Decentralization of Discipline Management Practices and Employees Performance in Constitutional Commissions in Kenya
DOI:
https://doi.org/10.53819/81018102t6025Abstract
There are several different strategies and practices that are performed by HRM but all these practices are interrelated: planning, acquisition, development, compensation, integration, maintenance, and separation. The public sector in Kenya is under a lot of pressure to improve their performance levels and increase levels of accountability and transparency. Despite devolving of HR practices being found to be advantageous, there is little research that has been carried out to establish the impacts of devolving HR practices on the performance of employees. It’s from this background that this study aimed to determine the relationship between decentralization of discipline management practices and employee performance in constitutional commissions in Kenya. The study adopted the descriptive research design and targeted the Head of Departments and Human resource coordinators and technocrats in all the 10 constitutional commissions. Therefore the target population was a total of 206 respondents. All the 206 subjects formed the sample for the study. Data used in the study was collected using structured questionnaires. Data collected was tabulated and analyzed using SPSS Version. 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. Analyzed data was presented using tables and charts. The study found that decentralization of discipline management significantly affects employee performance in constitutional commissions in Kenya. Furthermore, it was established that that organizational culture significantly affect the relationship between decentralization of discipline management and employee performance in constitutional commissions in Kenya. The study recommends constitutional commissions in Kenya to embrace the strategy of discipline management. They also need to consider providing its employees with welfare activities. This includes medical insurance schemes, pension schemes and bursaries for employee’s children. Furthermore, they should ensure they have effective occupation health and safety procedures in place to improve performance of their employees. Some of these practices that can be adopted include employee wellness programs, health and safety Training & Development and health and safety policies.
Keywords: Decentralization, Discipline Management, Employee Performance, Constitutional Commissions in Kenya
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