Strategic HRM Practices and Employee Performance in Kenya

Nancy Lorot ()

Journal of Strategic Management, 2024, vol. 9, issue 3, 13 - 23

Abstract: Purpose: The aim of the study was to assess the strategic HRM practices and employee performance in Kenya. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The study indicated a strong positive correlation between well-implemented SHRM practices and enhanced employee performance. SHRM involves aligning HR policies and practices with the overall strategic goals of an organization, ensuring that human capital contributes effectively to achieving these objectives. Key SHRM practices include comprehensive recruitment and selection processes, continuous training and development, performance management systems, competitive compensation packages, and fostering a supportive work environment. Studies have shown that organizations utilizing these practices not only experience higher employee satisfaction and retention rates but also see significant improvements in productivity and organizational performance. Employees who perceive that their organization invests in their development and well-being tend to be more engaged, motivated, and committed to their work. Thus, the integration of strategic HRM practices is essential for creating a high-performance workforce and achieving long-term organizational success. Implications to Theory, Practice and Policy: Resource-based view (RBV) theory, social exchange theory and expectancy theory may be used to anchor future studies on assessing the strategic HRM practices and employee performance in Kenya. In practice, organizations should focus on implementing evidence-based HRM strategies that are tailored to their unique organizational contexts. From a policy perspective, it is essential to advocate for supportive policies and regulations that prioritize employee well-being, work-life balance, and fair treatment in the workplace.

Keywords: Strategy; HRM; Employee Performance (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:bfy:ojtjsm:v:9:y:2024:i:3:p:13-23:id:2143

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