Human Resource Management Practices and Performance of Employees in Nyeri County Government, Kenya
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Date
2024-06
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Kenyatta University
Abstract
Employee performance is vital for organizational growth. The capacity to effectively manage one's employees is, second only to the ability to generate a profit, a crucial competency for every business owner. Organizations often find it easier to fulfill this criteria when they have a well-defined policy for human resources. Adhering to ethical and legal standards in the workplace is often more successful than trying to impose one-size-fits-all regulations on employees. Human resource management practices design the most efficient and effective ways to carry out any task for a company. Organizations may maximize employee performance with the support of well-thought-out human resource policies. These policies include topics such as pay, career progression, performance reviews, and incentive pay. Nyeri County Government employees continue to perform below par despite the implementation and use of these HRM practices. The fundamental goal of the research was to deduce how human resource management practices affect employee performance in the Nyeri County Government in Kenya. Specifically, the study sought to find out how career development, compensation, performance appraisal and training affect employee performance in Nyeri County Government, Kenya.Theory from Krumboltz, best-fit, resource-based viewpoint, and expectancy all served to bolster the study's variables. The target population consisted of 387 respondents, including 8 sub-county administrators, 30 ward administrators, 324 clerical officers and 25 directors. The researcher sampled 197 respondents, which included 4 Sub-County Administrators, 15 Ward Administrators, 165 Clerical Officers and 13 directors. Questionnaires were used to collect quantitative data from ward and clerical officers, and interview schedules to gather qualitative data from sub-county administrators. A pilot study was conducted using 10% of the original study's sample size, the exercise was utilized to ascertain validity and reliability. The researcher used Cronbach's alpha to assess statistical reliability and internal consistency, and HRM professionals validated the survey's content and face validity. The survey's Cronbach's alpha coefficient was high enough. Descriptive statistics such as mean, mode, and median, as well as inferential statistics like regression and correlation, were used to examine the data. Figures, tables, and charts were used to display the results of the research. The findings showed that staff performance was positively and significantly affected by career growth, pay, performance reviews, and training. Career development, the survey found, decreases employee turnover by increasing promoting opportunities. The best and brightest minds in any field are attracted to companies that provide competitive salaries and benefits packages. The performance review is a chance to talk about what is wrong, where someone may improve, how to fix it (such by giving training), and how to do it better than before. Improving the quality of work, expanding the talent mix throughout your teams and organization, and facilitating skill growth are all outcomes of investing in your workers via training. The report suggests that the company should make learning and development its fundamental principles and make sure that these principles are evident in its people strategy and business choices. It is important for the company to regularly assess its compensation practices to make sure they are equitable and in line with market norms. Organizations should check that their performance evaluation procedures line up with their stated aims. Organizations should know exactly what they aim to accomplish with staff training, whether it is to boost sales, improve retention rates, or reduce HR complaints
Description
A Research Project Submitted to the School of Buslness Economlcs and Tourlsm in Partial Fulfllment of the Requlrements for the Award of Degree of Master of Business Admlnistratlon (Human Resource Management Optlon) of Kenyatta University June, 2024