Influence of Perceived Organization Politics on Equity in Human Resource Management Practices in Kenya’s Public Sector

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.