INFLUENCE OF KNOWLEDGE STORAGE ON HUMAN RESOURCE PLANNING IN THE PUBLIC SERVICE COMMISSION OF KENYA
Abstract
The study examined the influence of knowledge storage on human resource planning. The research was anchored on organizational learning theory. A mixed research design was employed, combining quantitative and qualitative approaches. The target population consisted of 209 employees from various hierarchical levels within the organization. The study employed a census approach. Data was collected using questionnaires, interview guides, and a secondary data template. The study utilized both descriptive and inferential statistics for data analysis. The pilot study conducted in the Judicial Service Commission confirmed the validity and reliability of the research instrument. Reliability testing using Cronbach’s alpha yielded coefficients ranging from 0.745 to 0.823, all exceeding the acceptable threshold of 0.7, indicating the internal consistency of the instruments. The study found that knowledge storage had a significant positive influence on human resource planning (r = 0.590, β = 0.590, p = 0.000). The study concludes that knowledge storage plays a crucial role in enhancing human resource planning within the Public Service Commission of Kenya. The study recommends that the Public Service Commission of Kenya should prioritize and enhance its knowledge management practices to improve human resource planning. This includes implementing structured programs for continuous learning and development, investing in advanced knowledge management systems and databases. The organization should also develop a comprehensive knowledge management policy that explicitly links knowledge practices to human resource planning.
Key Words: Knowledge Repository/Database Development, Knowledge Codification and Indexing, Knowledge Access Controls, Human Resource Planning
CITATION: Thumbi, A., Njoroge, D. & Kamau, S. (2025) Influence of knowledge storage on human resource planning in the Public Service Commission of Kenya. The Strategic Journal of Business & Change Management, 12 (1), 67 – 84. http://dx.doi.org/10.61426/sjbcm.v12i1.3172
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DOI: http://dx.doi.org/10.61426/sjbcm.v12i1.3172
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