Professional Documents
Culture Documents
Stella's project
Stella's project
JULY 2024
DECLARATION
STUDENT’S DECLARATION
I declare that this is my original work and has not been submitted to any other institution for
academic purposes
SIGNATURE: Date:
NAME:
ADMISSION NUMBER:
DEPARTMENT:
SUPERVISOR’S DECLARATION
This project has been submitted for examination purposes with my approval as the University
supervisor.
Signature: Date:
NAME:
LECTURER:
DEPATMENT:
DEDICATION
This project is dedicated to my lecturers, family, and all those who supported me in my
research project. A special dedication to my parents who have been supporting me in my
further studies.
ACKNOWLEDGMENT
Firstly, I thank the almighty God for giving me the strength, skill, and knowledge required for
this research project and this far he has brought me. Secondly, I thank God for Zetech
College for the opportunity to pursue a certificate and to do this project while they assist me
in whichever way. I am grateful to my supervisor for his guidance and support throughout
the course of this project.
TABLE OF CONTENTS
TABLE OF CONTENT
DECLARATION......................................................................................................................2
ACKNOWLEDGMENT..........................................................................................................4
CHAPTER ONE.......................................................................................................................7
1.1 Background of the Study...................................................................................................7
1.2 Statement of the Problem..................................................................................................7
1.3 Purpose of the Study..........................................................................................................8
1.4 Objectives of the Study......................................................................................................8
1.5 Research questions.............................................................................................................8
1.6 Significance of the Study...................................................................................................8
1.7 Limitations of the Study....................................................................................................9
CHAPTER TWO....................................................................................................................10
2.1 Introduction......................................................................................................................10
2.2 Theoretical Framework...................................................................................................10
2.2.1 Scientific Management Theory............................................................................................10
2.2.2 Administrative Management Theory..................................................................................10
2.2.3 System Theory.......................................................................................................................11
2.3 Empirical Review.............................................................................................................11
2.4 Research Gap....................................................................................................................12
2.5 Conceptual Framework...................................................................................................12
CHAPTER THREE...............................................................................................................13
3.1 Introduction......................................................................................................................13
3.2 Target Population.............................................................................................................13
3.3 Research Design................................................................................................................13
3.4 Sampling technique and Sample size..............................................................................13
3.5 Data Collection Techniques.............................................................................................13
3.6 Data analysis and presentation.......................................................................................13
CHAPTER FOUR..................................................................................................................14
4.1 Introduction......................................................................................................................14
4.2 Response Rate...................................................................................................................14
4.3 Demographic characteristics of respondents.................................................................14
4.3.1 Gender distribution..............................................................................................................14
4.4 Analysis of variables...................................................................................................14
4.4.1 Team building........................................................................................................................14
4.4.2 Training.................................................................................................................................15
4.4.3 Creativity and Innovation....................................................................................................15
4.4.4 Delegation of Authority........................................................................................................15
4.5 Employee Job Performance............................................................................................16
4.5.1 Absenteeism...........................................................................................................................16
4.5.2 Quality Work........................................................................................................................16
4.5.3 Speed......................................................................................................................................16
CHAPTER ONE
INTRODUCTION
This chapter briefly describes the background of the study, the statement of the study, the
purpose of the study, the objectives of the study, the research question, the delimitation of the
study, and the limitations of the study.
3. Informing HRM Practices: The findings of this study can inform HRM practitioners
and policymakers in Nairobi County about the most effective HRM practices for
optimizing employee performance. By identifying specific HRM strategies that
correlate with improved performance, organizations can tailor their HRM approaches
to better meet the needs and expectations of their employees, ultimately leading to
higher levels of productivity and job satisfaction.
4. Addressing Talent Management Challenges: Nairobi County, as a hub of economic
activity and urban development, faces unique talent management challenges. This
study can shed light on how HRM practices can address these challenges by
attracting, retaining, and developing talent effectively. Such insights are crucial for
organizations seeking to build a skilled and motivated workforce in Nairobi County's
competitive employment market.
ii. Data Collection Methods: The study's reliance on self-reported data or survey
responses may introduce response bias or social desirability bias, affecting the
accuracy and reliability of the results. Additionally, the use of cross-sectional data
may limit the ability to establish causality between HRM practices and employees'
performance.
iii. Measurement Validity: The study's measures of HRM practices and employee
performance may lack comprehensive validity or reliability, leading to potential
measurement error or misrepresentation of the constructs under investigation. This
could undermine the robustness of the study's conclusions and interpretations.
iv. External Factors and Confounding Variables: There may be external factors or
confounding variables, such as economic conditions, industry trends, or individual
differences among employees, that are not adequately controlled for in the study.
Failure to account for these factors could obscure the true relationship between HRM
practices and employees' performance.
vi. Temporal Dynamics: HRM practices and employees' performance may vary over time
due to changes in organizational priorities, leadership turnover, or external market
conditions. The study's static snapshot of HRM practices and performance outcomes
may not capture these temporal dynamics, limiting the longitudinal validity of the
findings
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter briefly describes a review of existing literature on the effect of HRM on
employee performance. The review aims to give an accurate understanding of the relationship
between the employee's performance within Nairobi county and the HRM practices. It is
featured in several ways: conceptual work, theoretical framework, research work, and
empirical review.
Scientific Analysis
The managers should analyze, collect, and use the data to get information and develop
the rules that enhance efficiency in the organization.
Adequate techniques
The managers are responsible for ensuring that workers apply the techniques
developed to maintain accurate productivity in an organization.
Equity in work distribution - This ensures that there is an adequate fair distribution of
work between managers and workers according to time and leave
Unity of command
This whereby it promotes specialization by ensuring that the employees report to one
supervisor
Departmentalization
This is where groups of similar activities are into independent units for efficient
administrative
Exceptional principles
These routine matters are given by the subordinates while exceptional issues are
raised to the senior management.
Scalar principle
This advocates for a control of administrative function with a clear history of the
organization
5. Employee relation
Guest (2002) found that positive employee relations, characterized by good
communication and conflict resolution encourage performance in an organization.
METHODOLOGY
3.1 Introduction
This chapter describes the methodological approach that guides the study. The methodology
acts as the blueprint of the research (Cooper & Schindler, 2017), data collection, analysis, and
estimation. The methodological approach illustrates how data was gathered, processed, and
analyzed.
4.1 Introduction
This chapter presents the analysis, findings, and interpretation of the data collected by the
study objective which was to investigate the effect of HRM practices on employee
performance in Nairobi County.
4.4.2 Training
The study examined the issue of training on employee performance. The findings are shown
in Table 4.2 which indicates that most employees agreed that training workshops have
improved their performance with a mean of 3.8 and a standard deviation of 1.29. Those who
got an educational opportunity like scholarships contributed well though to a low rate with a
mean of 3.4 and a standard deviation of 1.39. The overall training was seen as a factor in
promoting job performance with a mean of 3.6 and a standard deviation of 1.30.
Statement Number mean Standard
Workshop on job performance improved 120 3.8 1.29
performance
Educational opportunities improved performance 120 3.4 1.39
Aggregate 120 3.6 1.30
Source: Research (2023)
4.5.1 Absenteeism
Most respondents agreed that employees consistently reported to work duties with a mean
of 4.0 and a standard deviation of 1.61. Reports have been reported that some noted
instances of absenteeism with a mean of 3.2 and a standard deviation of 1.48. the overall
indicated that absenteeism is a factor that affects performance with a mean of 3.8 and a
standard deviation of 1.5.
Statement Number mean Standard deviation
Most employees report working 120 4.0 1.61
regularly
Some of the employees are frequently 120 3.2 1.48
absent
4.5.3 Speed
Most respondents agreed that employees finished their tasks before the deadline with a mean
of 4.3 and a standard deviation of 0.94. Some indicated that the employees did not meet
deadlines with a mean score of 3.7 and a standard deviation of 1.28. Overall, speed is an
important determinant of performance that shows the mean was 3.9, and the standard
deviation of 1.16
Gender Respondents Non- Mean Speed Standard
respondents Deviation
Male 60 15 4.0 1.03
Female 60 15 4.0 1.03
CHAPTER FIVE
SUMMARY CONCLUSIONS AND RECOMMENDATION
5.1 Introduction
In this chapter the research presents summary, conclusion and the recommendation. The
summary provides the main component which are the methodology, the objectives and the
findings. The findings are obtained from the research question and the recommendations of
the improvement based on the finding of study.
5.2 Summary
The purpose of the study is to investigate the effects of Human Resource management on
employee’s performance. The study was guided by the following research question: What
ways does HRM promotes employee’s performance? What are the roles of the HRM in an
organisation?
Research was aimed at collecting information from the respondent on how the employees
are assessed during training, the quality work, misconduct in the organisation and in what
does the HRM promote the employee’s performance. Further, the correlational approach
was adopted as the study was seeking to describe the relationship between the independent
variables which is the employee’s performance in an organisation and the independent
variables: training and development, recruitment and selection, performance appraisal and
the employee’s relation. The target population is Nairobi County’s employee’s
The findings in determine the factors that demonstrates the effect of HRM on employees
‘performance: training, quality work, creativity and innovating, gender distribution and team
building
The first research was to how do we understand the relationship between the employees
within Nairobi County and the HRM practices and how does it perform employees’
performance. The researcher found out there is lack of training on the employees in Nairobi
County. Training and development are one of the most efficient factors that each employee
has to undergo in an organisation. It helps the employee to add more skill and knowledge
and to learn new things. It was noted that the organizations had a good span of control
where by the supervisors are made easier to supervise the employees and the employee are
able to share thing with there supervisors.
Second research question was what is the role of HRM in an organisation. HR has many
different and interrelated functions. According to Gary Dessler, HRM is the process of
acquiring, training, appraising and compensating employees and attending to their labour
relations, health, safety and fairness concerns. the HR department have a wider role in an
organisation:
1.Recruitment- This is the main role of HR to ensure the organization has the right people in
the right time and at the right job. It means that the HR staff ought to have a firm
understanding of various role in the organisation and the qualification that the employee
need to fill to get the person who is best suited for the job.
2.Health and safety
-The HR team is responsible for ensuring that employees safety training is safe and the
workplace safety records are maintained. In ensuring that the workplace is safety, the
organisation must necessarily take action.
3. Training and development
- A key aspect of the HR department is to facilitate training to acquire an adequate training
being provided and to encourage the employee’s development to play a significant role staff
retention in the organization.
4. Employee relations
- The HR department helps as a liaison between the organisation and employees to make
sure that the employees are kept in place of relevant information, and they are represented
in the HR team in decision making.
Third research question was the effect of appraisal in employee’s performance. It identifies
performance problems to improve employee productivity and motivation. Appraisal helps
bringing about progressive feedback to improve employee productivity. It has been not by
researcher that the performance appraisal has many advantages but sometimes it promotes
low productivity in the organization and can act as a demotivator and affects the employee’s
morale. The benefits of performance appraisal:
Creates career growth
Increases the employee performance
It helps in determining training
It evaluates the goal for an organization
It strengthens team building.
It improves on performance
5.3 Conclusion
HR planning is a vital process which enables organization to align their workforce with the
strategy objectives, adapt to change, adequate resource utilization and employee retention.
It faces numerous challenges that required strategic solutions are needed in organisation.
The employee management system allows for a better manage resources. The study found a
significant positive correlation between employee performance and the human resource
development practices.
5.4 Recommendation
5.5.1 Recommendation for improvements.
Employee performance can be increased by development policies, training and
development, performance appraisal, rewards policy and recruitment and selection. This
study has enhanced to the existing knowledge by ensuring the HR policies have an affect on
the performance of employees. HRM can create a culture of trust and communication to the
employees to make performance better in the organisation.
REFRENCES
APPENDIX
INTRODUCTION LETTER
STELLAMARRIS MUINDE
P.O. BOXOO-OOO1
NAIROBI.
Dear sir /madam,
I am a student in Zetech college pursuing Certificate in Human Resource Management. I am
conducting research on the effect of human resource management on employee’s
performance.
Please note that the information stated will be treated with confidentiality and there will e
no instance that the information will be used for any other purposes other than for this
project.
Yours faithfully,
Stellamarris muinde
APPENDIX 2: QUESTIONNAIRES
Answer appropriately using () or ()
1. What is your gender?
( ) Male ( ) Female
2. What is your age range?
( )18-25 ( ) 26 - 34
( )44 - 52 ( )53 and above