129 Records out of 22207 Records

Strategic responses by Aga Khan University Hospital to brain drain in the health sector in Kenya

Author: Imbuye, Isabel Injete

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Strategic management/Aga Khan University Hospital, Nairobi, Kenya/Brain drain/Human resource management/Medical personnel/Hospitals ;

Abstract:

Organizations are environment dependent since no organization can survive without interacting with its environment. This dependency calls for organizations to tailor their strategic planning in line with changes in the environment. The objective of this study was to determine the strategic responses by Aga Khan University Hospital, Nairobi (AKUHN) to brain drain in the health sector in Kenya. A case study design was used where qualitative data was obtained by the respondent through interview method. An interview guide was used to guide the researcher as the study sought to get information from the senior management of AKUHN. The senior managers interviewed were, the Chief Executive officer, Marketing manager, CT manager, Human Resource manager, Finance manager and the chairs of academic programs. The data collected was analyzed through content analysis. The results of the study demonstrated that AKUHN is an open system organization and it responds to challenges in its internal and external environment. Brain drain phenomenon is a challenge in the health sector in Kenya and AKUHN responded by diversifying its core business by opening the Aga Khan University ,Opening up new sites, use of modem technology, introducing new products ,using collaborations and alliances, and finally by backward integration of labour.

The extent of compliance with occupational safety and health regulations at manufacturing companies in Mombasa County

Author: Gatithi, Alice Wambui

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Occupational safety ; Regulation ; Mombasa County ; Human resource management ;

Abstract:

Occupational safety and health continues to be one of the most critical but highly' criticized issues within the discipline of human resource management. Occupational safety key indicators to an organization's culture and commitment that ensure a safe workplace include, maintaining safe equipment, providing adequate staffing level and fostering safe work practices. The purpose of the study was to investigate the extent of compliance with the safety and health regulations by manufacturing companies in Mombasa County. It further determined the measures organizations have put in place at their workplaces to comply with the occupational safety and health regulations. The study was based on a population of 29manufacturing companies in Mombasa County. The study was a population survey design and primary data was collected using questionnaires. The data was analyzed using descriptive and factor analysis. The elements used to determine the extent of compliance with occupational safety and health regulations at workplaces were categorized into 6 factors. The factors were company safety management regulations, OSH department regulations, safety measures regulations, hygiene regulations, Health management regulations and employee Education and awareness regulations. The study revealed thatl 00 percent of the respondents were generally aware of the existence of the occupational safety and health Act, 2007. Over 69.9 percent of the respondents were of the view that administration and enforcement of the Occupational Safety and Health Act, 2007, was effective. Overall, the extent of compliance with Occupational Safety and regulations at workplaces stands at 71.7 percent. Organizations still have an outstanding 28.30 percent level of no-compliance which they need to work on in order to minimize the consequences of non-compliance.

The influence of total quality management on human resource planning practices at Kenya Revenue Authority

Author: Gayah, Maurice Agireh

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Total quality management USE Total quality ; Human resource management ; Kenya Revenue Authority ;

Abstract:

There has been an assumption that Human resourc-e' planning and total quality management are not related but recent notions have since dispelled this misconception. Environmental pressures to change, for example, turbulent market conditions and heightened competition, and the need for reform have left organizations with little choice to introduce novel approaches in human resource planning Human Resource planning and total quality management in every company. This article tries to show how the Human Resource Planning practices are affected with Total Quality Management and what is needed to be improved for implementing Total Quality Management in any company. This study considers eight Total Quality Management practices, which are those that are most commonly identified in the literature as enhancers of Total Quality Management. We try to collect the results of these studies as a comprehensive article. Total quality management is a philosophy of management that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes and environments. Total quality management has evolved from many different management practices and improvement processes. It touches the entire organization rather than just trying to inspect the quality of products and services after they are complete, Total Quality Management instils a philosophy of doing the job from the beginning. Implementation of The Total Quality Management process requires an organizational culture and climate that are often non-existent and processes involved are at times intimidating it might take up to ten years to realize the results of total quality management. Effective implementation of Total Quality Management requires statistical control systems, operational Management and human skills and functions. For the most part the principal contributions to the analysis of Total Quality Management and its operation have come from thinkers in the Operations Management area leading to ignoring of the Human Resource Management (HRM) characteristics. And many of the problems arising in implementation of Total Quality Management appear to have been those relating to Human Resource (RR) issues such as management style, attitudes and culture hence the limitations of Total Quality Management can be at least partially attributed to the neglect of human resource policies in the organization and a failure to align the RR policies with Total Quality Management to ensure integration. These issues are apparent from most reports and research this has led to a shift in emphasis to human resources within the quality area and the growing interest of personnel specialists. This study was to identify the influence of total quality management on human resource planning practices at Kenya Revenue Authority. Kenya Revenue Authority being one of the best run state corporations in Kenya in human capital and dynamism it was a perfect tool for an effective study in this under explored sector since it was one of the first state corporations to Introduce Total Quality Management.

Strategic planning practices and human resource performance at Girl Child Network, Kenya

Author: Gitari, John

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Girl Child Network ; Kenya ; Human resource management ;

Abstract:

The strategic human resource management practice has undergone tremendous changes. Previously, the duties of human resources management practices normally centered on staffing activities such as hiring, maintaining and organizing other pellSonnel activities. Strategic planning practices involve the 'art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives'. The purpose of this case study was to examine strategic planning practices and human resource performance at Girl Child Network, Kenya. Primary data was collected through in-depth interviews with senior staffs in Human Resource department, Finance department, administration department and operations department. The data was analyzed based on the objectives of the study. From the findings, Girl Child Network has a vision and mission statements, which are well documented and communicated to employees. From the findings, planning human resource performance as a human resource planning practice is conducted at Girl Child Network through: appraisals, recruitment of competent staffs, carrying out capacity development of staffs, improvising various motivational techniques and setting out targets for employees depending on the objectives of each department. To enhance productivity, the study recommended that GCN needs to offer competitive allowances as per the prevailing market rates. Finally, this study proposes a further study on strategic planning practices and human resource performance at Girl Child Network. The study also recommends more research on factors affecting strategic planning at GCN as this will allow exposure of critical success factors that can aid in enhancing strategic planning and performance in the organization.

Perception of organizational effects of staff downsizing on mobile network operators in Kenya

Author: Chepkirui, Faith Nancy

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Mobile phones ; Communications industry ; Management ; Human resource management ;

Abstract:

Staff layoffs within Mobile Network Operators in Kenya seem like the most common solutions available to management teams of operations faced with economic difficulty. This study targeted Mobile Network Operators in Kenya with a view of finding out the drivers to downsizing; its outcomes (costs and benefits); other factors impacting these outcomes; and ways of enhancing the success of the strategy. In line with the review of literature, the study found that downsizing is motivated by economic, strategic and technological reasons. The positive outcomes are increased profitability, improved productivity, better strategic positioning and leaner structures. On the negative side, the adverse effects include reduced staff morale, hampered innovative capacity, injured corporate reputation and loss of valuable knowledge and company strategies. Analysis of the outcomes of downsizing in relation to their underlying drivers therefore suggests that staff layoffs in themselves may be more damaging to the mobile network operators than beneficial. Positive outcomes can be achieved by other means. Key findings therefore indicate that downsizing should only be used as a strategic initiative aimed at increasing productivity and/or efficiency while retaining the most valuable resource in operations and that is the human capital. Key recommendations to human resources managers within mobile communications industry in Kenya is that: they should have knowledge of the context in which downsizing is taking place. Such knowledge makes them effective in deciding the criteria, processes and procedures to be adopted when downsizing and, there should be differential of treatment of employees during and after downsizing. This might lead to the strengthening of commitment towards the new organizational order. However, it might also lead to strengthening negative perceptions of deepening discrimination among the survivors.

Factors influencing human resource planning in Equity Bank Limited

Author: Achando, Minika

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Equity Bank Kenya Limited ; Human resource management ;

Abstract:

Companies have been forced by dynamic and intense competitive pressures to re-evaluate almost every aspect of their approach to conducting business. Performance of any organization largely depends on the performance of its employees. Successful organizations are itcreasingly realizing that there are a number of factors that contribute to performance but human resource is clearly the most critical. Acquisition of human resource is one of the major tasks in any organization. Today acquiring a right person is a challenging task but retaining the person in the organization is more challenging one because for a skilled person the industry is open and any organization prefers to possess the right mix of people in the organization to perform the organizational tasks and improve the productivity and profitability. The objective of the study was to determine the factors influencing human resource planning at Equity Bank Limited. The study adopted a case study research design where the respondents were the managers in the bank. Data collection was undertaken using an interview guide. Content analysis was used to analyze the qualitative primary data which had been collected by conducting interviews and secondary information from the bank. The study found out that organizational structure, employee motivation, culture, and training and development influences human resource planning in the bank. The bank an organizational structure that ensures that is no role duplication thus saving on labour costs; however it is hampered by high employee turnover. The bank employees' were not motivated as the bank does not encourage job design-task autonomy task significance and task identity, open book management and empowerment of employees, does not remunerate employees well as compared to other banks and that it does not hire its managers on the basis of know-how through the laid down procedures. Training and development influences the banks human resource planning by arming employees with the necessary abilities to. perform well at their current and future tasks, training also offers opportunities for employees to share many experiences and develop an understanding and helping attitude towards each other.

Strategic human resource management practices adopted by State corporations in the Ministry of Transport in Kenya

Author: Wasike, Rose Nekesa

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Strategic management/Human resource management/Parastatals/Ministry of Transport (Kenya)/Government agencies ;

Abstract:

A comprehensive human resource strategy plays a vital role in the achievement of an organization's overall strategic objectives and illustrates that the human resources function fully understands and supports the direction in which the organization is moving. For organizations to be able to adapt to their turbulent environment they must embrace strategic human resource management. The purpose of this study was to establish the strategic human resource management practices adopted by State Corporations in the Ministry of Transport in Kenya. This study adopted a cross -sectional survey design. The population of the study was all the seven State Corporations in the Ministry of Transport in Kenya. A census approach was adopted since the population size was small. Data was collected through a semistructured questionnaire developed by the researcher. The respondents were heads of human resources in each of the seven State Corporations in the Ministry of Transport in Kenya. Out of the seven respondents furnished with questionnaires only six responded. Data was analyzed using measures of central tendency ( Mean, mode, median, variance and standard deviation). The results have been presented using tables and charts for ease of understanding. The findings of the study indicate that State Corporations in the Ministry of Transport in Kenya have adopted strategic human resource management practices. There are some practices with a very high rate of adoption and those with a relatively low rate of adoption. The strategic human resource management practices with a high rate of adoption include human resource planning practices, training and career development practices and performance management practices. The ones with a low adoption rate include recruitment and selection practices, compensation practices and employee relations practices. The study concludes that strategic human resource management practices are mutually enhancing and synergistic when applied simultaneously. The study recommends that if carefully considered and implemented, the study variables would help achieve positive changes in state corporations with desirable success rates in service reform in all public service jurisdictions.

Influence on international organization for standardization (ISO 9001) certification in strategic human resource management practices in commercial banks in Kenya

Author: Kamoni, Jennifer

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: ;

Subject Terms: Quality standards/Strategic management/Human resource management/Commercial banks/Banking industry ;

Abstract:

Strategic human resources can be defined based on the distinct levels of contribution that can be delivered by human resources function in any organization as follows: from strategic level, strategic human resources management is the establishment of the overall direction and objectives of keys areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals. Companies adopt ISO standards to control or improve quality of products and services, to reduce the costs associated with poor quality, or to become more competitive. The objective of this study was to determine the influence of ISO 900 certification in strategic human resource practices in commercial banks in Kenya. The target population was all the 19 commercial banks in Nairobi which are ISO certified. The respondents were heads of human resource departments. The questionnaires were administered using drop and pick later method. Data analyzed using descriptive statistics. From the findings, it was clear that organizations offered training and development programs to improve employees' competency, which were facilitated by set human resource management practices set. On contribution of the human resource management Practice to organization performance, the study found that good human resources management practices contribute to good performance of the employee. To the training program, the study established that the need to improve performance of the organization and to reduce costs from incompetency were the main reason behind formulation of the training program. The study recommended that for the organization to retain its standard of service delivery must ensure it give proper directive to the employees jn order to improve their efficiency and competence. Further, the study recommended that for the organization to achieve its main objective must recognize practicing human resource management practices and more particularly consider employees initiatives. On training program, the study recommended that all staffs within the organization should be trained on the strategic issues in order to be directed to a common objective for a uniform output.

The influence of human resource management practices on financial performance of Commercial Banks in Kenya

Author: Khalumba, Mildred

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Human resource management/Financial performance/Commercial banks/Banking industry ;

Abstract:

The financial lbanking sector is human capital intensive since it relies heavily on its human resource capital to offer services to its clients. This implies that the human capital plays a critical role in order for the banks to meet their goals and thus it is important to explore and study the HRM practices which impact on the human capital and banks' financial performance. The main objective of the study was to determine the influence of Human Resource Management Practices on the Financial Performance of Commercial Banks in Kenya. The population of study comprised of all the 43 licensed commercial banks in Kenya. Both primary and secondary data was collected. Primary data was collected using a semi-structured questionnaire. Secondary data was collected from the Central Bank of Kenya which consisted of the financial performance reports of the banks. Descriptive statistics method was applied to analyze the data using a statistical package for social scientists, SPSS. The analyzed results were presented on tables. Finally, correlation analysis was carried out to establish the relationship between the research variables. The study found that most commercial banks lacked effective human resource plans, employed ineffective recruitment and selection procedures, lacked effective reward management systems, lacked effective training and development programs and career development programs. The study thus concluded that the major human resource management practices that affected the financial performance of commercial banks included human resource planning, recruitment and selection, reward management, training and development, career planning and employees relations. The study recommended that commercial banks human resource management should embrace strategic human resource planning programs that are linked with the overall banks strategy. The bank human resource management should design an effective recruitment policy linked to the overall banks strategy. The banks recruitment practices should always be in accordance with the recruitment policy guidelines. Commercial banks should carry out periodic performance appraisal by embracing performance appraisal systems that are linked with the overall banks strategy such as Merit rating, Management by Objectives (MBO) and 360-degree feedback. The human resource management should formulate and implement an active reward policy linked to the overall banks strategy, commercial banks should establish an active training and development policy formulated for its employees.

Challenges facing state corporations in Kenya in the implementation of Human Resource Management Information Systems

Author: Kinyua, Jane

Awarding University: University of Nairobi, Kenya

Level : MBA

Year: 2012

Holding Libraries: University of Nairobi Jomo Kenyatta Memorial Library ;

Subject Terms: Parastatals/Human resource management/Management information systems ;

Abstract:

The study's objective was to establish the challenges facing state corporations in Kenya in the implementation of human resource management information systems. Consequently, the researcher undertook a cross sectional census survey which was appropriate because of the investigations of organizations at the same point in time. The population of this study consisted of all state corporations in Kenya and primary data was collected using of a semi-structured questionnaire while secondary data was collected from individual state corporation's strategic plans, human resource management information systems operational plans and reports. The respondents were heads of human resource function in the State Corporations and questionnaires were administered through electronic mail. Priori coding and descriptive statistics were utilized in analyzing the data collected. Research findings indicated that majority of the responding human resource managers ranked Information Communication Technology (lCT) adoption and use as the major source of challenge in the implementation of Human Resource Management Information Systems in Kenyan state corporations. Moreover, Kenyan state corporations were effectively facilitated for by providing competent and skilled staff, approving adequate funds, effective time management and information technology support. However, the adoption and use if ICT remains a major challenge in the implementation of Human Resource Management Information Systems in Kenyan state corporations. Based on the study's conclusions, the researcher consequently makes several recommendations for policy and practice as well as for further research.