SELECTED HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE PERFORMANCE IN THE DEPARTMENT OF NATIONAL REGISTRATION BUREAU KENYA
Abstract
The research was aimed at examining selected HRM practices and performance of employees at the Department of National Registration Bureau. Specific objectives encompassed investigating the effect of recruitment practices, training, compensation lastly, job recognition practices towards performance in Department of National Registration Bureau. This research was grounded in the theoretical frameworks of resource-based view theory, social exchange theory, human capital theory, equity theory and expectancy theory of motivation. The research utilized a descriptive research design. The population of the study consisted of the 406 employees at Department of National Registration Bureau. The individuals comprising the senior, middle, and junior management teams at the Nairobi Office are encompassed within the aforementioned. The sampling technique employed involved the use of a stratified random sampling technique. The sample size consisted of a total of 81 staff. The chosen approach for data collection involved questionnaires. The attainment of content validity for the research instrument was achieved by the implementation of a pilot study. The data underwent a descriptive statistical analysis using the Statistical Package for the Social Sciences (SPSS) to ascertain measures of central tendency and dispersion. to the findings of the study, there was a significant and positive correlation between recruiting practices and employee performance, compensation practices offered to employees and their performance and job recognition and employee performance at the Department of Kenya National Registration Bureau. The study recommends that the management should ensure that they put in place strategies of attracting best candidates with best skills and ensure that same candidates are subjected to proper screening to that the management may confirms the stated skills are actually possessed by the candidate. Management should consider training their staff in skills that are deficient within the organization in order to achieve high goal levels.
Key words: Recruitment Practices, Employee Training, Compensation, Job Recognition, Employee Performance
CITATION: Gisiora, M. N., & Kimencu, L. (2024). Selected human resource management practices and employee performance in the Department of National Registration Bureau Kenya. The Strategic Journal of Business & Change Management, 11 (3), 118 – 137. http://dx.doi.org/10.61426/sjbcm.v11i3.3013
Full Text:
PDFReferences
Ashutosh, M. & Jeegnesh, J. (2020). Recruitment methods, recruitment outcomes and information credibility and sufficiency in Indian Firms. International Journal of management, 27(4)49-55.
Aguenza, B. B., & Som, A. P. M. (2018). Motivational factors of employee performance and engagement in organizations. International Journal of Advances in Management and Economics, 1(6), 88-9.
Ahmad, W. I., & Abdurahman, S. M. (2019). Job satisfaction among academic staff of university Utara Malaysia: A work environment perspective. Mediterranean Journal of Social Sciences, 7(3), 251-256.
Anyango, E. (2018). Effects of recruitment criteria on organizational performance at Kisii University, Kenya. International Journal of Social Sciences and Information Technology.
Armstrong, M. (2013). Employee performance, 3rd edition, Kogon Page Publisher, New York.
Attiogbe, H. & Quartey, H. (2021). Link between compensation packages and job performance in the Ghana police service. African Journal of Business Management, 7(44) 439-450.
Brannick & Harris (2020). Finding & Keeping Great Employees. Amacom Press, Brussels, Germany.
Gadi, P. D., & Kee, D. H. M. (2018). Human Resource Management Practices and Turnover Intention: The Mediating Role of Perceived Organizational Support in Tertiary Institutions in Nigeria. International Journal of Engineering & Tech-nology, 7(3.25), 715-722
Gerstner, C.& Day, D. (2020). Cross-cultural comparison of leadership prototypes. Leadership Quarterly, 5 (2), 121-134.
Githinji, A. (2020). Effects of training on employee performance: a case study of United Nations support office for the African Union Mission in Somalia. A Genealogical Critique. Social Indicators Research, Nairobi.
Hee, O. C., Cheng, T., & Kamaludin, S. M. (2018). The Influence of Human Resource Management Practices on Career Satisfaction: Evidence from Malaysia. International Review of Manage-ment and Marketing, 6(3), 517-52.
Hope, K. R. (2020). The New Public Management: A Perspective from Africa”, In. McLaughlin, S. R. Osborne, and E. Ferlie (eds.), New Public Management: Current Trends and Prospects. London: Routledge, pp. 210-26.
Kinne M. (2020). Association between HRM practices and perceived employee performance, Employee Compensation, Leadership effectiveness: Past perspectives and future directions for research: Organizational behavior: The state of the science (pp. 45-82).
Kipyegon, C. Kiptis, J. and Kwasira, P. (2019). Effect of human resource management practices on employee performance in Kenya, a case of large scale tea farms in Kuresoi South District, Kenya. International Journal of Human Resource Management and Research Vol. 22.
Kiragu, L. N., & Marwa, M. S. (2022). Strategic Human Resource Management Practices and Employee performance in a Private Commercial Bank in Nairobi County, Kenya. African Journal of Empirical Research, 3(1), 105–114
Kiruja, A. and Mukuru, D. (2018). An investigation of employee motivation and its impact on organizational performance in public sector organizations: a case study of teacher’s service commission of Kenya. International Journal of Productivity and Employee performance, 60(8), 813- 823.
Mang’unyi, E. Okumu, E. and Kimemia, A. (2021). Effects of Employee Training on Employee Performance: A Case of the Judiciary of Kenya. A process centred three factor frameworks for analyzing, predicting and prescribing organizational climates in Legal organization in Africa. Kampala: Makerere University Press.
Marwa, S. M. & Zairi, M. (2021). In Pursuit of Performance-Oriented Civil Service Reforms (CSRs): A Kenyan Perspective”, Measuring Business Excellence, 13(2), pp. 34-43.
Munsamy, M., & Venter, B.A. (2019) Employee performance Factors of Management Staff in the Maintenance Phase of their Careers in Local Government in South Africa. The Journal of Human Resource Management, 7 (1), 187-195.
Mutinda, E. (2018). The effect of compensation on performance of healthcare staff in Kenya: A case of private hospitals in Nairobi: International journal of human resource studies, 5(2), 87-103.
Nitika. N. K. & Arora P (2020) Performance appraisal in the era of new normal Journal of Technology Management for Growing Econ in Nigeria: International Journal of Social Sciences and Project Planning Management (3) 28-6
Ndede, H. O. (2020). Effects of compensation management on employee performance in Hotels in North Coast, Kenya. A survey of Beach Resort in Kilifi. International Journal of Business social science. Vol. 1 no. 11 pp. 20-26.
Nyaga, R. (2019). Assessment of employee turnover on organizational efficiency: a case study of International Livestock Research Institute (ILRI) (Doctoral dissertation, United States International University-Africa.
Omolo, J. and Oginda, M. (2021). Effect of Recruitment of Employees on The Performance of Small and Medium Enterprises in Kisumu Municipality, Kenya. International Journal of Human Resource Studies ISSN 2162-3058 2019, Vol. 2, No. 3.
Onyango, J. W. (2018). Effects of training on employee performance on survey of health workers in Siaya County, Kenya. European Journal of Material Sciences Vol.1, No.1, pp.11-15, March 2020.
Rehman, A. U., Khan, A. M., & Khan, R. A. (2021). Measuring Training Effectiveness: A Case Study Of Public Sector Project Management In Pakistan: International Journal of Enhanced Research in Management & Computer Applications 4 (8), 231-235.
Rajesh K. Y. &, Dabhade, N. (2022). Employee performance System in Maharatna Companies (A Leading Public Sector Undertaking) of India-A Case Bhopal Union Carbide India Limited. International Letters of Social and Humanistic Sciences, 103-112.
Shore, L. M., & Griffeth, R. W. (2018). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of management, 29(1), 99-118.
Ukeje, J., Ndukwe, C. & Ogbulu, E. (2022). Public Service Recruitment Practices and Implications for Sustainable Development in Ebonyi State, Nigeria. International Journal of Public Administration, (43), 4, 20-31.
Wafula, M., Korir M. and Tirong, T. (2019). Effect of Extrinsic Motivation on Employee Performance in Medium
Waleed, A., (2018). The Relationship between Human Resource Practices and Employee performance in Public Organizations: An Exploratory Study Conducted in the New Jersey, USA. International Journal of Environment, 4(1), 45-58.
Wekesa, J. and Nyaroo, M. (2018). Effect of Compensation on Performance of Public Secondary School Teachers in Eldoret Municipality, Uasin Gishu County, Kenya. International Journal of Scientific and Research Publications, Volume 3, Issue 6, June 2020 1 ISSN 2250-3153.
DOI: http://dx.doi.org/10.61426/sjbcm.v11i3.3013
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.