Strategic Human Resource Management and Performance: a Case of the County Government of Kisumu

Abstract

This study aimed to determine the impact of Strategic Human Resource Management (SHRM) on the performance of the County Government of Kisumu, Kenya. The study was guided by three specific objectives: to establish the successful implementation of SHRM practices in Kisumu County, to assess the effects of SHRM on the county’s organizational performance and to evaluate the performance of the county after implementing SHRM. The study was grounded in two theoretical frameworks: the Resource-Based View (RBV) which emphasizes the role of internal resources in gaining a competitive advantage and Human Capital Theory, which highlights the value of investing in employees to enhance organizational performance. A case study design was employed, with data collected through an interview guide. The researcher conducted interviews with HR managers and county officials to gather qualitative data. Content analysis was used to analyze the data, allowing the researcher to identify key themes and insights related to the implementation and effects of SHRM in the county government. The study focused on the processes of talent acquisition and management, employee development, performance appraisal systems and workforce diversity and inclusion as critical SHRM practices. The findings revealed that SHRM practices had a positive impact on the performance of the County Government of Kisumu. The strategic alignment of HR practices with the county’s goals improved service delivery, employee productivity and public satisfaction. Talent acquisition and management were identified as key drivers of workforce effectiveness, ensuring that the county recruited individuals who not only met current needs but also had long-term growth potential. Additionally, employee development and training initiatives significantly enhanced employee skills, morale and job satisfaction, contributing to better organizational performance. The study also found that performance appraisal systems were effective in promoting accountability and continuous improvement within the workforce. Employees were regularly assessed against measurable goals, which ensured that their performance aligned with the county’s strategic objectives. Workforce diversity and inclusion efforts further strengthened service delivery by incorporating a wider range of perspectives and fostering a more responsive and inclusive work environment. The study confirmed that the implementation of SHRM practices in Kisumu County led to significant improvements in service delivery and organizational performance. The findings support both the Resource-Based View and Human Capital Theory, demonstrating that strategic management of human resources can provide a sustainable competitive advantage and enhance public sector performance. SHRM practices enabled Kisumu County to build a skilled, motivated, and diverse workforce that is well-aligned with the county’s broader development objectives. The study recommended that HR managers in Kisumu County should continue to align their HR practices with the county’s long-term goals, with an emphasis on talent development, performance management, and workforce inclusivity. For policymakers in Kenya, the study suggested the creation of policies that promote SHRM across all public sector institutions, emphasizing merit-based recruitment, workforce diversity, and continuous employee development. Further research was recommended to explore the long-term impact of SHRM practices and to conduct comparative studies across different counties or sectors