http://hdl.handle.net/123456789/15708 2026-04-05T23:41:05Z http://hdl.handle.net/123456789/17470 THE ROLE OF GRIEVANCE HANDLING ON EMPLOYEE PERFORMANCE IN PUBLIC HOSPITALS IN KENYA: A CASE OF LONGISA REFERRAL HOSPITAL, BOMET COUNTY SENO KENNEDY SAITOTI Organizations inevitably face grievances from dissatisfied employees or groups due to current working conditions or interactions with colleagues. Since Kenya's health sector underwent devolution following the 2010 constitution, addressing employee concerns has become more complex. This study aimed to assess how grievance handling impacts staff performance at Kenyan public hospitals, focusing on Longisa Referral Hospital in Bomet County. The objectives were to evaluate the influence of grievance handling procedures, styles, and prevention strategies on employee performance. Using a case study design, the study surveyed 307 employees at Longisa Referral Hospital, employing a census approach due to the accessible and manageable population size. Questionnaires were used to gather primary data, which was then analyzed using descriptive statistics to calculate percentages and frequencies, Pearson correlation to evaluate relationships, and Chi-square analysis to identify linkages. Frequency tables were used to present the data. The outcomes showed that employee performance at Longisa Referral Hospital and grievance management procedures had a high positive connection (r = 0.820, P-value = 0.000). In a similar vein, employee performance and grievance management techniques showed a strong positive association (r = 0.547, P-value = 0.000), and employee performance and grievance prevention strategies showed a noteworthy correlation (r = 0.616, P-value = 0.000). Chi- square analysis revealed that all three of the null hypotheses were rejected, indicating that respondents thought grievance management practices, approaches, and preventative measures were essential to worker performance. The study recommended that organizations implement effective grievance handling protocols, adopt proactive grievance management methods, and establish robust grievance prevention strategies to enhance employee performance. These findings are anticipated to improve grievance management practices across public health facilities in Kenya. Key Words: Grievance handling, grievance handling procedure, grievance handling styles, grievance prevention strategies, employee’s performance and referral hospital. 2024-01-01T00:00:00Z http://hdl.handle.net/123456789/17439 FACTORS AFFECTING PRODUCTIVITY OF THE TEACHING STAFF IN PUBLIC UNIVERSITIES IN KENYA AMBALE FRANCIS Previous research to assess factors affecting productivity of teaching staff in public universities in Kenya, have shown mixed results that calls for further studies. Productivity among the teaching staff is noted to be affected by a number of factors that calls for research. This study sought to assess factors affecting productivity of the teaching staff at the public universities in Kenya. Specifically, it examined the effect of leadership, reward system, work life balance and team work on productivity of teaching staff in public universities in Kenya. It was anchored on expectancy theory, theory X and Y. Using descriptive research design and a sample of 362 academic staff out of the total population of 5911. Purposive sampling was used to select the institutions, while simple random sampling method, was used to select the respondents from each university. Primary data were collected using a structured questionnaire. Both descriptive and linear regression were employed to assess the relationship between the variables. The results revealed that leadership style (β = .628; t = 10.38, t <0 .05), reward system (β = .202, t = 9.719, p =<0.05), work-life balance (β = 0.577; t = 10.61, p < 0.05), and team-work (β = 0.612; t = 13.723, p < 0.05) were statistically significant contributors to teaching staff productivity in public universities. Hence, there is need to develop policies that enhance participatory leadership, effective reward systems, team-work and sound work-life balance that will ultimately enhance productivity of teaching staff in public universities in Kenya. 2024-01-01T00:00:00Z http://hdl.handle.net/123456789/17438 ROLE OF HUMAN RESOURCE FUNCTIONS IN PROMOTING REMOTE LEARNING: A CASE OF PUBLIC UNIVERSITIES IN NAIROBI METROPOLIS IN KENYA. RUTH NANYORI PARTEYIE Human resource functions need to evolve and adapt to changing trends in remote work and learning. This may involve updating policies, procedures, and strategies to align with the evolving needs of a remote workforce. Adoption of human resource management functions is critical in ensuring that organization gain competitive edge. With ever increasing demand for remote learning in higher learning institutions, the role of human resource management functions in promoting work culture that appreciate e-learning mode can never be under estimated. The main objective of the study was to determine the role of human resource function in promoting remote learning in public universities in Nairobi metropolis, Kenya. The specific objectives were to determine whether recruitment and selection procedures, reward and compensation management, promotes the implementation of remote learning by public universities in Nairobi metropolis employee training and development and performance management promotes the implementation of remote learning by public universities in the Nairobi metropolis, Kenya. This study was anchored on resource-based view theory; however the study was also reinforced on organizational learning theory and technology acceptance model. The study targeted public universities in Nairobi metropolis in Kenya that are located within Nairobi metropolitan zone. Census and simple random sampling methods were both used to pick administration and human resource registrar, Academic Affairs registrar and lecturers tutoring online classes respectively. From the 8public universities in Nairobi metropolis in Kenya, the study sampled all the 8 Universities from which the respondents were sampled from. The unit of analysis included university registrars and lecturers tutoring online-classes. The study sampled 44 respondents who took part in this study. Both qualitative and quantitative data was generated from the study. Descriptive statistics (frequencies, percentages, mean and standard deviation) were used to analyze data. Qualitative data was analyzed through the use of thematic analysis. Inferential Statistics (Simple Regression analysis) was also used to predict relationship outcome. For easy comprehension Tables, charts and graphs were utilized for presenting quantitative facts. The study found a strongly positive significant correlation between (recruitment and selection, reward and compensation, training and development performance management) and remote learning (implementation of remote learning by public universities in Nairobi metropolis in Kenya) as show that by X1 Pearson Correlation of 0.803 with a P-value of 0.009, X2 Pearson Correlation of 0.836 with a P-value of 0.006, X3 Pearson Correlation of 0.854 with a P-value of 0.004 and lastly X4 Pearson Correlation of 0.797 with a P-value of 0.016 respectively. Based on the research statistics, the study concludes that recruitment and selection (Beta coefficient: 0.333, Sig-value 0.009) reward and compensation (Beta coefficient: 0.379, Sig-value 0.006), training and development (Beta coefficient: 0.587, Sig-value 0.007) and performance management (Beta coefficient: 0.347, Sig-value 0.016) it was concluded that all independent variables promoted the implementation of remote learning by public universities in Nairobi metropolis. The study recommended that public universities should focus on recruitment, selection of eLearning lecturers. Higher learning institutions must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels. The human resource department should pay more attention on employee training and skill development and that Public Universities must continually implement performance management tools in implementation of remote learning.   2024-01-01T00:00:00Z http://hdl.handle.net/123456789/13594 EFFECTS OF ORGANIZATIONAL STRUCTURE ON EMPLOYEE PERFORMANCE IN THE KENYAN COUNTY GOVERNMENTS: A CASE STUDY OF NAROK COUNTY GOVERNMENT ANGELA LANKAS The phrase "organizational structure" describes the methodical division of a company's many divisions and activities. It discusses how businesses set up their management structures and how workers are expected to fulfill the many requirements put on them. Local studies on the relationship between organizational structure and productivity have produced a range of results. Therefore, further study is required in these areas to fill up the gaps. In the Narok County Government, the study's stated objectives were to "examine the effect of organizational structure complexity on employee productivity; establish the effect of characteristics of the organization general framework; and determine the effect of organizational structural centralization." The foundation of this study was the Theory of Fairness and the Goal Theory. For this examination, a descriptive research methodology was used. The poll included all 5,345 members of the Narok County Government staff. From the whole population, 372 people were chosen at random and interviewed. Primary data were gathered using questionnaires, while secondary data came from existing organizational records. The County Executives, senior officials, and board members are all county residents. A pilot study was conducted to make sure the instrument's validity and reliability. The data were examined using descriptive and inferential statistics. The data were processed and analyzed using SPSS Version 26.0, and descriptive analysis was performed to compute the means, frequencies, and percentages as well as linear regression to establish the relationship between the two sets of variables (structural complexity, structural formalization, structural centralization and employee performance). The results showed that respondents mostly agreed on all issues. This shows that the structural complexity of the Narok county government's organizational structure is insufficient. Regression and correlation analysis support the conclusions even more. Structure centralization and employee performance (r =.585**, p =.000), structural complexity and employee performance (r =.232**, p =.000), and structure formalization (r =.236**, p =.000) all showed statistically significant associations. As a result, since the estimated F values were higher than the critical F values, all three of the null hypotheses (F (0.05, 1,268) = 15.784, F (0.05, 1,268) = 3.873, and F (0.05, 1,268) = 15.181) were rejected. It has been shown that elements including the complexity, formalization, and centralization of the county government's institutions all have an impact on employee performance. The combined effect of the three factors on county government worker productivity is statistically significant (R = 0.604, R square of 0.365, F = 50.874, p 0.0001). We infer that organizational structure and productivity are statistically significantly related. On the other hand, structural centralization has a bigger effect on productivity. The study advises organizations to better understand and modify their organizational structure in order to motivate employees to put forth effort and enhance their performance. 2022-01-01T00:00:00Z