Human Resource Management Practices and Employee Performance at Kenyatta National Referral Hospital, Nairobi City County, Kenya
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Date
2025-10
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Publisher
Kenyatta University
Abstract
This study examines the contribution of Human Resource Management (HRM) practices to employee performance at Kenyatta National Hospital (KNH), Nairobi City County, Kenya. Employee performance at KNH remains a critical concern, particularly in terms of quantity and quality of work, customer satisfaction, and staff turnover, which directly influence patient care outcomes. The general objective of the study was to determine the influence of HRM practices on employee performance at KNH, while the specific objectives were to: assess the effect of management style, recruitment and selection, workplace design, and employee remuneration on staff performance. The study targeted a population of 5,600 employees across KNH, with emphasis on personnel in the Accident and Emergency, Nursing, and Nutrition departments, given their centrality to patient care and service delivery. Using stratified random sampling, a sample of 373 respondents was drawn to ensure fair representation across departments. A pilot study involving 10 respondents was undertaken to refine the questionnaire, ensuring clarity and reliability. Reliability of the research instrument was confirmed using Cronbach’s alpha, with a minimum threshold of 0.7, while validity was established through content, construct, and criterion validity. Primary data was collected through structured questionnaires, complemented by secondary data from policy documents and internal hospital reports. Data collection involved obtaining the necessary approvals, categorizing respondents, and distributing questionnaires, with a ten-day completion window followed by reminders to enhance response rates. The study was grounded on Sociotechnical Systems Theory, Herzberg’s Two-Factor Theory, and Human Capital Theory, which guided conceptualization and interpretation. Findings revealed that employee remuneration, management styles, recruitment and selection practices, and workplace design significantly influenced staff performance at KNH. Specifically, fair and competitive compensation was associated with greater job satisfaction, commitment, and engagement; transparent communication and supportive leadership enhanced motivation; effective recruitment ensured alignment between skills and organizational needs; while workplace design improvements increased efficiency, productivity, and job satisfaction. The study concludes that employee performance at KNH is strongly shaped by the hospital’s HRM practices. It recommends regular review of compensation packages to align with employee expectations and industry benchmarks, continuous refinement of leadership strategies to foster participatory management, and strengthening of recruitment and selection processes through competency-based assessments and structured onboarding. Policymakers and hospital management should also prioritize improvements in workplace design to optimize employee performance and service delivery
Description
A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfilment of the Requirements for the Award of the Degree of Master of Business Administration (Human Resource Management Option) of Kenyatta University, October 2025
Supervisor:
1.Esther Gitonga