scholarly journals How Do Human Resource Management Practices Predict Employee Turnover Intentions: An Empirical Survey of Teacher Training Colleges in Kenya

2018 ◽  
Vol 9 (4) ◽  
pp. 201
Author(s):  
Kyalo Abigail Manthi ◽  
James M. Kilika ◽  
Linda Kimencu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Turnover Intentions ◽  
Teacher Training Colleges ◽  
Human Resource Management Practices ◽  
Training Compensation ◽  
And Performance

This study sought to establish how Human Resource Management practices predict tutor turnover intentions in primary Teacher Training colleges (PTTCs) in Kenya. The objectives of the study were: to establish the influence of Training, Compensation, Career development and Performance management on tutor turnover intentions in PTTCs in Kenya. The scope of the study was the Nairobi Metropolitan region. Multi stage sampling was used to obtain a sample size of 152 respondents where the actual response rate was 74.3%. The findings of the study showed that training, compensation, career development and performance management were poorly practiced and that they significantly and negatively predict tutor turnover intentions in PTTCs as they collectively accounted for 28% variation in the experienced turnover intentions among the tutors. The findings raise both theoretical and practical implications for underpinning HRM practice, behavioral science theories and personnel administrative responsibilities to college principals respectively. The study calls on future research to consider the contingent effects of the tutors' demographic characteristics and the contextual factors surrounding HRM Practice in the Colleges.

scholarly journals INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERFORMANCE OF HEALTH WORKERS IN KIAMBU COUNTY, KENYA

2021 ◽  
Vol 7 (2) ◽  
pp. 1-18
Author(s):  
Jacob Mutwiri ◽  
Eunice Mwangi ◽  
Osiyel Edwin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Health Workers ◽  
Unique Contribution ◽  
Improve Performance ◽  
Human Resource Management Practices ◽  
And Performance

Purpose: The general objective of the study was to establish the role of human resource management practices on the performance of health workers in Kiambu County, Kenya. Methodology: The study adopted cross sectional research design, using both descriptive quantitative and qualitative techniques. The study targeted managers and workers of four hospitals which were purposefully chosen. The data was collected by administering questionnaires to the respondents and conducting KII to the managers. The data was analyzed using SPSS V27. The data was presented using tables and charts to summarize responses. For further analysis and comparison, the generated quantitative reports were subjected through tabulations, percentages, measure of central tendencies, correlation coefficient, chi square test, and inferential statistics. Findings: The study reviewed that training opportunities and performance management practices improves staff motivation and performance (mean of 4.23, and 4.13). Planning (2.66) was biggest hindrances to utilizing training to improve performance. The managers were not well trained on using appraisals, ratings and feedback (2.06) for performance management. The institutions were not embracing performance culture (2.60), and using it for continuous improvement (1.82). Additionally, the study showed that hospitals did not carry out performance measurement regularly (2.81) and the systems for data collection were inadequate (2.43). Unique contribution to theory, practice and policy: The study showed that human resource management practices improve health workers performance. Institutions should formulate and review policies to support human resource management practices that improve performance of the health workers

Research on the Human Resources Performance Management Based on the Strategic Direction Data Mode Analysis

2014 ◽  
Vol 687-691 ◽  
pp. 4560-4563 ◽  
Author(s):  
Qiu Juan Zhu ◽  
Guo Hui Su
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Mode Analysis ◽  
Strategic Direction ◽  
Human Resource Management Practices

Strategic human resource management theory, strategic choice on the basis of the enterprise, to take appropriate human resource management practices, to better achieve Organizational performance. By analyzing real human resource management Different modes of practice, combined with the specific activities of the US-Japan Human Resource Management companies, proposed supportive human resource management practices can help companies achieve strategic goals of innovation.

scholarly journals Strategic Human Resource Management Practices and Performance of Employees in the Ministry of Health, Nairobi City County, Kenya

2017 ◽  
Vol 5 (12) ◽  
pp. 211-227
Author(s):  
NYAMBANE ARIRI NYAMBANE ◽  
Stephen M. A. Muathe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Career Management ◽  
Ministry Of Health ◽  
Human Resource Management Practices ◽  
And Performance

Performance of employees in the Ministry of Health, Nairobi City County has been dismal. There have been instances of inability amongst employees to meet deadlines, low efficiency, and dismal productivity. The objectives of the study included; assessing the influence of recruitment, career management, reward and performance appraisal practices on performance of employees in the Ministry of Health. The study was guided by the strategic management and performance theories. The study adopted mixed methods approach and thus applied descriptive research design. The target population comprised of 15 Departmental Heads and 425 employees all totaling to 440. Using the Central Limit Theorem, 132 respondents, that is, 30.0% of 440, was selected. Stratified sampling was applied to create five strata based on the number of departments in the Ministry of Health Nairobi. Heads of department will be selected using purposive sampling whereas 25 employees will be selected from each department using simple random sampling to avoid bias. This procedure enabled the researcher to realize a sample of 5 heads of departments and 127 employees. The questionnaire was used to collect data from employees whereas interviews with heads of departments. Qualitative data were analyzed thematically along the objectives and presented in narrative forms whereas quantitative data were analyzed descriptively using frequencies and percentages and inferentially analyzed using ANOVA Test Analysis with the help of SPSS Version 23. The study established that, at the Ministry of Health in Nairobi County, employees’ efficiency, productivity and ability to meet deadlines are low. It is also evident that strategic human resource management practices such as recruitment, career management, reward and performance appraisal practices have not been fully exhausted. Thus, the study recommends that the Ministry of Health should endeavor to train their employees in order to improve the organizational performance. The Ministry of Health should provide employees opportunity to make decisions on how to go about their tasks, seeking employees’ input in managerial decisions, delegating to them tasks that they can handle, equipping them with skills required by their jobs, setting achievable targets and incorporating employees in fair evaluation of performance, salary increase and fair administration of rewards. Job performance should be considered in determining the compensation of employee’s performance.

scholarly journals Effect of employee demographic characteristics and selected Human Resource Management Practices turnover intentions: A case of commercial banks in Eldoret Town, Kenya

2015 ◽  
Vol 10 (10) ◽  
pp. 2555-2569
Author(s):  
Norbert P. Murupus ◽  
Dr. Dinah J. Kipkebut
Keyword(s):  
Regression Analysis ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Commercial Banks ◽  
Management Practices ◽  
Turnover Intentions ◽  
Demographic Characteristics ◽  
Human Resource Management Practices

Organizational investment in Human Resources is an inevitable measure in pursuit of achievement of organizational goals. Organizations therefore must utilize a considerable amount of finances, materials and time in employee acquisition, maintenance and development. Despite the banking industries investing heavily in the acquisition and maintenance of its human resources, employees still quit their jobs in search of other alternatives. The objective of the present study is to establish the effect of employee demographic characteristics and selected Human Resource Management practices on employees’ intention to turnover in the Banking industry. The study population consisted of Managerial, Clerical and Direct Sales Staff from twenty five (25) commercial banks in Eldoret town, Kenya. The study sampled 387 employees from ten (10) commercial banks. Questionnaire method was used to collect data. The data obtained was processed using the Statistical Package for Social Sciences (SPSS). Both descriptive and inferential statistics were used in data analysis; that is, Frequencies, means, standard deviation and Percentages which were presented in tables and charts. Pearson’s Correlation analysis and Regression analysis were used to test the study hypotheses. The results of the multiple regression analysis showed that pay practices, procedural justice, marital status, education, job tenure and job position were critical factors in determining employee turnover intentions. The study recommends that banks should implement high commitment human resource management practices so as to enhance the retention of its employees.

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

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