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Has files: YesSubject: search.filters.subject.Human Capital Management (HCM)

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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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    Human Capital Management Practices On The Performance Of The Public Service Sector In Kenya
    (KCA University, 2024) Mahuyo, Emmanuel W B
    Effective human capital management (HCM) is crucial to improving service delivery, improving employee performance, increasing organizational productivity, and reducing employee turnover in the public sector. This study aims to investigate the relationship between HCM practices and organizational performance in Kenya's government institutions. The research, guided by human capital theory, agency theory and expectation theory, was to explore how these practices influence the efficiency and results of the public sector's service delivery. The descriptive research design describes the characteristics and relationships between the performance of selected institutions in human resource management practices and public sector performance. The study focuses specifically on Semi-Autonomous Government Agencies (SAGAs) under the Ministry of Roads and Transport which are unique entities that operate with some degree of managerial independence but remain accountable to the government. This study targets the 18 SAGAs within this ministry, assessing their performance through elements like employee recruitment, talent retention, reward management, internal processes, learning and growth, and financial outcomes The study was to focus on specific HR practices such as employee recruitment, performance management, talent retention, and reward management, and was to identify best practices that can improve the performance of Kenya's public sector through structured interviews and case study analysis with public sector managers. The results of this study were to help to understand how effective HR practices can address challenges in Kenya's public sector, such as inefficiency in service delivery and high turnover of employees. The results of this study can inform organizational policies and practices aimed at improving organizational resilience, adaptability and productivity during human capital practices and contribute to public general success and sustainability. This study, by integrating HCM trends into global, regional, and local environments, provides valuable insights into improving the organizational performance of the Kenyan public sector.