Moderating Effect of Human Resource Policies on Balanced Contract and Performance of Academic Staff in Selected Public Universities

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dc.contributor.authorOdengo, Ruth Anyango
dc.contributor.authorBula, Hannah
dc.contributor.authorKiiru, David
dc.date.accessioned2023-06-19T08:31:05Z
dc.date.available2023-06-19T08:31:05Z
dc.date.issued2022
dc.descriptionArticleen_US
dc.description.abstractThe objective of the study envisaged examining moderating effect of human resource policies on balanced contract and performance of academic staff in selected public universities. Methodology: This study was conducted using descriptive and explanatory research design. Equity theory, proposed by Adams (1963) and regarded as a justice theory, anchored this study. This study targeted six public universities whose student population are above 15,000 and a minimum of 4 similar schools across the universities. The target population was 6 selected public universities with a population size of 6,271 academic staff. The sample size was 362 academic staff of the selected schools, in the selected public universities. Primary data was collected using a questionnaire, bearing both structured and semi-structured questions. Given that the dependent variable in this study is continuous, multiple linear regression was performed in this investigation. The hypotheses was tested from the regression model output and presented by way of Υ=β0+ β1Х1 + β2Х2 + β3Х3 + ε. Findings: The study findings demonstrated that human resources policies significantly moderated the relationship between balanced contract and performance of academic staff in selected universities in Kenya. The study concluded that progressive and interactive human resource policies communicate the values the institutions attribute to staff and can cause either sustainable performance of staff or negatively impact on the type of contract between employees and institutions. These policies also affect directly, the performance of staff by determining their level of job satisfaction. Equity theory, asserts that employees attempt to preserve parity between their contributions to a job and the rewards they receive, as compared to others' perceived contributions and incentives. Unique Contribution to Theory, Practice and Policy: The study finally recommends that human resource departments streamline existing HR policies and formulate new policies that will enable recognition of existence of various psychological contracts and provide ways of ensuring employees adopt balanced contracts that will have positive impact on staff performance.en_US
dc.identifier.citationOdengo, R., Bula, H., & Kiiru, D. (2022). MODERATING EFFECT OF HUMAN RESOURCE POLICIES ON BALANCED CONTRACT AND PERFORMANCE OF ACADEMIC STAFF IN SELECTED PUBLIC UNIVERSITIES. Journal of Human Resource and Leadership, 7(1), 94–106. https://doi.org/10.47604/jhrl.1646en_US
dc.identifier.urihttps://doi.org/10.47604/jhrl.1646
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/25868
dc.language.isoenen_US
dc.publisherIPRJBen_US
dc.subjectHuman Resources Policiesen_US
dc.subjectBalanced Contracten_US
dc.subjectStaffen_US
dc.subjectPerformanceen_US
dc.subjectUniversitiesen_US
dc.titleModerating Effect of Human Resource Policies on Balanced Contract and Performance of Academic Staff in Selected Public Universitiesen_US
dc.typeArticleen_US
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