Human Capital Management Practices On The Performance Of The Public Service Sector In Kenya

Abstract

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.