Effect of Human Resource Management Practices on Employee Performance in Public Secondary Schools in Kenya

Abstract

The central aim of the research was to reconnoiter the effect of human resource management practices on employee performance in state owned secondary schools in Kenya. Specifically, the research aimed; to determine the effect of motivational practices on employee performance in public secondary schools, to identify the effect of leadership practices on employee performance in public secondary schools, to assess the effect of training practices on employee performance in public secondary schools and to evaluate the effect of work environment practices on employee performance in public secondary schools. The target population consisted of 23,147 employees in public secondary schools in western Kenya. The research assumed a mixed research design. A sample size of 393 respondents was used through stratified random sampling. The strata represented all the teachers. The structured questionnaires were developed and pretested; a pilot study was conducted to help establish content validity and reliability of the instruments. Content validity of the instruments was verified by experts from the university department while reliability of the research data collection tool was assessed using constant of alpha that needed to be at least 0.7 in social sciences. Both descriptive and inferential statistics were used in the analysis of the study such as mean, frequencies, correlation and regression analysis was used. The findings of the study were presented in form of tables and graphs. From the study findings, the correlation between motivation practices and employee performance in public secondary schools in Kenya was positive and significant. This means there was moderate measurably positive connection with employee performance. The correlation between leadership practices and employee performance was positive and significant. This means there was measurably positive connection when leadership practices were related to employee performance. The correlation between training practices and employee performance was positive and significant. This means there is a measurably positive connection when training practices were related to employee performance. Lastly, the correlation between work environment practices and employee performance was positive and significant. This means there is a measurably positive connection when work environment practices were related to employee performance. The study concluded that there is a measurably positive connection amongst motivation, leadership, training and work environment practices on employee performance. On recommendation, the study encourages management of public secondary schools to proactively motivate teachers, provide good leadership, encourage teachers to go for further training and provide good work environment to improve their performance. The inquiry was done in public secondary schools in Kenya. Future researches are encouraged to cover private secondary schools and compare the findings. The study forms a basis for reference as empirical literature by researchers and any other interested parties in future.