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See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/270897879Role of Human Resource Management Strategy in Organizational Performance
in Kenya
Article · September 2014
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, International Journal of Scientific and Research Publications, Volume 4, Issue 10, October 2014 1
ISSN 2250-3153
Role of Human Resource Management Strategy in
Organizational Performance in Kenya
Gerrard Charles Mutembei1, Ondabu Ibrahim Tirimba2
*
PHD in Human Resource Management candidate, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
**
PHD Finance candidate, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Abstract- Organizations today have increasingly become aware levels and Extensive sharing of financial and performance
of the importance of strategic Human Resource Management information throughout the organization.
(SHRM). This awareness in a system is a critical dimension in This seminar paper will evaluate and critique researches on
the performance of organizations. Most organizations today are human resource management and their effect on performance of
undergoing some structural, operational, and business strategic public service in Kenya. Since the inauguration of the new
changes with the aim of improving their performance. The constitution, there has been various policy review in the public
organization‟s competitive strategy may include mergers and and recently most public service servants have been on strike
acquisitions, downsizing to increase efficiency, internal starting with the teachers, nurses just to name a few. Under the
operations, or the acquisition of automated production devolved county government, some services were devolved like
technology. These strategic decisions determine the demand for the ministry of health and we have seen challenges in meeting
skills and human resource. Incompetent and unbalanced: the human resource needs at the county level which has
resourcing, training, development, reward, and appraisal methods adversely affected the performance of the county government,
have led to poor performance. The seminar sought to establish hence the seminar will address the issue of Human Resource
what other researchers have done in the field of human resource Management and performance of County government under
and performance of organization. devolved County governments in Kenya. Therefore, this study
aims to gain insight into the relationship between HRM and the
Index Terms- Absenteeism, Commitment, Expectation, Job quality of public service, to support public organizations to
satisfaction improve their performance by means of better HRM policies.
I. INTRODUCTION II. CONTENT ANALYSIS
N owadays, in the HRM literature there is growing interest for
the contribution of HRM to the organizational performance.
However, the focus then is often on the performance of private
1.1 Prior Studies on Human Resource Management
Ferris et al., (1990) made one of the first major attempts to
examine how effective management of human resources might
sector organizations. During the last decade public sector contribute to positive organizational performance. In their study
performance has become more and more an issue. Several of 2,236 firms from the U.S. construction industry, the Ferris
innovations in the field are aimed to increase the quality of group addressed the roles played by three important
public service and to reduce costs at the same time. organizational functions and activities on firm performance: the
However, the existing research about the contribution of status and importance of the HRM function, the role of unions
Human Resource Management (HRM) to support these and strategic planning. They found that firms that had HRM
developments has been scarce. departments were generally high performers (i.e., larger total
Over the years, researchers have suggested many HRM sales volume), firms that had a higher percentage of their
practices that have the potential to improve and sustain workforce unionized also performed better than firms with a
organizational performance. These practices include emphasis on lower percentage and, finally, firms performed better when they
employee selection based on fit with the company‟s culture, engaged in more formalized strategic planning.
emphasis on behavior, attitude, and necessary technical skills Past researchers such as Noe et al., (2000) contended that
required by the job, compensation contingent on performance, human resource management (HRM) is known as the central
and employee empowerment to foster team work, among others. business concern, that shapes the behavior, attitudes, and
Pfeffer, (1998) has proposed seven HRM practices that are performance of the employees, hence, HR practices are
expected to enhance organizational performance. The practices important tools for organizational performance. Hom and
proposed by Pfeffer (1998) are: Employment security; Selective Griffeth, (1995) posited that when employees are not
hiring of new personnel; Self-managed teams and committed to their firms, this would lead to reduction in
decentralization of decision making as the basic principles of productivity, poor service quality provided, lost business
organizational design; Comparatively high compensation opportunities, and subsequently increased administrative burden
contingent on organizational performance; Extensive training; to the companies.
Reduced status distinctions and barriers, including dress, In a comparative study of strategic HRM practices among
language, office arrangements, and wage differences across American-owned, Taiwan-owned and Japanese-owned firms,
www.ijsrp.org
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