Abstract:
In today’s competitive business environment, equity is increasingly becoming part
and parcel of best practice with human resources emerging as a major source of
competitive advantage. Human resource systems and processes should promote
equity to optimize employee productivity. This study sought to determine influence
of perceived organization politics on equity in human resource practices in Kenya’s
public sector. The objectives of the study were: to determine influence of coworkers’
political behavior on equity in human resource management practices in Kenya’s
public sector; to establish influence of supervisor political behavior on equity in
human resource management practices in Kenya’s public sector; to assess influence
of political organization environment on equity in human resource managemen
practices in Kenya’s public sector, to establish mediating effect of proactive behavior
on the relationship between perceived organization politics and equity in human
resource management practices in Kenya’s public sector and, to establish the
moderating effect of organization climate on the relationship between perceived
organization politics and equity in human resource management practices in Kenya’s
public sector. The study had three broad independent variables namely; coworkers’
political behavior, supervisor political behavior and organization political
environment. Organization climate and proactive behavior were the respective
moderating and intervening variables. This study was a descriptive research
involving 384 respondents drawn from public sector institutions. Data was collected
using semi structured questionnaires which were self- administered using “drop and
pick later” approach. Quantitative data was analyzed using descriptive and inferential
statistics utilizing; Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis
(CFA) and, Structural Equation Modelling (SEM). The results were tested at 5%
level of significance. The study found out that; all predictor variables negatively
influeneced attainment of equity in human resource management practices in
Kenya’s public sector organizations. Organization climate was found to moderate the
relationship while proactive behavior was found not to play any mediating role.
Hypothesis testing was carried out using SEM and all the null hypotheses except for
mediation were found significant at P=0.05. The null hypotheses for all the predictor
variables were rejected, the null hypothesis for moderation was accepted and, the
null hypothesis for mediation was rejected. The sub-hypotheses relating to the
predictor variables were also rejected. The study concluded that nature of influence
of perceived organization politics in Kenya’s public institutions was largely
destructive and, among others recommended; implementation of reforms, review of
human resource management policies, involvement of employees in decision
making, adoption of high performance work practices and, adoption of strategic
recruitment to assure consideration of ‘low-political’ public servants.
