Human resource management practices and their effect on employee performance in the manufacturing companies in Meru county of Kenya
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Date
2014-07-11
Authors
Kiliungu, Nataly Karundi
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Abstract
This study focused on the effect that human resource management (HRM) practices
have on employee performance within the manufacturing industry in Meru County of
Kenya. The study specifically sought to establish the effect of recruitment and
selection, training and development, and compensation and rewards, on employee
performance. The research design used was descriptive research design. The total
population was 158 permanent employees working in six firms drawn from
manufacturing firms within Meru Country: Companies that comprised the sample
were Mafuko Manufacturing Ltd, Unga Group Ltd, British American Tobacco Kenya
Ltd, Meru Timbers Ltd, Githongo Tea Ltd, and Kenya Electricity Generating
Company. The target population were human resource managers and non-managerial
staff. Companies were selected randomly from the directory of quoted manufacturing
companies in Meru County 2012. A sample of 90 was selected using probability
sampling method. Primary data was collected using open-ended and closed ended
questionnaires and personal interviews. Secondary data was collected from
company's records and documentation as well as electronic database. Data collected
was analysed using Statistical package for the social sciences computer packages and
descriptive statistics such frequencies and percentages. Regression analysis was done
to establish the relationship between various HRM practices and employee
performance. Data was coded and presented in form of tables, charts and graphs.
Based on the findings, investments in recruitment and selection, training and
development, and compensation and rewards system were found to have a significant
positive causal link on employee performance in terms of commitment,
innovativeness, efficiency and effectiveness which lead to company performance. The
effectiveness, in which companies managed, motivated and engaged the willing
contribution of the people who worked in them is a key determinant on how well
those companies performed. The more the effective implementation, the more
motivated, satisfied, and productive employees.
Description
Department of Business Administration, 70p. 2013, HF 5549.5 .P35K52