INFLUENCE OF RECRUTMENT AND SELECTION ON ORGANIZATIONAL PERFORMANCE IN EDUCATION BASED STATE CORPORATIONS IN KENYA
Abstract
The importance of talent management in Education Based State Corporations in Kenya is ensuring that the corporations are future oriented and that means that they have to have competent skills in place for them to be able to grow and perform in the future that is increasingly competitive and unpredictable, but not to wait for future challenges before attempting to solve them through deliberate talent management programmes. The specific objective of this study was to establish the influence of recruitment and selection on organizational performance in Education Based State Corporations in Kenya. The target population comprised of Senior Managers of the four selected education-based State Corporations; this group was chosen because talent management and organizational performance decisions are made at these levels. The study population was 180 respondents. The respondents were the Departmental and Divisional Heads, and Human Resource Managers in the Education Based State Corporations. For data analysis, descriptive and inferential statistics were used. The SPSS Version 27 software was used for data analysis. Descriptive survey was used as the research design. Data was presented in the form of figures, charts and tables. A self-administered questionnaire was used as the main method of collecting data. The findings revealed that R squared was 0.616 and an adjusted R squared of 0.606 showing that recruitment and selection explained 61.6% of the variations in organizational performance. The regression coefficient results revealed that recruitment and selection had a positive and significant influence on organizational performance in education based state corporations in Kenya (β =.308, p=.000<.05). The study found that leadership practices had a moderating effect on the relationship between recruitment and selection.
References
Athanne, P. (2012). Talent Development. Journal of Management, 3(3), 342-347.
Barney, J. (1991). Firms Resources and Sustainable Competitive Advantage. Journal of Management, 17(1), 99-120.
Flemming, L & Wilson, K. (2013). Customer Engagement:- Conceptual Domain. Journal of Service Research, 17(3), 1-20.
Kagwiria, R.L (2014). Effect of Talent Management on Organizational Performance in Companies Listed in Nairobi Securities Exchange in Kenya. Jomo Kenyatta University of Agriculture and Technology Unpublished PHD Thesis.
Kimani, S.M. (2012). Factors Affecting Implementation of Talent Management in State Corporations in Kenya. International Journal of Business and Social Research (IJBSR), 3(4), 29-32.
Mugenda, A.G. (2011) Social Science Research Theory and Principles. Nairobi: Applied Research & Training Services
Murungi, V.K. (2012). Staff Retention Strategies: A Survey of Private Universities in Former Central Province, Kenya. Kenyatta University, MBA Dissertation.
Njoroge, N.W. (2012). Talent Management Practices in Commercial State Corporations in Kenya. University of Nairobi. Thesis.
Njuguna, Margaret. (2016, March 24). KNEC Board Dissolved. The Daily Nation.
Pinar, A. & Yener, M.I. (2016).Theoretical Journey of Talent Management: Egalitarian and Elitist Approach. Journal of Management, Marketing and Logistics, .3(3), 76-77
Tetty, W.J, (2006). Staff Retention in African Universities-Elements of Sustainable Strategy. World Bank, Washington, DC.
Tonga, Johansson. (2007). Social Leadership Conceptualization. Journal of Educational Administration, 45(6), 672-683.
Tromp, A. (2006). Proposal and Thesis Writing: An Introduction. Nairobi: Paulines Publications Africa
Wario, Hukka. (2012). Fighting Corruption the Singapore Way. The Star Newspaper
