Decentralization of Training and Development Practices and Employees Performance in Constitutional Commissions in Kenya


  • Felister Abulwa Mutoka Jomo Kenyatta University of Agriculture and Technology
  • Dr. Susan Were Jomo Kenyatta University of Agriculture and Technology
  • Dr. Kepha Ombui Jomo Kenyatta University of Agriculture and Technology



Human Resource Management strategies and practices vary but are all interrelated. They include planning, acquisition, development, integration, compensation, maintenance and separation. Kenya’s public sector faces a lot of pressure to enhance their performance levels as well as accountability and transparency in their operations. To do so, various agencies have adopted different strategies of decentralized HR practices and functionalities including decentralized training and development practices. How well the independent commissions manage their programmes to achieve their objectives is crucial to their success. Despite proof of devolved HR practices being beneficial, there is little research on the effect of devolving HR practices on the performance of employees. Based on this background, the study sought to examine the relationship between decentralization of training and development on employee performance in constitutional commissions in Kenya. The study adopted descriptive research design and targeted the heads of departments and HR coordinators and technocrats from the 10 constitutional commissions in Kenya resulting in a target population of 206 respondents. Census sampling was adopted and as such all the 206 respondents formed the sample of the study. Data used in the study was collected using structured questionnaires and was tabulated and analysed using SPSS Version 22. Qualitative data was analyzed using descriptive statistics such as frequencies, means, standard deviation and was used to show the characteristics of the variables being investigated. The study also computed inferential statistics which included bivariate correlation and multiple regression analysis and they were used to show the association between the dependent and the independent variables. Analysed data was presented using tables and charts. The study found that decentralization of Training & Development significantly affects employee performance in constitutional commissions in Kenya. Furthermore, it was established that organizational culture significantly affects the relationship between decentralization of Training & Development and employee performance in constitutional commissions in Kenya. The study recommends constitutional commissions in Kenya to provide Training & Development opportunities to its employees. This is achieved by offering various forms of Training & Development such as management development, soft and technical skills development and well as Training & Development on personal effectiveness.

Keywords: Decentralization, Training & Development, Employee Performance, Constitutional Commissions

Author Biographies

Felister Abulwa Mutoka, Jomo Kenyatta University of Agriculture and Technology

Postgraduate Student

Dr. Susan Were, Jomo Kenyatta University of Agriculture and Technology


Dr. Kepha Ombui, Jomo Kenyatta University of Agriculture and Technology



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How to Cite

Mutoka, F. A., Were, S., & Ombui, K. (2022). Decentralization of Training and Development Practices and Employees Performance in Constitutional Commissions in Kenya. Journal of Human Resource & Leadership, 6(3), 62–74.