INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERFORMANCE OF HEALTH WORKERS IN KIAMBU COUNTY, KENYA
DOI:
https://doi.org/10.47604/jhmn.1353Keywords:
human resource management practices, performance of health workersAbstract
Purpose: The general objective of the study was to establish the role of human resource management practices on the performance of health workers in Kiambu County, Kenya.
Methodology: The study adopted cross sectional research design, using both descriptive quantitative and qualitative techniques. The study targeted managers and workers of four hospitals which were purposefully chosen. The data was collected by administering questionnaires to the respondents and conducting KII to the managers. The data was analyzed using SPSS V27. The data was presented using tables and charts to summarize responses. For further analysis and comparison, the generated quantitative reports were subjected through tabulations, percentages, measure of central tendencies, correlation coefficient, chi square test, and inferential statistics.
Findings: The study reviewed that training opportunities and performance management practices improves staff motivation and performance (mean of 4.23, and 4.13). Planning (2.66) was biggest hindrances to utilizing training to improve performance. The managers were not well trained on using appraisals, ratings and feedback (2.06) for performance management. The institutions were not embracing performance culture (2.60), and using it for continuous improvement (1.82). Additionally, the study showed that hospitals did not carry out performance measurement regularly (2.81) and the systems for data collection were inadequate (2.43).
Unique contribution to theory, practice and policy: The study showed that human resource management practices improve health workers performance. Institutions should formulate and review policies to support human resource management practices that improve performance of the health workers
Downloads
References
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451-474. https://doi.org/10.1146/annurev.psych.60.110707.163505
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice (13th Edition). Philadelphia, PA: Kogan Page Ltd.
Arslan, A., & Staub, S. (2013). Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Åžishane Lighting and Chandelier District. Procedia - Social and Behavioral Sciences, 75, 102-111. https://doi.org/10.1016/j.sbspro.2013.04.012
Burma, Z. (2014). Human Resource Management and Its Importance for Today's Organizations. International Journal of Education and Social Science, Vol.1 No.2, 1-10.
Chapagain, D. (2009). Japanese Style Management. Retrieved from http://www.dineshchapagain.com.np/admin/files/Japanese%20Style%20Management.pdf
Chuang, S.-F. (2013). Evaluating training and development practices in Taiwan: challenges and opportunities. Human Resource Development International, 16(2), 230-237. https://doi.org/10.1080/13678868.2012.756154
Chubb, C., Reilly, P., & Brown, D. (2011). Performance Management; Literature Review. IES HR Network, 45.
Dieleman, M., Gerretsen, B., & van der Wilt, G. J. (2009). Human resource management interventions to improve health workers' performance in low and middle income countries: a realist review. Health Research Policy and Systems, 7(1). https://doi.org/10.1186/1478-4505-7-7
Elarabi, H., & Johari, F. (2014). The Impact of Human Resources Management on Health Quality. Asian Journal of Management Sciences & Education, Vol.3 No.1. Retrieved from http://www.ajmse.leena-luna.co.jp/AJMSEPDFs/Vol.3%281%29/AJMSE2014%283.1-02%29.pdf
Hamid, S. (2011). A Study of Effectiveness of Training and Development Programmes of UPSTDC, India-An Analysis, VOL. 4, No.1. Retrieved from http://www.sajth.com/old/vol4issue1/I%20Sheeba%20Hamid.pdf
HR Council Canada. (2016). Performance Management | Keeping the Right People | HR Toolkit | hrcouncil.ca. Retrieved August 17, 2016, from http://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfm
Hutchings, K., Zhu, C. J., Cooper, B. K., Zhang, Y., & Shao, S. (2009). Perceptions of the effectiveness of training and development of "˜grey-collar' workers in the People's Republic of China. Human Resource Development International, 12(3), 279-296. https://doi.org/10.1080/13678860902982033
Jeerapaet, P. (2014). The Impact of Organization Development Interventions on Performance Management:A Case Study of C.I.T. Property Consultants Co., Ltd. Retrieved from http://www.graduate.au.edu/gsbejournal/5V/Journals/Patima.pdf
Kwon, K., Bae, J., & Lawler, J. J. (2010). High Commitment HR Practices and Top Performers: Impacts on Organizational Commitment. Management International Review, 50(1), 57-80. https://doi.org/10.1007/s11575-009-0023-6
Lutwama, G. W., Roos, J. H., & Dolamo, B. L. (2013). Assessing the implementation of performance management of health care workers in Uganda. BMC Health Services Research, 13(1). https://doi.org/10.1186/1472-6963-13-355
Machado, C., & Davim, J. P. (2014). Work organization and human resource management. New York: Springer.
Madanchian, M., Hussein, N., Noordin, F., & Taherdoost, H. (2016). Effects of Leadership on OrganizationalPerformance.
McClean, E., & Collins, C. J. (2011). High-commitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms. Human Resource Management, 50(3), 341-363. https://doi.org/10.1002/hrm.20429
MERCER. (2013). 2013 GLOBAL PERFORMANCE MANAGEMENT SURVEY REPORT ExECUTIVE SUMMARY (p. 20). Retrieved from file:///H:/JOB%20lIT/Assess-BrochurePerfMgmt.pdf
MSH, & AMREF. (2009). Competency Gaps in Human Resource Management in the Health Sector An exploratory study of Ethiopia, Kenya, Tanzania, and Uganda.
Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative and qualitative Approaches. Nairobi: African Centre for Technology Studies.
Musyoka, F. N., Adoyo, M., & Oluoch, M. (2015). Influence of Performance Appraisal on Performance of Health Care Workers in Public Hospitals: A Case of Mbagathi Hospital, Nairobi County. The Journal of Global Health Care Systems, 5(3). Retrieved from http://jghcs.info/index.php/j/article/view/416
Paauwe, J., Guest, D., & Wright, P. M. (Eds.). (2013). HRM and performance: achievements and challenges. Chichester, West Sussex: Wiley.
Rathnaweera, R. (2010). Do HRM Practices Impact Employee Satisfaction, Commitment or Retention? (Empirical Studies of Sri Lankan Public Sector Banks) (Masters Thesis). University of Agder, Norway. Retrieved from https://brage.bibsys.no/xmlui/bitstream/handle/11250/135556/Raigama%20Rathnaweerage%20Neelamani%20Thanuja%20Rathnawerera.pdf?sequence=1
Shaw C. (2003). How can hospital performance be measured and monitored? Retrieved from http://www.euro.who.int/__data/assets/pdf_file/0009/74718/E82975.pdf
Stredwick, J. (2014). An introduction to human resource management (Third edition). London ; New York: Routledge.
Sullivan, J. (2011, May 16). Increasing Employee Productivity: The Strategic Role That HR Essentially Ignores. Retrieved July 20, 2016, from http://www.eremedia.com/ere/increasing-employee-productivity-the-strategic-role-that-hr-essentially-ignores/
Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R.-J., & Beek, S. van. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human Resources for Health, 12:35, 1-9.
Vijeta, V., & Raman, A. (2014). OPPORTUNITIES AND BENEFITS OF EMPLOYEE TRAINING AND DEVELOPMENT, I(IV), 10.
Weltgesundheitsorganisation (Ed.). (2006). Working together for health. Geneva: World Health Organisation.
White, M., & Byson, A. (2011). HRM and Workplace Motivation: Incremental and Threshold Effects. In NIESR Discussion Paper No.1 (p. 33). London, UK. Retrieved from http://www.niesr.ac.uk/sites/default/files/publications/dp381.pdf
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2021 Jacob Muthuri Mutwiri , Eunice Muthoni Mwangi, Osiyel Daniel Edwin
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.