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dc.contributor.authorNjambi, Dorcas Wambui
dc.date.accessioned2012-06-28T12:02:07Z
dc.date.available2012-06-28T12:02:07Z
dc.date.issued2012-06-28
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/5234
dc.descriptionDepartment of Business Administration, 61p. The HF 5549 .K4N52 2011
dc.description.abstractThis study aimed at investigating the factors that influence adoption of strategic human resource management practices in supermarkets in Kenya with a special focus on Nairobi's four leading supermarkets. Specific objectives were to find out how human resource practices, top management support, culture, administrative systems and human capital influence adoption of strategic human resource management practices in Kenyan supermarkets. Descriptive Survey Design was used. A sample of 60 respondents was selected by simple random sampling from a target population of 600 supermarket staff. The sample was stratified into various categories of staff from top management, line managers and employees. The data collection instrument was a questionnaire constituting both closed and open ended questions. The data was summarized using descriptive statistics .SPSS was used for data analysis. Qualitative data is reported in narrative form and inferences drawn from it. Results indicate all supermarkets followed set human resource practices and human resource departments were represented in top management in about half of the supermarkets. Top management was non committal in SHRM practices in supermarkets. Regarding organization culture, supermarkets treat employees as a key factor for growth while SHRM function is treated as essential to business. Human capital development, staff training were seen to motivate adoption of SHRM practices; unfortunately employees do not receive regular training. The study recommends that supermarkets should empower HR sectional heads to be part of executive decision making; chief executives should practice delegation of authority; organization cultures need to become more sensitive to employee needs; supermarkets need to carry out a TNA before training and finally that supermarkets need to reduce the number of operational procedures that tasks are usually put through. This will enable supermarkets to have guaranteed continuity, retain competitive human resource base and make easier adoption of SHRM practices.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.language.isoenen_US
dc.subjectPersonnel management --Kenya --Nairobi
dc.subjectHuman resources
dc.subjectSupermarkets --Personnel management
dc.titleFactors influencing adoption of strategic human resource management practices in supermarkets in Nairobi, Kenyaen_US
dc.typeThesisen_US


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