The Nexus between Strategic Human Resource Planning and Performance of State Corporations: Perspectives from Kenya

Ms. Otieno Dina, Dr. Kegoro O. Henry and Ochieng O. Judith
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Ms. Otieno Dina: Kiriri Women’s University of Science and Technology
Dr. Kegoro O. Henry: Kiriri Women’s University of Science and Technology
Ochieng O. Judith: Kiriri Women’s University of Science and Technology

International Journal of Research and Innovation in Social Science, 2024, vol. 8, issue 2, 1547-1558

Abstract: Despite the critical role that strategic human resource planning plays in organizational performance, little is known, particularly with regard to Kenya’s State corporations. This study looked into how well-being of State enterprises in Kenya is affected by strategic human resource planning. The foundation of this investigation was empowerment theory. It was decided to use a cross-sectional study strategy to gather information from respondents. 13 State corporations in Kenya were the study’s target population. The study’s respondents were chosen from middle- and lower-level workers. The target demographic for the study consisted of 304 employees from 13 State Corporations in Kenya. 185 respondents made up the study’s sample size. To choose respondents, a stratified sample strategy was utilized. Structured questionnaires with both open-ended and closed-ended questions were used to gather primary data. Acts of Parliament, service delivery charters, Vision 2030, session papers on public service delivery, and yearly performance reports were used to gather secondary data. Using experts in human resource management, the validity of the study instrument was assessed. The Cronbach Alpha formula, which adopted reliability coefficients of 0.7 as advised in literature was used to assess reliability. Using the content analysis method, major themes from both written and spoken word were examined, and deductive arguments were produced based on the fundamental assumptions of the theories. Statistical Package for Social Sciences version 24 was used to perform the descriptive statistics, correlation, and regression analyses on the quantitative data. At a 95% confidence level and a 5% significance level, mean scores, standard deviations, percentages, and frequencies were utilized to define the components of each variable. The findings disclosed a significant and positive link between strategic human resource planning and performance of State corporations. The study concludes that for improved performance of State corporations in Kenya, embracing strategic human resource planning in inevitable. According to this report, top leadership in State corporations should make sure that strategic human resource planning strategies are updated to consider the shifting dynamics of the labour market if they want to remain competitive.

Date: 2024
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