Effects of Human Resource Development Practices on Employee Job Performance in State Corporations in Nairobi, Kenya

Abstract

Human resource development practices are seen as key to improving employee performance at work, which in turn leads to the achievement of individual and organizational goals. This study aimed how human resource development practices affect employee job performance in parastatals in Nairobi. The social exchange theory, human capital theory and the social learning theory were the key theories used for the study. To realize the study objectives a cross sectional descriptive design was adopted. The study was undertaken in various government parastatals in Kenya where a sample of 56 state corporations was selected. Primary data was exclusively used for the study and was obtained via a structured questionnaires which were circulated to the HR Managers of the government parastatals or their equivalents. The collected data was summarized using descriptive statistical tools and the regression model to assess the linkage among the variables. The outcomes revealed a positive and significant linkage between training and development and employee job performance. The study concluded that training and development, organizational development, rewards management and performance appraisal significantly had a positive effect on employee job performance among state corporations in Nairobi.  The paper recommended that the management of Kenyan state corporations should invest additional resources on training and development, develop effective organizational development strategies and set attractive monetary and non- monetary compensations to improve employee performance.