Effect of human resource management practices on employee performance in Nandi county government, Kenya

Abstract

The purpose of this study was to determine the effect of Human Resource Management Practices on employee performance in Nandi county government. The specific HRM practices to be examined in the study are training and development, work-life balance, compensation and benefits and performance management. The purpose of the study was to examine the effect of training and development, compensation and benefits, work-life balance and performance management on performance of the employees of NCG hence answering the specific research questions: To what extent do HR practices affect employee performance and what are the effects of HR practices on employees Performance. This study was guided by Expectancy theory, Social Comparison theory and Spill over theory. Descriptive research design was used to collect. The target population of the study was 980 employees of NCG working currently within different departments in county headquarters; Kapsabet which includes top level management, middle level management and lower level management as unit of observation. A sample size is 286 and the study adopted stratified and simple random. The study utilized both qualitative and quantitative data collection methods. Primary data was obtained by use of questionnaires and interviews which was pilot tested before its administration in order to ensure that there is data validity and reliability. On the other hand, secondary data was sourced from existing literature. Data that was collected from the study yielded both qualitative and quantitative data hence it was analyzed through descriptive and regression analysis techniques with the help of Statistical package for social sciences (SPSS).The study findings indicated that there was a statistically significant positive effect of compensation and benefits and employee performance (r=0.507, p<0.05). This implies that compensation and benefits lead to a 50.7% change in Employee performance are positive work life balance is also positive. Therefore, work life balance (r=0.637; p<0.05). This showed that work life balance leads to a 63.7% change in employee performance. The study findings indicated that there was a statistically significant positive work life balance (r=0.387; p<0.05). This implies that a unit change in work life balance leads to a 38.7% change in employee performance. The study findings indicated that there was a statistically significant positive effect of performance management (r=0.434; p<0.05). This implies that a unit change in employee performance leads to a 43.4% change in employee performance is positive. Based on the findings and conclusions reached, the study makes a number of recommendations, including: Conduct regular evaluations of compensation and benefits packages to ensure they remain competitive and aligned with industry standards. Consider factors such as cost of living, market trends, and employee feedback when adjusting. Aim to offer fair and attractive compensation packages that recognize employees' contributions and motivate them to perform at their best. Implement policies and practices that support work-life balance, such as flexible work hours, remote work options, and wellness programs. Encourage managers to lead by example and prioritize work-life balance within their teams.