Moderation of Top Management Support on the Relationship between Human Resource Strategy Evaluation and Performance: A Survey of Universities in Kenya

Abstract

Purpose: the purpose of the study was to ascertain the moderating role of top management support on the relationship between the utilization of human resource strategy evaluation and the performance of the human resource strategy in universities in Kenya. The study hypothesized that there was no significant moderating role of human resource strategy evaluation and performance of the human resource strategy in universities in Kenya. 

Methodology: the study employed a cross-sectional sample survey in the Republic of Kenya. Data was collected from a randomly sampled size of thirty-one universities from a population of 74 universities accredited by the Commission for University Education. A self-administered questionnaire was mailed for completion by the registrar in charge of administration with oversight over the human resource management function that is in charge of the human resource strategy. Data was coded and processed by SPSS version 25. Descriptive and inferential statistics were used to analyse the data. 

Findings: the study found moderate to high utilization of human resource strategy. The direct relationship of utilization of human resource strategy evaluation and performance of human resource strategy was strong and significant. However, the influencing role of top management support was found to be non-significant. 

Unique contribution to theory, practice, and policy: the study identified the supportive behaviours of top management as applied to universities in Kenya. It also emphasized the weak structural position of human resource management within the management hierarchy of universities. Human resource management needs to be strengthened structurally and professionally given that people constitute the most important resource within universities.