| dc.description.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 | en_US |
