Strategic Human Resource Management Practices and Performance of Employees in the Ministry of Health, Nairobi City County, Kenya

Main Article Content

Stephen M. A. Muathe


Performance of employees in the Ministry of Health, Nairobi City County has been dismal. There have been instances of inability amongst employees to meet deadlines, low efficiency, and dismal productivity. The objectives of the study included; assessing the influence of recruitment, career management, reward and performance appraisal practices on performance of employees in the Ministry of Health. The study was guided by the strategic management and performance theories. The study adopted mixed methods approach and thus applied descriptive research design. The target population comprised of 15 Departmental Heads and 425 employees all totaling to 440. Using the Central Limit Theorem, 132 respondents, that is, 30.0% of 440, was selected. Stratified sampling was applied to create five strata based on the number of departments in the Ministry of Health Nairobi. Heads of department will be selected using purposive sampling whereas 25 employees will be selected from each department using simple random sampling to avoid bias. This procedure enabled the researcher to realize a sample of 5 heads of departments and 127 employees. The questionnaire was used to collect data from employees whereas interviews with heads of departments. Qualitative data were analyzed thematically along the objectives and presented in narrative forms whereas quantitative data were analyzed descriptively using frequencies and percentages and inferentially analyzed using ANOVA Test Analysis with the help of SPSS Version 23. The study established that, at the Ministry of Health in Nairobi County, employees’ efficiency, productivity and ability to meet deadlines are low. It is also evident that strategic human resource management practices such as recruitment, career management, reward and performance appraisal practices have not been fully exhausted. Thus, the study recommends that the Ministry of Health should endeavor to train their employees in order to improve the organizational performance. The Ministry of Health should provide employees opportunity to make decisions on how to go about their tasks, seeking employees’ input in managerial decisions, delegating to them tasks that they can handle, equipping them with skills required by their jobs, setting achievable targets and incorporating employees in fair evaluation of performance, salary increase and fair administration of rewards. Job performance should be considered in determining the compensation of employee’s performance.


Download data is not yet available.

Article Details

How to Cite
NYAMBANE, N., & Muathe, S. (2017). Strategic Human Resource Management Practices and Performance of Employees in the Ministry of Health, Nairobi City County, Kenya. International Journal for Innovation Education and Research, 5(12), 211-227. Retrieved from
Author Biography

Stephen M. A. Muathe, Kenyatta University

School of Business


Ahmad, S. & Schroeder, R. G. (2013). The Importance of Recruitment and Selection
Process for Sustainability of total quality management, International Journal of
Quality & Reliability Management, Vol. 19 No. 5, pp. 540 – 50.

Al-Jabari, M. (2013). Factors affecting human resource practices in a sample of diversified Palestinian organizations. Tourism and Management Studies, 2, 594-603.

Anderson, N. B, & Cunningham-Snell, N. M. (2001). Recruitment and selection:
Applicant Perspectives and Outcomes; in Anderson London, Sage Publications, p 200

Armstrong, M. (2004). Reward Management: A Handbook of Strategy and Practice, 5th
Edition, Kogan-Page

Chan, S. & Kuok, O. (2011). A study of human resources recruitment, selection, and retention issues in the hospitality and tourism industry in Macau. Journal of Human Resources in Hospitality & Tourism, 10(4), 421-441.

Ekwoaba, J. O., Ikeije, U. U., &Ufoma, N. (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management, 3(2), 22-23.

Greasley, K., Bryman, A., Dainty, A., Price, A., Soetanto, R., & King, N., (2005). Employee perceptions of empowerment, Employee Relations Journal, 27(4), pp 354-368.

Greenhaus, J.G., Callanan, G.A., &Godshalk, V.M. (2008). Career management. (3rd ed.). New York: The Dryden Press.

Hackman, J.R. & Oldham, R.G. (2000). Motivation through the design of work: test of a theory, Organizational Behavior and Human Performance, Vol. 16 pp.250-79

Hall, D.T. (2014). Career development in organizations. (1st ed.). San Francisco: Jossey-Bass Publishers.

Hamdan, M. &Defever, M. (2010). Human resources for health in Ethiopia: A policy analysis. Part I: Current situation and recent developments. Health Policy, 64(2), 243-259.

Haroon, M. (2010). Determination of Relative Effective Recruitment Sources. A case
Based on experience of Pakistani Banks. Interdisciplinary J. Contemp. Res. 6(7), 78

Ivancevich, J. M., (2007). Human Resource Management 10th Edition, McGraw-Hill Publishing

Kothari, C. R. (2005). Research Methodology. New International Publishers, New Delhi.

Kuo, L. (2009). Principles of Strategic Management Theories and Practices. International Journal of Management Theory & Practices. Vol. (3), 234-255
Lagat, C. (2013). A Survey of the Extent of Use of Electronic Recruitment by State
Corporations in Kenya, MBA Project in the University of Nairobi.

Mello, K., (2006). Achieving Competitive Advantage through Human Resource Strategy:
a. Towards a Theory of Industry Dynamics. Human Resource Management Review,

Mogaka, P. (2011). Relationship between strategic human resource management and firm performance: A contingency perspective. International Journal of Manpower, 26(5)

Muchiri, M. K. & Cooksey, R. W. (2012). Examining the Effects of Substitutes for Leadership on Performance Outcomes. Leadership & Organization Development Journal, Vol. 32 No. 8, pp. 817-836

Muchiri, M. K., (2011). Leadership in Context: A Review and Research Agenda for Sub-Saharan Africa. Journal of Occupational and Organizational Psychology.Vol 84, pp.440 -452.

Muchiri, M. K. &Ayoko, O. B. (2013). Linking Demographic Diversity to Organizational
Outcomes: The Moderating Role of Transformational Leadership. Leadership & Organization Development Journal, Vol. 34, pp. 384-406.

Musyoka, K. (2013). HRM in the SME sector: Valuable employees and coercive
networks. The International Journal of Human Resource Management, 16 (11): 1976.

Nykodym, N., Simonett, J. L. & Welling, B. (2009). Employee Empowerment, Empowerment in Organizations Journal, Vol. 2 No. 3, pp. 45-55.

Nzuve, S.N.M. (2007). Management of Human Resources, a Kenyan Perspective, Basic Modern Management Consultants.

Okoth, P. (2014). The Effect of Human Resource Management Practices on the Perceptions of Organizational and Market Performance of the Firm, Human Resource Management, Fall, 38(3): 185-200.
Robbins, T. (2010). Challenges and Industry, Industrial and Labor Relations Review, prospects of HRM in developing countries: International Journal of Human Resource Readings, 17(1): 86-105.

Stewart G. l. & Knowles, V. (2014). Graduate Recruitment and Selection Practices in
Small Businesses, Career Department International. vol. 5 no 1 pp 21 – 38

Wafula, S. (2014). Linking Business Strategy and Human Resource Management Practices in Multinational Corporations: A Theoretical framework. Advances in International Comparative Management, 8(1), 199-215
Walberg, H. (2002). A theory of productivity. Psychological and Education pp. 81-110.
Wright, P., Gardener, T. & Moynihan, L. (2011). The Impact of HR practices on the performance of business units’. Human Resource Management Journal 13:3 21-36