International Journal of Academic Research in Business and Social Sciences

April 2015, Vol. 5, No. 4

ISSN: 2222-6990

Role of Human Resource Management Functions On

Organizational Performance with reference to Kenya
Power & Lighting Company – Nairobi West Region
Rose Mwaniki, Jane Gathenya
School of Human Resource Development, Jomo Kenyatta University of Agriculture and
Technology P.O Box 62000-00200 Nairobi, Kenya
Corresponding Author’s Email: [email protected]

DOI: 10.6007/IJARBSS/v5-i4/1584 URL: http://dx.doi.org/10.6007/IJARBSS/v5-i4/1584

Abstract
Human Resource is an important corporate asset and performance of organizations depends
upon the way it is put in use through human resource management, which aims at ensuring
that organizations achieve success through people. The distinctive feature of HRM is its
assumption that improved performance is achieved through the people in the organization.
Kenya Power in its bid to embrace the idea of sustained performance and flexibility has
engaged approximately 11,000 human capital who are charged with the responsibilities of
ensuring supply of adequate and reliable electricity to its customers; improvement of customer
service; acceleration of electricity access to the public; and creating value for the shareholders.
Despite this, Kenya still faces challenges like prolonged power outages, delayed constructions
of power lines, delayed connections and reconnections are experienced, thus calling for
appropriate measures besides increase in human capital to enhance the company’s
performance. A study that examined the role of HR functions of recruitment and performance
contracting on organizational performance through reduction in power outages, increased
customer base and increased revenue levels was carried out with reference to Kenya Power,
Nairobi West Region. A questionnaire was administered to the respondents and an analysis of
the responses established that high percentages of 46.7 and 47.8 respectfully agreed that there
had been continuous reduction in power outages in the year under research and an increase in
customer base was experienced. A high percentage of 33.7 strongly agreed on that there had
been increased revenue levels in the year under research. The study found out that the HR
functions of recruitment and performance contracting positively affected organizational
performance and recommended continuous improvement on the HR functions to ensure
continuity in increased organizational performance.

Key Words: Human Resources, High -Performance Management, Recruitment and Selection,
Performance Contracting, Organizational Performance.

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1.0 Introduction

Energy is a key enabler to achieving Kenyas’ aspirations captured in the country’s development
blue print- the Vision 2030. According to a Workshop on energy scenarios July 24, 2013, the
overall goal of Kenya’s energy sector is to provide affordable, sustainable and reliable supply of
energy that will stimulate high and sustained economic growth leading to higher incomes,
increased employment and reduced poverty. In this light, Kenya Power which is a limited
liability company in the energy sector in Kenya, transmits, distributes and retails electricity to
customers throughout Kenya. Kenya Power owns and operates the National Transmission and
Distribution Grid and retails to more than 2,038,625 customers throughout the country. The
company has been providing power for both industrial and domestic use throughout Kenya. In
support of the country’s development goals, Kenya Power is strategizing for growth through
improvement in distribution efficiency and reduction of commercial losses by introducing the
stima flow procedures which are aimed at enhancing customer satisfaction thereby winning
customer confidence.
Better service delivery to customers require urgent attentions and failing to appreciate this fact
is the worst mistake that can ever be made since it would lead to: unreliable power supply and
loss of revenue since the more the sales the more the revenue; loss of employment as the
company relies on the income generated in order to service its operations thus can only retain
a sustainable human resource; disruptions and interruptions of production lines which has an
adverse effect in economic growth as the affected organizations would never meet their
production targets which in return affects income generation.
1.1.1 Human Resources
According to Nzuve (1997), Human Resource refers to the individuals within an organization
whose activities contribute to the organization´s success that is, achievement of organizational
goals and objectives. Macgregor (2011) also points out that the backbone or foundation of an
organization is its core staff. Every organization should therefore have the right people in the
right places at the right time to enhance success.
1.1.2 Human Resource Management
Human Resource Management as defined by Michael Armstrong (2009), is a strategic,
integrated and coherent approach to the employment, development and well-being of people
working in organizations. The overall purpose of human resource management is to ensure that
the organization is able to achieve success through people. HRM aims to improve organizational
effectiveness and capability-the capacity of an organization to achieve its goals by making the
best use of the resources available to it.
1.1.3 Organizational Performance
According to Michael Armstrong (2009), the concept of performance covers both what has
been achieved and how it has been achieved. Performance is measured through key
performance indicators which are usually to do with financial results or productivity. A
considerable amount of research has been conducted recently on the impact of HRM on
organizational performance for example Arthur (1990,1992,1994) obtained data from 30 US
strip mills and assessed impact on labour efficiency and crap rate by reference to the existence

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of either a high commitment strategy or a control strategy. The research outcomes were that
firms with a high commitment strategy had significantly higher levels of both productivity and
quality than those with a control strategy. In Purcell et al (2003), a University of Bath
longitudinal study of 12 companies to establish how people management impact on
organizational performance resolved that the most successful companies had `the big idea.’
They had a clear vision and a set of integrated values. They were concerned with sustaining
performance and flexibility. Clear evidence existed between positive attitude towards HR
policies and practices, levels of satisfaction, motivation and commitment, and operational
performance. Policy and practice implementation (not the number of HR practices adopted) is
the vital ingredient in linking people management to business performance and this is primarily
the task of line managers.
As indicated by Rebecca Mitchell , Shatha Obeidat ,and Mark Bray (2013), human resource
management functions play a major role in enhancing organizational performance. Kenya
Power in its bid to embrace the idea of sustained performance and flexibility as advocated by
Purcell et al (2003), has engaged a human resource capacity of approximately eleven thousand
employees who are charged with the responsibilities of ensuring supply of adequate and
reliable electricity to its customers; improvement of customer service; acceleration of electricity
access to the public; and creating value for the shareholders (KP Annual report, 2011/2012).
Despite this, Kenya still faces challenges like prolonged power outages, delayed constructions
of power lines, delayed connections and reconnections are experienced (KP customer
satisfaction survey, 2011/2012), thus calling for appropriate measures besides increase in
human capital to enhance the company’s performance. The study examined the role of HR
function in addressing improved performance, through human resource management functions
of recruitment and selection, and performance contracting.

1.2 General Objective

To examine the role that human resource management functions play in the overall
organizational performance in the context of Kenya Power, Nairobi West Region.
1.2.1 Specific Objectives

1. To establish the role of recruitment and selection process on organizational

performance.
2. To examine the role of performance contracting on the organizational performance.

Hypotheses

The following Null hypotheses were developed;

H01: Recruitment and selection process have no influence on organizational performance.
H02: Performance contracting has no influence on organizational performance.

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1.5 Significance of the Study

The study was to enable the researcher examine and document the results on the role of
human resource management functions on organizational performance. The study was also to
provide a source of information for utilization by the company on effective implementation of
human resources management practices for the success of the organization and information for
further research in this area of study.

1.3 Theoretical Framework

a) The Matching Model of HRM

HRM is defined by the two models of HRM developed by what might be described as its
founding fathers- That is; The matching model of HRM by Michigan School of Fombrun et al
(1984) who held that HR systems and the organization structure should be managed in a way
that is congruent with organizational strategy; and The Harvard framework by the Harvard
School of Beer et al (1984), whose belief was that the problems of historical personnel
management can only be resolved when general managers develop a viewpoint of how they
wish to see employees involved in and developed by the enterprise, and of what HRM policies
and practices may achieve those goals.

a) Vroom's Expectancy Theory

Vroom's expectancy theory by Victor Vroom (1983) together with Edward Lawler and Lyman
Porter, suggested that the relationship between people's behavior at work and their goals was
not as simple as was first imagined by other scientists. Vroom realized that an employee's
performance is based on individuals’ factors such as personality, skills, knowledge, experience
and abilities. The theory suggests that although individuals may have different sets of goals,
they can be motivated if they believe that: there is a positive correlation between efforts and
performance; favorable performance will result in a desirable reward; the reward will satisfy an
important need; the desire to satisfy the need is strong enough to make the effort worthwhile.
The theory is based upon the following beliefs:
Valence which refers to the emotional orientations people hold with respect to outcomes
[rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off,
benefits] or intrinsic [satisfaction] rewards. Management must discover what employees value.
Expectancy which is the belief that employees have different expectations and levels of
confidence about what they are capable of doing. Management must discover what resources,
training, or supervision employees need.
Instrumentality which is the perception of employees as to whether they will actually get what
they desire even if it has been promised by a manager. Management must ensure that
promises of rewards are fulfilled and that employees are aware of that.

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Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence
interact psychologically to create a motivational force such that the employee acts in ways that
bring pleasure and avoid pain.

2.3 Conceptual Framework

Human Resources Functions

Recruitment and selection

 Definition of requirements
 Placement of advertisements Organizational
 Competitiveness in interviews performance
 Job description
 Power outages
 Placement
Performance in the organization
contracting
Independent variables  Customer base
 Induction process
 Revenue
 Awareness of objectives
 Involvement in setting targets
Independent Variable
 Commitment on meeting targets Dependent Variable
2.0 Literature Review
 Guidance and follow up
2.1 Human Resources Function
 Appraisal process
According to Michael Armstrong (2001), the main role of the HR Function is to enable the
organization achieve its objectives by taking initiatives and providing guidance and support on
all matters relating to its employees. The basic aim is to ensure that management deals
effectively with everything concerning the employment and development of people and the
relationships that exist between management and the workforce. A further key role for the
human resource function is to play a major part in the creation of an environment which
enables people to make the best use of their capacities and to realize their potential to the
benefit of both the organization and themselves. The human resource function operates as part
of the full business management process and cannot be viewed in isolation. Although a support
activity it must be proactive. It supports and promotes business solutions that take advantage
of opportunities stemming from business issues just as it must find solutions to apparent
constraints.
It has been stated by Ulrich (1998) that: `The activities of human resource appear to be and
often are disconnected from the real work of the organization.´ he believes that human
resources `should not be defined by what it does but by what it delivers´. According to Ulrich,
human resources can deliver excellence in four ways: HR should become a partner with senior
managers in strategy execution, helping to improve planning from the conference room to the
marketplace; It should become an expert in the way work is organized and executed, delivering
administrative efficiency to ensure that costs are reduced while quality is maintained; It should
become a champion for employees, vigorously representing their concern to senior
management and at the same time working to increase employee contribution, that is,
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employees´ commitment to the organization and their ability to deliver results; and it should
become an agent of continuous transformation, shaping processes and a culture that together
improve an organization´s capacity for change.

2.2 High -Performance Management

As commented by M. Armstrong (2009), high- performance management or high performance

working aims to make an impact on the performance of the organization in such areas as
productivity, quality, levels of customer service, growth and profits. High-performance
management practices include rigorous recruitment and selection procedures, extensive and
relevant training and management development activities, incentive pay systems and
performance management systems.

2.2.1 Recruitment and Selection

Recruitment is the process of finding and engaging the people the organization needs as
observed by M. Armstrong (2009). Selection is that part of the recruitment process concerned
with deciding which applicants or candidates should be appointed to the jobs. Braton and Gold
(2007,p 239) differentiate the two terms while establishing a clear link between them in the
following way: ‘ recruitment is the process of generating a pool of capable people to apply for
employment to an organization. Selection is the process by which managers and others use
specific instruments to choose from a pool of applicants a person or persons more likely to
succeed in the job(s), given management goals and legal requirements.’ The recruitment and
selection process involves the stages of defining requirements–preparing role profiles and
person specifications; deciding terms and conditions of employment, planning recruitment
campaigns, attracting candidates- reviewing and evaluating alternative sources of applicants
inside and outside the company, and selecting candidates- sifting applications, interviewing,
testing, assessing candidates, assessment centres, offering employment, obtaining references;
preparing contracts of employment. Difficulties in filling a position may be encountered. In
order to deal with the problem constructively, it is necessary to take the following actions:
ensure that all the possible sources of candidates have been used; consider any ways in which
the advertisement or website entry could be made more attractive; check that the person
specification is realistic; consider whether it might be necessary to improve the package offered
to candidates; in discussion with line manager, examine the possibility of reshaping the role to
increase its attractiveness; and if the worst comes to the worst, and again in discussion with the
manager, consider alternative ways of carrying out the work involved with existing staff.

2.2.2 Performance Contracting

Performance Contracting is a branch of management science referred to as Management
Control Systems and is a contractual agreement to execute a service according to agreed-upon
terms, within an established time period, and with a stipulated use of resources and
performance standards.
Performance contract as defined by Kumar, (1994) is a Memorandum of Understanding (MOU).
MOU is rooted in an evaluation system, which not only looks at performance comprehensively
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but also ensures forces improvement of performance managements and industries by making
the autonomy and accountability aspect clearer and more transparent. OECD (1999) defines
performance contract as a range of management instruments used to define responsibility and
expectations between parties to achieve mutually agreed results, while Smith (1999) argues
that a common definition of performance contracting can be found, there are a considerable
variety of uses and forms for quasi-contractual arrangements. The objective of performance
contracting is the control and enhancement of employees’ performance and thus the
performance of the whole institution.

2.3 Organizational Performance improved through HR

The assumption underpinning the practice of HRM is that people are the organization´s key
resource and organizational performance largely depends on them. If, therefore, an
appropriate range of HR policies and processes is developed and implemented effectively, then
HR will make a substantial impact on firm performance. Research on the link between HRM and
firm performance has been carried out in the past for example; Arthur (1990,1992,1994) found
out that firms with a high-commitment strategy had significantly a higher level of both
productivity and quality than those with a control strategy; Huselid (1995) found out that
productivity is influenced by employee motivation while financial performance is influenced by
employee skills, motivation and organizational structure; Patterson et al (1997) resolved that
HR practices explained significant variations in profitability and productivity. Two HR practices
were particularly present:1) the acquisition and development of employee skills and 2) job
design, including flexibility, responsibility, variety and the use of formal teams; The future of
Work Survey, Guest et al (2000b) resolved that a greater use of HR practices is associated with
higher levels of employee commitment and contribution and is in turn linked to higher levels of
productivity and quality of services.
Human resource management practices can improve organizational performance through:
Developing a psychological contract; Increasing motivation and commitment; Increasing
employee skills and extending the skills base; Providing employees with extended
responsibilities so that they can make full use of their skills and abilities; Instituting processes of
performance management and continuous development ; Using reward management systems
to convey message about what the organization believes to be important and what it is
prepared to provide financial and non-financial rewards for; and Developing employee relations
strategies which provide employees with a voice. HR can contribute to the achievement of
competitive advantage and added value, and to total quality initiatives.
As explained by Boxall (2002), managing human resources strategically can contribute to the
achievement of competitive advantage, added value and total quality initiatives in an
organization when business strategy is linked with human resource strategy. Strategic human
resource management aims at providing a sense of direction in an often turbulent environment
so that the business needs of the organization, and the individual and collective needs of its
employees, can be met by the implementation of coherent and practical human resources
policies and programmes. According to Nzuve (1997), successful organizations are a result of

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effective human resources whose activities are geared towards achieving organizational goals.
Competent human resources plan for achievable organizational goal s and employ competent
individuals to carry out the organizational activities aimed at achieving their goals. To evaluate
achievement of their goals, organizations measure their performance which serves to align an
organization's efforts to the achievement of its mission. As part of a company's evaluation and
control program, they quantifiably monitor important characteristics of the company's products
and services and the performance of the individuals and processes creating them. Performance
measures support managerial decision-making by providing useful information regarding: how
efficient and effective are the company's processes and the individuals implementing them; if
product or service improvements are necessary; if the company's customers and stakeholders
are satisfied and if the company is meeting its stated goals.
Managing performance is achieved in organizations where performance is well defined and
performance contracts put in place, which define expectations-the results to be achieved and
the competencies required to attain these results.

3.0 Methodology

3.1 Research Design

A research design is a presentation of the plan, structure, or strategy of investigation, which

seeks to obtain or answer various research questions (Shuttleworth, 2008; Lesage, 2009). Borg,
Meredith and Gall (2008) define research design as a detailed plan on how the research is to be
conducted. The study adopted a case study descriptive survey and correlation. This was a
descriptive study designed to gather data on the role of human resources management
function in an organization and its contribution to organizational performance. It integrated
quantitative and qualitative methods justifying the need for a survey design which gave
numerical description of the population under study. The period of study was years 2010-2012.
The choice of this period was reasonable because continuous efforts to enhance performance
like organization culture change and company rebranding were carried out during this period
and due to availability of current and necessary data.

3.2 Target Population

Population refers to an entire group of individuals, events or object sharing a common

observable characteristic. The relevant base population is the population of organizations with
human resource functions. The target population of study covers Kenya Power– Nairobi West
region. The population consists of all employees in the 12 departments with a total number of
914 employees.

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3.3 Sampling Frame and Sample Technique

Sampling frame is used to select a number of individuals for the study in order to represent a
larger group from which they will be selected. Stratified sampling technique was used to select
the sample size. According to C.R Kothari (2004), Stratified sampling is used when the
population from which a sample is drawn does not constitute a homogenous group. In this
technique, the population is stratified into a number of non-overlapping subpopulations or
strata and sample items are selected from each stratum; in this study, the departments in
Nairobi West Region. The sample size was determined as follows;
Z 2 pq 1.6452 * 0.5 * 0.5
nf  2   105....................................................................Equation 1
e 0.08 2
Where
n= the desired sample size ( if the target population is greater than 10,000)
Z = the standard normal deviate at the required confidence level
P= the proportion in the target population estimated to have characteristics being measured
q = 1-P
e = the level of statistical significance test
When the total population is less than 10,000, Mugenda & Mugenda (2008), recommend
adjusting the sample size from equation (1) as follows:
nf 105
n   94 ---------------------------------------------------------------- Equation 2
n f 1 104
1 1
N 914
The sample of 94 respondents translated to 10.3% which was considered adequate as
supported by Mugenda & Mugenda (2008), who suggests that 10% is adequate.

3.4 Data Collection Instrument

Primary data is facts assumptions obtained directly from the field while secondary data is
applied facts. The study used both primary and secondary data. Secondary data was used in the
literature review of the study. A semi-structured questionnaire was used to obtain the data
required. The questionnaire was designed to address the research questions. The questionnaire
incorporated two categories of questions namely structured and unstructured. Structured
questions are close ended with alternatives from which the respondents select the most
appropriate answer. Unstructured questions are normally open ended and allow the
respondents to provide their own answers. The specific respondents were the heads of
departments and other employees, who were issued with questionnaires to fill.

3.5 Reliability test

Cronbach’s Alpha was applied as a tool to measure the internal consistency of the constructs.
This instrument was extensively applied to authenticate the reliability of the constructs with an
Alpha value of 0.7as the threshold

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4.0 FINDINGS

4.1 Recruitment and Selection and its Influence on Organizational Performance

The study sought to find out from the respondents the influence of recruitment and selection
on organizational performance with reference to effectiveness in defining requirements in
sourcing for candidates; the effectiveness in placing advertisements; the effectiveness in
interviewing; the effectiveness in placing qualified candidates in the jobs; the effectiveness in
induction process; and the effectiveness in job description. Results in table 4.1 indicate a
percentage effectiveness of 54.3,39.1,43.5,39.1,54.3 and 43.5 respectively as observed from
the respondents. This is an indication that the organization is committed to finding and
engaging the right people for the job concurring with M. Armstrong, (2006) as well as
Charlesworth,2000and Tyson,1995 who held that without proper recruitment, the activity plans
go to waste and are expensive to reformulate.

Table 4.1 Recruitment and Selection

Not Somehow Very
Effective Effective Not Sure Effective Effective
The effectiveness in defining of
requirements in resourcing 8.7% 12.0% 17.4% 54.3% 7.6%

The effectiveness in placement of

advertisement 9.8% 16.3% 15.2% 39.1% 19.6%

The competitiveness in interviews

14.1% 12.0% 21.7% 43.5% 8.7%

The effectiveness in placement of

qualified candidates 20.7% 13.0% 17.4% 39.1% 9.8%

The effectiveness in induction

process 19.6% 4.3% 8.7% 54.3% 13.0%

The effectiveness in description of

14.1% 18.5% 10.9% 43.5% 13.0%
jobs to be occupied

4.1.1 Correlation analysis of Recruitment and Selection on Organizational Performance

The study sought to examine the existence of relationship between recruitment and selection
and organizational performance.
Fig. 4.1 indicates a positive linear relation between recruitment and selection and
organizational performance. Further, table 4.2 indicates a positive and significant correlation
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coefficient between the two variables ie r =0.486.This confirms that recruitment and selection
have a positive effect on organizational performance.

Table 4.2 Recruitment and Selection Model

R R Square Std. Error of the Estimate
.486a .236 2.33666
a. Predictors: (Constant), Recruitment And Selection

Fig.4.1 Effects of Recruitment and Selection on Organizational Performance

4.1.2 Regression Analysis of Recruitment and Selection on Organizational Performance

As shown in figure. 4.1 and table 4.3 from the study, the fitted regression line y=9.124+0.318x
indicates that a unit change in recruitment and selection will lead to a significant change in
organizational performance at the rate of 0.318 with a p-value=0.000. Holding recruitment and
selection constant, organizational performance will stand at 9.124 at p-value=0.000 implying
that there are other drivers of organizational performance other than recruitment and
selection.

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Table 4.3 Regression Analysis-Recruitment and Selection and Organizational Performance

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 9.124 .584 15.623 .000
Recruitment and
.318 .060 .486 5.277 .000
Selection
a. Dependent Variable: Organizational Performance

The ANOVA table 4.4 has a P Value of 0.000 implying that the simple linear model of regression
explains 27.8% of the variations in organizational performance. The rest (72.2%) could be
explained by other variables among them performance contracting.

Table 4.4 Recruitment and Selection and Organizational Performance Anova Analysis
Sum of
Model Squares Df Mean Square F Sig.
1 Regression 152.034 1 152.034 27.845 .000a
Residual 491.397 90 5.460
Total 643.431 91
a. Predictors: (Constant), Recruitment and selection
b. Dependent Variable: Organzational Performance

4.2 Performance Contracting Exercise and its Effect on Organizational Performance

The objective of the study was to examine the effectiveness of performance contracting
process on organizational performance with respect to defining departmental objectives,
setting individual targets, supervisor’s commitment and support to meet targets, continuous
guidance towards meeting the set targets, effectiveness in appraising staff and the
effectiveness in communicating achievements, where percentages of 54.3,43.5,64.1,56.5,46.7
and 47.8 in effectiveness were observed from the respondents as shown in table 4.5. The study
established the existence of performance contracts which OECD (1999) defines as a range of
management instruments used to define responsibility and expectations between parties to
achieve mutually agreed results. Kumar, (1994) defines performance contract as a
Memorandum of Understanding (MOU). MOU is rooted in an evaluation system, which not only
looks at performance comprehensively but also ensures improvement of performance

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managements by making the autonomy and accountability aspect clearer and more
transparent.
Table 4.5 Performance Contracting Practices
Not Somehow
Effective Effective Not Sure Effective Very Effective
The effectiveness in
definition of departmental 2.2% 15.2% 5.4% 54.3% 22.8%
objectives

The effectiveness in setting .0% 9.8% 20.7% 43.5% 26.1%

individual targets

The supervisors'
effectiveness in enhancing 5.4% 12.0% 10.9% 64.1% 7.6%
commitment to meeting the
set targets

The effectiveness in offering

continuous guidance and 5.4% 10.9% 13.0% 56.5% 14.1%
follow up to meeting the set
targets

The effectiveness in 5.4% 7.6% 17.4% 46.7% 22.8%

appraisal practice

The effectiveness in
communication of 4.3% 13.0% 16.3% 47.8% 18.5%
individual achievements
after the appraisal practice

4.2.1 Correlations of Performance Contracting Exercise and Organizational Performance

The study sought to examine the relationship that exists between performance contracting
exercise and organizational performance.
Fig. 4.6 indicates a positive linear relationship between performance contracting exercise and
organizational performance. Table 4.7 indicates a positive and significant correlation coefficient
r = 0.422, between the two variable. This confirms that performance contracting exercise has a
positive influence on organizational performance. This collaborates with OECD (1999) defining
performance contract as a range of management instruments used to define responsibility and

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expectations between parties to achieve mutually agreed results.

Fig. 4.2 Performance contracting exercise and organizational performance

Table 4.6 Performance Contracting Exercise and Organizational Performance

Model R R Square Adjusted R Square Std. Error of the Estimate
1 .422a .178 .169 2.42388
a. Predictors: (Constant), Performance Contracting Practices

4.2.2 Regression Analysis of Performance Contracting Exercise and Organizational

Performance
As shown in fig. 4.2 and table 4.7, the fitted regression line is y = 8.527+0.292x indicating that a
unit change in performance contracting exercise results to change in organizational
performance at the rate of 0.292. Holding performance contracting constant, organizational
performance will stand at 8.527 implying that there are other drivers of organizational
performance other than performance contracting.

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Table 4.7 Coefficients of performance contracting and organizational performance

Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 8.527 .809 10.534 .000
Performance
.292 .066 .422 4.418 .000
Contracting Practices
a. Dependent Variable: Organizational Performance

The ANOVA table 4.8 has a P-value of 0.000 implying that the simple linear model with only
performance contracting is significant in explaining organizational performance. However, the
simple linear model explains 19.5% of the variations in organizational performance.

Table 4.8 ANOVA for Performance Contracting and Organizational Performance

Mean
Model Sum of Squares Df Square F Sig.
1 Regression 114.661 1 114.661 19.516 .000a
Residual 528.769 90 5.875
Total 643.431 91
a. Predictors: (Constant), Performance Contracting Practices
b. Dependent Variable: Organizational Performance

5.0 Summary, Conclusion

5.1.1 Recruitment and Selection

The study sought to answer the question, ‘what is the effect of recruitment and selection on
organizational performance?’ the study findings indicated that recruitment and selection was
positively affecting organizational performance. This was revealed through the response of the
employees who responded to the questions on definition of requirements and placement of
advertisement, competiveness in interviews, job description placement in the organization and
induction process. Majority of respondents indicated that recruitment and selection was
effective to a larger extent of 54.3% and a minority of 8.7% rated recruitment and selection as
not effective. This echo the remarks of Baird and Meshoulam (1988) that `business objectives
are accomplished when human resource practices, procedures and systems are developed and
implemented based on organizational needs’ . The study found out that recruitment and
selection positively affected organizational performance, an indication that the organization is
committed to finding and engaging the right people for the job as M. Armstrong (2006)
indicates.
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5.1.2 Performance Contracting

What is the effect of performance contracting exercise on organizational performance? The
study findings indicated that; the process of defining departmental objectives, effectiveness in
setting individual targets, effectiveness of the supervisor’s commitment to achieving the set
targets, the effectiveness in offering continuous guidance and follow up to meeting the set
targets, the effectiveness in appraisal process, and effective communication of achievements
played a major role in performance contracting which by a larger extent affected organizational
performance. The study established the existence of performance contracts which OECD (1999)
defines as a range of management instruments used to define responsibility and expectations
between parties to achieve mutually agreed results. Kumar, (1994) defines performance
contract as a Memorandum of Understanding (MOU). MOU is rooted in an evaluation system,
which not only looks at performance comprehensively but also ensures improvement of
performance managements by making the autonomy and accountability aspect clearer and
more transparent. After analyzing the data collected on performance contracting 53.81% of the
respondents informed on its effectiveness in contributing to the overall organizational
performance.

5.3 Recommendations

The study found out that the functions of recruitment and selection, training and development,
performance contracting and rewarding played a major role on organizational performance as
evidenced in the areas of reduction in power outages, increased customer base levels and
increased revenue levels. To continuously improve on organizational performance, the
organization should improve on the functions of human resource management and especially
on recruitment and selection, training and development, performance contracting and
rewarding which will enable the organization to have the right people for the right jobs and
enhance commitment to their duties resulting to improved organizational performance.

5.3.1 Recommendations for Further Studies

This study was confined to one firm in the energy sector in Kenya and focused on four major
human resource management functions notably; recruitment and selection, training and
development, performance contracting and rewarding. This limited the study from exploring
other functions that still could affect organizational performance. The study, therefore,
proposes further studies to be carried out to help in establishing other functions of human
resource management that affect organizational performance that were not covered in this
study. Further studies should also be carried out in other key players in the energy sector in
Kenya.

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