Influence of Human Resource Management Practices on Employee Job Satisfaction in The Ministry of Information, Communications and Technology in Nairobi, Kenya

Abstract

Due to increased competition in the global economy, workforce diversity, s§Ai~~ stakeholders and demand for better services, the Government of Kenya has i hced li"'/ reform agenda to transform the civil service. Human Resource Management ( M) practices play a very crucial role in improving employee job satisfaction leading 1:0 achievement of organization's goals. As a result Mol'Cf needs to adopt new and innovative practices in order fulfill her mandate of making Kenya a world class excellence in K'T, However, MofC'f records such as attendance register show that some staff report late for work, are absent and customer feedback forms indicate that there is increased customer complaints. Such problems are indicators of lack of employee job satisfaction, which can be resolved by use of best HRM practices. However, studies carried out in the public sector in Kenya on employee job satisfaction have looked at HRM practices such compensation, training and development and employee retention strategies and not specifically at the objectives in this study such as employee empowerment, merit based promotions, job rotation and performance based pay. Therefore as a result of lack of such knowledge, the studies cannot be replicated to help solve the problems being encountered at Mol'CT. The main objective of this study was to determine the influenceof HRM practices on employee job satisfaction, at MofC'I'. Specific objectives are to determine the influence of employee empowerment, job rotation, merit-based promotion and performance based pay on employee job satisfaction. Relationship between independent, dependent and intervening variables has been presented in a conceptual framework. The study was anchored on Hertzberg's Dual Structure Theory. Descriptive research design was adopted. A sample of 54 respondents was drawn using stratified random sampling technique from target population of 272 employees, with a response rate of 43 respondents. Primary data collected using structured questionnaires was analyzed using descriptive statistics. Reliability test achieved a coefficient of 0.751 which illustrates that scales were valid and reliable because they exceeded reliability values prescribed threshold of 0.7. Study findings revealed that employee empowerment, merit based promotion, job rotation and performance based pay had an influence on increased job satisfaction given their mean of 3.96, 3.9., 3.9, and 3.7 respectively. The study therefore concludes that HRM practices influence employee job satisfaction to a great extent. The study therefore recommends that HRM practices such as employee empowerment, merit based promotion, job rotation and performance based should be practiced in order to achieve increased levels of job satisfaction