association of the variables used in the study. The findings showed the correlation analysis to determine the connection linking training practices was positive and significantly correlated to job satisfaction (r = 0.742, ρ<0.05) showing that training practices had a positive correlation with job satisfaction. The correlation study to determine the relationship between reward practices was positively correlated with job satisfaction (r = 0.751, ρ<0.05) Showing that reward practices had a positive correlation with job satisfaction. The correlation study to determine the link between recruitment practices was positively and significantly correlated to job satisfaction (r =-0.520, ρ<0.05). Based on the findings of this study, training practices was established as the second most factor that affects job satisfaction. It had a positive and significant affinity with job satisfaction in KQ with a beta value of (β1 = 0.703). Reward was identified as the most significant variable that affect job satisfaction with a beta value of (β2 = 0.847). The study findings also showed that recruitment practice was the least significant variable of the study in affecting job satisfaction with a beta value of (β3 = 0.597). Looking at the p values of all the three variables, they had (p < 0.05).