Theses and Dissertations

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    Strategic human resource management practices and employee productivity at tourism parastatals in Kenya
    (2025) Jebet, Peninah
    This study explored the relationship between Strategic Human Resource Management (SHRM) practices and employee productivity within Kenya's tourism parastatals. The tourism sector is a vital part of Kenya’s economy, contributing significantly to GDP and employment. The sector faces unique challenges, such as workforce inefficiency, high turnover, and the need for sustainable service delivery, making effective SHRM practices crucial for improving productivity and competitiveness. The research focused on four key SHRM practices: succession planning, employee training and development, performance appraisal, and employee engagement. The study was grounded in the Resource-Based View (RBV), Human Capital Theory (HCT), and Institutional Theory, providing a framework for understanding how internal HR capabilities and external institutional pressures influence organizational performance. Data was collected from 296 employees across six tourism parastatals. The findings revealed that SHRM practices significantly influence employee productivity. Performance appraisal had the most substantial impact, contributing to the largest variance in productivity, followed by employee engagement, training and development, and succession planning. The combined impact of all SHRM practices explained nearly 88% of the variance in employee productivity, with p-values indicating strong statistical significance for all practices (p < 0.001). The study recommends that tourism parastatals invest in structured performance appraisal systems, enhance employee engagement, provide continuous training, and refine succession planning to align with career advancement. These efforts are essential for improving employee productivity, service quality, and the sustainability of Kenya’s tourism sector. Future studies could use a longitudinal approach to assess the long-term effects of SHRM practices. Expanding the sample to other sectors or conducting cross-country comparisons would improve generalizability. Additionally, incorporating multiple data sources, such as objective performance data, could offer a more comprehensive understanding of SHRM’s impact on productivity.
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    Remote work environment and employee productivity in telecommunication companies in Kenya
    (KCA University, 2025) Wangari, Mary W.
    Employee productivity in telecommunication companies in Kenya has been a growing concern, particularly with the rapid shift towards remote and hybrid work models. According to a report by the Communications Authority of Kenya (CAK, 2023), inefficiencies in work processes, inadequate digital skills, and network reliability issues have contributed to reduced operational effectiveness in the sector therefore the study seek to assess the influence of remote work environment on employee productivity in Telecommunication sector in Kenya. Specifically, the study sought to assess the effect of digital connectivity, job autonomy, work-life integration and flexible scheduling on employee productivity in Telecommunication sector in Kenya. The study was anchored on diffusion of innovation theory, self-determination theory, conservation of resources theory and temporal fit theory. The study adopted a descriptive research design. The study targeted 300 employees in the 6 core departments from the six major telecommunication companies in Kenya. The study used Yamane’s’ formula to get the sample size of 171 employees. In addition, the study adopted stratified random sampling to get sample size in each department. The study used both questionnaire and interview schedule to collect the primary data desirable for the study. Questionnaire were used to collect data from department heads. Interview schedule was used to collect data from employees. The pilot study was carried out at Safaricom Limited Offices in Nakuru Town. The questionnaires in this study were validated through the application of content validity. The reliability of the study instruments was determined by generating Cronbach’s Alpha reliability of 0.70 or higher. Data that was gathered in this study was both quantitative and qualitative in nature. Qualitative data from the interview schedule was analyzed using thematic analysis and presented in prose form. Quantitative data was analyzed using both descriptive and inferential statistics. Descriptive statistics involved the use of frequency, percentage, mean and std. Inferential statistics involved the use of correlation and regression analysis. The findings were presented using tables and in prose form. The study concluded that digital connectivity had a moderate, positive, and statistically significant influence on employee productivity in the telecommunication sector in Kenya. In addition, the study concluded that job autonomy had a strong, positive, and statistically significant effect on employee productivity in the telecommunication industry, Furthermore the study concluded that work-life integration had a significant and positive impact on employee productivity within the telecommunication sector. Finally, the study concluded that flexible scheduling had a positive and statistically significant correlation with employee productivity in the telecommunications industry. The study recommends that organizations in the telecommunication sector should continue to invest in stable and high-speed internet infrastructure to support remote work. Reliable digital connectivity has been shown to directly impact employee productivity by reducing disruptions and enabling efficient task completion. The study recommends that HR departments implement structured work-life balance programs to support employees in managing the blurred boundaries between work and personal life in remote environments.
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    Human capital management practices and employee engagement in private universities in Nairobi, Kenya
    (KCA University, 2025) Odhiambo, Erick O.
    This study examines the impact of Human Capital Management (HCM) practices on employee engagement within private universities in Nairobi, Kenya. It focuses on five key HCM dimensions: recruitment processes, performance appraisal, work-life balance, career management, and reward management. Grounded in the Human Capital Theory, Social Exchange Theory, and Job Demands-Resources (JD-R) Model, the research highlights the significance of investing in employee development, reciprocal employer-employee relationships, and balancing job demands with resources to enhance engagement. The study targeted 930 academic and administrative staff across three selected private universities—KCA University, Kenya Methodist University, and Mount Kenya University. Primary data were collected through a structured questionnaire, pilot-tested for reliability and validity, while secondary data were sourced from relevant academic literature. A stratified random sample of 280 respondents was analyzed using the Statistical Package for Social Sciences (SPSS). Descriptive statistics, correlation, and regression analyses were conducted to determine the relationships between HCM practices and employee engagement. Results revealed that recruitment practices (β = 0.237, p = 0.000), work-life balance (β = 0.116, p = 0.000), reward management (β = 0.492, p = 0.000), and performance appraisal (β = 0.281, p = 0.000) all significantly enhanced employee engagement. Recruitment strategies aligning candidate values with institutional culture fostered belonging and engagement, while effective performance appraisal systems emphasizing feedback and goal setting improved motivation and morale. Additionally, organizations that promoted career development and work-life balance reported higher employee commitment and engagement levels. The study concludes that private universities should make recruitment decisions based on competency, adopt diverse performance evaluation methods, provide regular feedback, support career development, and implement flexible work arrangements. Such comprehensive HCM strategies can significantly strengthen employee engagement, leading to improved institutional performance and competitive advantage.
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    Effect Of Alternative Dispute Resolution Practices On Employee Productivity In The Export Processing Zones In Kenya
    (KCA University, 2017) Otondi, Ephantus M.
    Organizations have in the past failed to manage disputes within their staff. This has largely been due to lack of proper mechanisms within the organization that provide for the solving of the disputes that arise in the workplace. The effect of the organizations’ failure has manifested itself in an increase of attendant man-days lost and industrial strikes. This has led to a general decline in the employee’s productivity. Kenya’s labour productivity growth declined from 4 per cent in 2007 to 1.4 per cent in 2012. Employee productivity is a significant indicator of an organization’s competitive advantage. It is utilized to enable the organization make forecasts as to its future undertakings. Recognizing this, it is important for the organization to seek to manage the employees with a view to fostering their productivity. This study sought to establish the effect of employing alternative dispute resolution practices on employee productivity in the Export Processing Zone Enterprises. The study variables were negotiation, mediation, and arbitration and employee productivity. The study adopted descriptive research design and employed the stratified sampling procedure using a sample population of 400 that was determined using the Taro Yamane formula. Questionnaires were used to collect primary data which were validated using Cronbach’s test. Data was collected using drop and pick process and was collected in a two week period. It was then analyzed by aid of Statistical Package of Social Scientists (SPSS). The findings were summarized using statistical measures of dispersion while data is presented using tables and figures. The study found out that negotiation, mediation and negotiation have a positive and significant relationship on employee productivity. This study thus recommends that Export Processing Zone companies need to adopt alternative dispute resolution mechanisms in general and in particular negotiation (since it had the largest coefficient to improve employee productivity within the workplace.