HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEES’ PERFORMANCE OF TELECOMMUNICATION SECTOR IN KENYA: A CASE OF SAFARICOM PLC
Abstract
Purpose of the Study: The aim of this study was to establish the influence of management practices on the performance of employee at Safaricom Limited. The study was guided by the following specific objectives; to establish the influence of employee involvement in decision making on employee performance at Safaricom, to determine the influence of motivation on employee performance at Safaricom and to establish the influence of training on employee performance at Safaricom. The study was informed by; Human Capital Theory, Performance Improvement Theory, Vroom Expectancy Theory and Fiedler Leadership Contingency Theory.
Problem Statement: There are findings that suggest Human resource management practices do have the same benefits to different companies that conduct performance reviews every year. There are findings that suggest performance appraisal can be more effective on employee productivity if carried out twice a year, others emphasize that the best practice requires the evaluation of performance to take place on a regular basis. A number of studies have suggested quarterly performance updates. There is lack of conclusiveness on how frequent should human resource management practices be conducted so as to yield better performance.
Research Methodology: The study adopted a descriptive research design and correlational research design. The target population for the study involved 11 senior managers, 38 middle managers and 5451 junior staff at Safaricom. A sample of 545 junior staff was selected for the study using simple random sampling technique, while Census was used to study senior and middle managers therefore; the sample size for the study was 594 respondents. SPSS was used to analyze that data. The analysis involved the use of descriptive statistics and inferential statistics. The specific descriptive statistics included mean, standard deviation and percentages, while the specific inferential statistics included correlation and regression analyses. A multiple regression model was used to show the relationship between the independent variables and the dependent variable.
Results: The findings of the study revealed that there was positive and significant relationship between employee involvement in decision making (β =0.435, p=0.000), employee motivation (β =0.361, p=0.000), employee training (β =0.189 p=0.000) and employee performance at Safaricom Limited.
Conclusion: Based on the findings, the study concluded that an improvement in the human resource management practices leads to an improvement in employee performance.
Recommendation: The study recommended that the management of Safricom adopts the most effective human resource management practices as a way of improving the output of their employees.
Key Words: Management practices, Involvement, Motivation, Training, Employee performance
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