Influence of human resource practices on employee performance at the national council for population and development, Kenya

Abstract

Many challenges must be surmounted before an organization's human resource management strategies can be put into effect. For instance, these challenges might arise in managing diversity, dealing with mental health issues, keeping employees, encouraging creativity, complying with regulations, or navigating worldwide complications. Human resource management (HRM) strategies and their effects on the overall efficiency and effectiveness of Kenya's National Council for Population and Development (NCPD) are the focus of this study. The primary goal of this study is to analyze the effects of NCPD's human resource management techniques on the productivity and performance of the company. Human resource policy is also examined in this study to see how it mediates the connection between HR processes and performance in the Kenyan National Police Department. The groundwork for this inquiry is laid by several hypotheses. The theories of human capital, route goals, attraction-selection-attrition, and main agents are among them. A full complement of features, including moderators, independent variables, and dependent individuals, are shown in the conceptual framework. The main emphasis of this inquiry is the strategies for managing human resources, while the business results are used as the dependent variable. The research analyzed the relevant literature and take human resource policy into account as the moderating variable. A combination of descriptive and correlational research methods were used for this project. The target population was 307 people, 107 were from the operational management level, 107 from the middle management level, and 107 from senior management within Kenya's National Council of Public Administrations (NCPD). The research used proportional sampling to choose managers to serve on Kenya's National Council of Professional Development. According to Fisher's calculation, a sample size of at least 113 people is required. Standardized questionnaires were used throughout the first data gathering procedure. The data was analyzed using both descriptive and inferential approaches. Separate estimates are obtained for the sample and the multi egression model. The findings revealed that; a structured recruitment process enhances performance, but inefficiencies such as favoritism and lengthy hiring procedures hinder optimal outcomes; competitive and fair compensation boosts employee motivation and productivity, whereas delayed payments and perceived unfairness negatively impact morale; training is the most significant factor influencing performance, with continuous professional development improving employee skills and service delivery, though limited training opportunities due to budget constraints reduce effectiveness; and well-structured and transparent performance appraisals enhance employee engagement, but inconsistencies in implementation weaken their impact. The study concludes that effective human resource practices are critical for enhancing employee performance. Recommendations include ensuring a merit-based recruitment process, timely and competitive compensation, structured and accessible training programs, and standardized performance appraisals linked to rewards. Future research should explore the long-term effects of HR practices on employee retention and satisfaction in public institutions.