HUMAN RESOURCE CAPACITY AND STAFF WELL-BEING IN HUMANITARIAN ORGANIZATION IN KENYA
Abstract
Staff wellbeing is a one of the main concerns that contemporary businesses strive to address in order to keep a healthy relationship and also keep their staff content and interested at the job. Organizations that have implemented health programs at work reported positive business results. For individuals, workplace well-being means a healthy and balanced life. This study set out to establish the relationship between Human Resources Capacity and staff wellbeing in humanitarian organizations in Kenya. It was guided and anchored on the theory of planned behavior and the theory of wellbeing. The study was carried out among senior management of four humanitarian organizations in Kisumu Town as its target populations. The study employed the cross-sectional survey research design. Data was collected using questionnaires containing both open and closed ended questions which were administered by the researcher through the drop and pick technique. The collected data was analyzed using descriptive and inferential statistics as well as qualitative methods to address the open-ended questions. The study results revealed that human resources capacity practices significantly influenced the wellbeing of staff within humanitarian organizations. The study therefore, recommends that the firms should allow the human resource managers the flexibility to come up with strategies regarding staff development, invest more in digital platforms and equipment to support their employees, strive to improve their work environments in order to improving how the employees feel about their physical environment and encourage the development of more staff friendly policies and practices that influence scheduling, follow up and tracking of all employees regardless of their locations.
Keywords: Human Resource Capacity, Hybrid Working, Staff Wellbeing
CITATION: Jalang’o, K. O., Juma, D. (2024). Human resource capacity and staff well-being in humanitarian organization in Kenya. The Strategic Journal of Business & Change Management, 11 (2), 767 – 774. http://dx.doi.org/10.61426/sjbcm.v11i2.2942
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DOI: http://dx.doi.org/10.61426/sjbcm.v11i2.2942
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