IJMLS Volume 6 Issue I

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Author: search.filters.author.Mr. David Kanyanjua

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    GRIEVANCE HANDLING PROCEDURES AND EMPLOYEE PERFORMANCE IN THE WATER SERVICE SECTOR IN KENYA. A CASE STUDY OF NAIROBI CITY WATER AND SEWERAGE COMPANY
    (management university of africa, 2025-11) Ezekiel Njathi Hans; Mr. David Kanyanjua
    The practice of managing employee relations in organizations has been observed to influence staff performance in one way or the other. For the practice to be more effective, leaders and managers are required to adopt effective respect, good channels of communication and build trust between individuals. The general objective of this study was to assess the effect of grievance handling procedures on employee performance of NCWSC Ltd. The Pluralist theory served as the primary theoretical framework for theoretical debate. 3239 middle and upper-level management staff members at NCWSC who were eligible for unionization made up the study's target population. Using a stratified selection strategy, 356 individuals were selected from the target population to serve as the sample, and data were gathered through the use of questionnaires as research instruments. A descriptive research design was employed in the study. a pilot study to confirm the reliability and validity of the research. The data were assessed using both descriptive and inferential statistics using SPSS version 22. Study findings were presented using graphs, tables and descriptive summaries. The study established that; Nairobi City Water and Sewerage Company's grievance resolution process is effective in settling disagreements, according to survey participants, who moderately agreed on an average mean score of 3.5266. With a correlation coefficient of r = 219 and a p-value of 008, grievance resolution demonstrated a modest but significant positive link, suggesting that there is a slight benefit to improving grievance resolution. Finally, a moderate regression effect (β =.187; p = 0.019) of grievance handling procedures on employee performance suggested that settling grievances has a beneficial impact on employee performance. The study concludes that grievance handling procedures have a positive influence on employee performance at Nairobi City Water and Sewerage company. The study found that poor co-ordination between part at NCWS in grievance resolutions. The study recommends fostering collaboration between key stakeholders, such as employees, management and labor unions, to create a transparent and structured grievance resolution process.
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    STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE RETENTION IN PUBLIC INSTITUTIONS IN KENYA: A CASE STUDY OF THE PUBLIC SERVICE COMMISSION
    (management university of africa, 2025-11) Magdaline Mwai; Mr. David Kanyanjua
    strategic human resource practices elements are characterized by recruitment and selection, training, and development. A void is created in the organization when talented and capable workers leave, leading to the loss of vital skills, knowledge, and professional relationships. High employee voluntary turnover rates usually affect or interfere with organizational performance. In order to fill these gaps, this study examined the relationship between strategic HRM practices and employee retention in Kenyan public institutions, using the Public Service Commission (PSC) as a case study, and the specific objective was to establish the influence of recruitment and selection, and training and development on employee retention at the PSC. Anchor theory is human capital theory, reinforced by institutional theory and goal-setting theory. A descriptive design was adopted. The target population is 539 employees of PSC. Stratified random sampling was adopted. With the help of two research assistants, structured questionnaires were utilizedto collect data, and the pick-and-drop approach was employed to obtain primary data. Results were displayed using tables. The results show a substantial correlation between employee retention and the strategic human resource management practices (p < 0.05, P = 0.00). The statistical significance of variables' values (p = 0.05) suggests that raising theirmean index should enhance employee retention. The head of PSC should be aware that recruiting, identifying, and keeping the best talent in an organization depends on having effective selection and recruitment procedures. The study recommends that Such policies improve organizational effectiveness, fairness, and transparency when they are properly drafted. PSC should incorporate training and development into the hiring process to guarantee that new hires are not only properly positioned but also prepared to function and advance within the company. A well-organized, fair, and impact-driven T&D policy increases worker engagement, lowers attrition, and boosts organizational competitiveness. Therefore, it is necessary to do more research encompassing a large geographic region, such as the other private institutions, as well as a comparison study to look at how various SHRM affect employee retention in other private institutions.
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    PERFORMANCE MANAGEMENT SYSTEMS AND ORGANIZATIONAL EFFECTIVENESS IN THE PUBLIC INSTITUTIONS IN KENYA: A CASE STUDY OF TEACHERS SERVICE COMMISSION
    (management university of africa, 2025-11) Alice Mbangula; Mr. David Kanyanjua
    Performance Management System (PMS) is a critical tool for monitoring and evaluating employee performance against organizational objectives in both public and private sectors. Despite its adoption, limited research exists on its direct impact on organizational effectiveness. This study investigated the influence of PMS on organizational effectiveness at the Teachers Service Commission (TSC), focusing on performance planning, monitoring, rating, and development. The study was guided by goal-setting theory, expectancy theory, and learning curve theory. A descriptive research design was employed, targeting 375 Secretariat Staff at TSC Headquarters. Using stratified random sampling, 30% of the population was selected, yielding a sample size of 113. Data was collected through questionnaires whose reliability and validity were confirmed. Analysis was conducted using SPSS version 22, applying descriptive statistics (percentages, means, and standard deviations) and inferential statistics (correlation and multiple regression). Findings revealed that performance planning (r=0.506, β=0.225, p<0.05), performance monitoring (r=0.831, β=0.136, p<0.05), performance rating (r=0.961, β=0.431, p<0.05), and performance development (r=0.693, β=0.105, p<0.05) all had positive and statistically significant effects on organizational effectiveness. Among these, performance rating emerged as the strongest predictor; while monitoring and planning were vital for accountability and goal alignment. Continuous employee development was also found essential for capacity building and sustaining long-term improvements. The study concludes that PMS significantly enhances organizational effectiveness at TSC and recommends further research across institutions. Policymakers should strengthen fairness, transparency, and resource allocation, while continuous training, mentoring, and integration of PMS principles in teacher preparation programs are vital for professional and institutional growth.