Human Resource Management Practices and Performance in Public Secondary Schools in the Thika West Sub-County of Kenya

International Journal of Research and Innovation in Social Science (IJRISS) | Volume II, Issue XI, November 2018 | ISSN 2454–6186

Human Resource Management Practices and Performance in Public Secondary Schools in the Thika West Sub-County of Kenya

Eunice Warigia Ngotho

MBA, Kenyatta University, Kenya

Abstract: – This research project aimed at investigating the relationship between Human Resource Management practices and performance in public secondary schools in Kenya. The objectives of the study are to: establish the relationship between training and development and performance in public secondary schools in Thika West Sub-County Kenya; determine the relationship between management style and performance in public secondary schools in Thika West Sub-County Kenya; assess the effect of performance management on the performance in public secondary schools in Thika West Sub-County Kenya and; determine the relationship between compensation and reward and performance in public secondary schools in Thika West Sub-County Kenya. This study is based on three theoretical foundations: Expectancy Theory, Human Capital Theory and; McGregor’s Theory X and Theory Y. The study adopts the descriptive survey design. The study sampled 120 teachers and 5 principles from the 16 public schools in the sub-county. The study collected both primary and secondary data using a structured questionnaires and interviews. Data from key informants will be analysed thematically. Descriptive statistics, inferential statistics and Pearson correlation will be used to analyse the data. On the first objective of the study, findings from Pearson correlation shows that there was significant relationship between performance of public secondary schools and training and development (r=0.870, p<0.05). On the second objective of the study, the findings show that principals’ leadership styles contribute to student achievement indirectly through teacher commitment and beliefs about their collective capacity. In this regard, the findings from Pearson correlation shows that there was significant relationship between performance of public secondary schools and management style (r=0.648, p<0.05).On the third objective of the study namely, the findings show that there was positive and significant relationship between performance management systems and employee performance (Pearson correlation, r=0.844, p<0.05). On the last objective of the study, the findings obtained show that rewards positively contributed to the performance of teachers (Pearson correlation, r =0.885, p<0.05). In view of the findings of the study it is recommended that the government should put in place mechanisms for enhancing progressive training and development for teachers. Effort should be made to ensure consultative, democratic and transformational leadership styles are promoted in schools. Performance management should also be strengthened in schools so as to enhance assessment and feedback among teachers. Lastly, teachers’ salary increment proposals should be promptly implemented.

Key Words: Performance; Training & Development; Management Style; Performance Management; Reward and compensation

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