Thesis:

Influence of human resource management practices on Employee satisfaction in public universities in Nakuru County, Kenya

The fourth Sustainable Development Goal (SDG) stated that public universities were required to guarantee the provision of high-quality education. Public universities in sub Saharan Africa—including Kenya—faced numerous challenges with human resource management procedures, which hindered their capacity to effectively recruit, hire, and train administrators, employees, and academics. This study investigated the influence of Human Resource Management (HRM) practices on employee satisfaction within public universities in Nakuru County, Kenya. It was guided by four specific objectives: to examine the effect of recruitment processes on employee satisfaction, to evaluate the impact of staff development on satisfaction, to investigate how employee rewards affected satisfaction, and to determine the role of Human Resource Information Systems (HRIS) in influencing satisfaction. The research employed a quantitative approach and adopted a post-positivism paradigm to ensure objectivity and minimize biases. A descriptive survey design was utilized to explore cause- and-effect relationships among the variables. The study targeted employees from four public universities in Nakuru County, with a sample size of 308 determined using the Yamane formula and multi-stage sampling techniques. Data were collected through semi-structured questionnaires and analyzed using SPSS, with qualitative insights obtained through content analysis. The reliability and validity of the research instruments were ensured through a pilot study and expert consultations. Ethical considerations were addressed by obtaining approvals from relevant ethical committees and maintaining respondent confidentiality. The findings validated the significant influence of practical HRM constructs on employee satisfaction in public universities. Results highlighted that staff development was the most impactful HRM practice, while the reward system demonstrated room for improvement. Hypothesis testing showed a positive correlation between HRM practices, including recruitment processes, staff development, employee rewards, and HRIS, with employee satisfaction at α = 0.05. Demographic factors, such as gender, age, educational attainment, and work experience, also contributed to the validity and richness of the findings. Recommendations included enhancing staff development programs through well-organized training activities, career development initiatives, and protégé programs. Reward systems were to be restructured to ensure fairness, transparency, and competitiveness. Universities were advised to adopt innovative technologies like advanced HRIS to improve appraisal and feedback mechanisms. Policymakers and education sector regulators were urged to formulate standards for HRM practices that addressed equality and diversity while benchmarking against international standards. Collaborative efforts among universities, employees, and policymakers were deemed essential for creating an environment that fostered employee satisfaction and institutional success.