Effect Of Strategic Human Resource Management Practices On Employee Performance: A Case Of Kenya Law Reform Commission

Abstract

The purpose of the study was to establish the effect of strategic human resource management practices (SHRM) on employee performance the research was conducted at Kenya Law Reform Commission. The sample size included 52 members of the commission. The main objectives were to establish strategic human resource management practices, to identify the extent to which the practices enhanced employee performance and to determine the effect of strategic human resource practices on employee performance. A questionnaire was used to collect data, from which data was analyzed using Statistical Package for Social Sciences and was presented through graphs and tables. The research found out that the most used strategic human resource management strategy were employee participation according to 44.7% of employees, employee security according to 38.3%, formal training according to 36.2%, performance- based compensation according to 25.5%, and result oriented performance according to 17% of employees. The effect of these SHRM practices was lower employee turnover, timeliness of output, improving quality and quantity of output, improving productivity. The study also suggested that there is need for individual formal training to the employees, develop career ladders strategies and increase employee participation in the formulation of strategic human resource management practice plans and policy to ensure that employee commitment is improved and there is increased quality, quantity and timeline of output and finally reducing the turnover rate of employees.