STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE PERFORMANCE AT ALJAMEA-TUS-SAIFIYAH NAIROBI CAMPUS, KENYA
| dc.contributor.author | HATIM ALI ASGHER RAMPURAWALA | |
| dc.date.accessioned | 2026-03-31T18:28:05Z | |
| dc.date.available | 2026-03-31T18:28:05Z | |
| dc.date.issued | 2025-09 | |
| dc.description | Thesis | |
| dc.description.abstract | The research examined the effect of strategic human resource management on employee performance at Aljamea-tus-Saifiyah Nairobi Campus in Kenya. The research examined how strategic workforce planning, strategic resourcing, strategic compensation, and strategic learning and development affect employee performance at Aljamea-tus-Saifiyah Nairobi Campus, Kenya. Additionally, the study examined organizational culture as it affects the relationship between strategic human resource management practices and employee performance at Aljamea-tus-Saifiyah Nairobi Campus, Kenya. This study adopted Human capital theory, Resource based view theory, Schein’s Organization Culture Model, Social Exchange Theory, and Herzberg’s Motivation-Hygiene Theory. A cross-sectional survey constituted the main research design that was used in this study. There are 508 employees who make up the target population in this study. Using Yamane sample size determination formula with stratified random selection method, 224 employees were selected as the study sample. The research gathered information through questionnaire. The question items of the instrument were reviewed by experts and research supervisors for evaluation purposes to ensure they validate correctly. Testing at the MSB Educational Institute Mombasa facility gauged the reliability of both instruments that were deployed during data collection. Cronbach Alpha served as the reliability check method. An analysis of the gathered primary data involved both descriptive and inferential methods. The software Statistical Package for Social Sciences version 29 was utilized in the analysis. The researcher used descriptive statistics which included percentages together with means and standard deviation and they were illustrated through frequency tables in combination with pie charts and bar graphs. The research utilized correlation together with multiple linear regression for its inferential statistical analysis. From the analysis, it was established that strategic workforce planning (r=0.824, b=0.410, p<0.05), strategic resourcing (r=0.879, b=0.345, p<0.05), strategic compensation (r=0.745, b=0.180, p<0.05), and strategic learning and development (r=0.849, b=0.202, p<0.05) had a positive and statistically significant effect on the performance of employees at Aljamea-tus-Saifiyah. Moreover, organizational culture was also found to have a moderating effect on the relationship between strategic human resource management practices and employee performance. The study recommends integrating organizational culture into strategic human resource management theories to better explain its moderating role in enhancing employee performance. Policy makers should institutionalize strategic workforce planning and promote a culture of collaboration, innovation, and shared values to maximize HRM effectiveness. Practically, institutions should align workforce planning with strategic objectives, invest in targeted training, and actively strengthen organizational culture to translate HR strategies into measurable performance gains. | |
| dc.identifier.uri | https://repository.cuea.edu/handle/123456789/666 | |
| dc.language.iso | en_US | |
| dc.publisher | THE CATHOLIC UNIVERSITY OF EASTERN AFRICA | |
| dc.subject | Strategic human resource management | |
| dc.subject | employee performance | |
| dc.subject | human resource practices | |
| dc.subject | organizational performance | |
| dc.subject | staff development. | |
| dc.title | STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE PERFORMANCE AT ALJAMEA-TUS-SAIFIYAH NAIROBI CAMPUS, KENYA | |
| dc.type | Thesis |