Contribution of Strategic Human Resource Management Practices in Achieving Institutional Performance in Kenya: Narok County Government Perspective

Abstract

The study assess the contribution of SHRM practices; Acquisition, Training and Development, Performance Management, Staff Appraisal, Reward Management in Achieving institutional performance. SHRM theories in the existing literature on institutional performance were reviewed. A multi-respondent survey was used to collect data using questionnaires from the 400 sample out of 2496 individuals from Narok County Government. Data was analyzed using descriptive and inferential statistics. The findings show a positive relationship and association between staff resourcing and institutional performance. Pearson’s R of 0.453, Phi value of 2.701 and the CramersV is 0.530 and both have a P- value of 0.000, R2= 0.177 The mean square of residual is 0.602, The F value of 74.159, T value of 8.637 higher than critical value of t +2. Null hypothesis is rejected at F- value above the critical value at 1; 340 df. On training and development the results shows Pearson’s R of 0.594, Phi value of 2.766 and Cramers V is 0.532 and both have a P- value of 0.000. R2 = 0.170, F value of 70.753, T value of 9.028 higher than critical value of t +2. The critical chi factor at 800 df is given as 880.275 which is below the calculated factor. Null hypothesis is rejected at F- value being above the critical value at 1; 340 df. Therefore, there is a strong positive relationship and association between variables. There is also strong positive and association between performance management and institutional performance with a Pearson’s R of 0.624, Phi value of 2.766 and a cramers V of 0.556 and both have a P- value of 0.000. R2= 0.313, Mean square of residual is 0.503, F value of 156.401,T value of 13.119 higher than critical value t +2. The critical chi square factor at 850 df is given as 932.689 which is below the calculated factor of 2425.510. Null hypothesis is rejected at F- value above the critical value at 1; 340 df. On Staff Appraisal practice, finding shows a positive relationship and association with a Pearson’s R of 0.624, Phi of 2.486 and a cramers V of 0.556 and both have a P- value of 0.000. R2= 0.362, Mean square of residual is 0.467,F value of 194.693, t- value of 13.953 higher than t+2. The critical chi square factor at 620 df is estimated at 722.542 which is below the calculated factor of 1959.306. Null hypothesis is rejected at F- value above the critical value at 1; 340 df. Finally, the relationship between reward management and achievement of institutional performance showed a positive relationship and association with a Pearson’s R of 0.451, Phi value of 2.228 and a cramers V of 0.525 both with a Pvalue of 0.000. R2 = 0.192, Mean square of residual is 0.593, F value of 80.939, tvalue of 8.997 higher than critical value t +2. The critical chi square factor at 558 degrees of freedom is estimated at 616.878which is below the calculated factor of 1574.123. Null hypothesis is rejected at F- value above the critical value at 1; 340 df. It is therefore concluded that the five strategic factors selected for the study have a positive significant relationship with institutional performance. Performance management has the highest cramers V of 0.556 meaning that it has the highest strength of association to performance. The study therefore recommends that institutions should emphasize on development, adoption, integration and implementation of SHRM practices as examined in the achievement of institutional performance of Narok County Government. The findings are useful to the government of Kenya, Narok County Government, and Staff and contribute to the knowledge gap.