MODERATING EFFECT OF LABOUR MOBILITY ON THE RELATIONSHIP BETWEEN HUMAN RESOURCE SUCCESSION PLANNING AND PERFORMANCE OF COUNTY GOVERNMENTS IN WESTERN KENYA
Abstract
Through devolution, Kenya has made significant progress politically, structurally and economically. According to Kenya Accountable Development Programme report of 2019, counties made a significant contribution of 60% to Gross Domestic Product. However, counties in western Kenya contributed comparatively low average of 1.9%. There is limited evidence linking the same to human resource succession planning and labour mobility which are important drivers of performance. Past studies investigated effects of individual constructs of Human Resources Succession Planning on performance, leaving composite effect unattended. Labour mobility has not been considered as a moderator, yet its direct effect on organization performance has been established. This study examined the moderating effect of labour mobility on the relationship between human resource succession planning and performance. Acquired Needs Achievement and Resource Based View theories guided this study. It adopted a correlational research design. Primary and secondary data was collected. Data was analyzed using descriptive and inferential statistics. Using regression model, the findings revealed that labour mobility positively moderated human resource succession planning and performance (β=.287, R square=.054, p<.05) correlation. It was concluded that labour mobility moderates the relationship between human resource succession planning and performance of counties. The study recommended an improvement in human resource succession planning and well as labour mobility in order to enhance performance.
Key Words: Human resource succession planning, Labour Mobility, Performance, Effectiveness, Efficiency
CITATION Omuhaka, L., Momanyi, G., & Abongo, B. (2022). Moderating effect of labour mobility on the relationship between human resource succession planning and performance of county governments in Western Kenya. The Strategic Journal of Business & Change Management, 9 (3), 340 -348.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i3.2374
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