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THE EFFECT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE: CASE STUDY OF KENYA INDUSTRIAL ESTATES LIMITED


Florence Njeri Karanja

PhD in Strategic Management Student, Jomo Kenyatta University of Agriculture and Technology, Kenya


ABSTRACT

Strategic Human Resource Management (SHRM) has gained importance in managing critical resources. This study seeks to extend prior research by investigating SHRM practices configuration as correlates to organizational performance, and mediating mechanism that link between HRM practices and organizational performance using Kenya Industrial Estates as a case study to project into the larger business framework in organization in Kenya. The study literature review looks at various theories that informs the study, Strategic Human Resources Management, Training and Development, Compensation and Performance Appraisal and proposes a Conceptual Framework that guides the study. The main research design of the study was descriptive study. The target population of this study was Kenya Industrial Estate while the study population was the top management staff, middle and lower management staffs who deal directly with the day to day operations at the Kenya Industrial Estate. The study employed was Stratified random sampling technique in coming up with a sample size of twenty two (22) respondents from a total of seventy two (72) in specific department in Kenya Industrial Estate. The study employed a percent of 30 in sampling. The study generated was both qualitative and quantitative data. Quantitative data was coded and entered into Statistical Packages for Social Scientists (SPSS Version 17.0) and analyzed using descriptive statistics. Qualitative data was analyzed based on the content matter of the responses. Responses with common themes or patterns were grouped together into coherent categories. The document finally concluded further research on the study.


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