Relationship between human resource Management practices, job satisfaction, Organizational commitment and Performance: a survey of public secondary Schools in Dagoretti Division, Nairobi
Abstract
The purpose of this study was to gain a better understanding of the relationships
between prevailing HRM practices, job satisfaction, organizational commitment and
KCSE performance in public secondary schools in Dagoretti Division. Nairobi
province. Research was conducted through a survey instrument consisting of
demograph ic, job-satisfaction, organizational comm itment and HRM practices
questionnaire. The study generated an 82 percent response rate. The average
commitment and satisfaction levels for teachers in Dagoretti division range between
very high and high (68%-80% and 64%-89% respectively). Gender had no significant
correlation with job satisfaction and commitment while increase in level of academic
qual ification was found to decrease both satisfaction and comm itment. Job
satisfaction and organizational commitment have a significant correlation ( r = 0.872,
P ::::0.01). The various prevailing HR- practices were experienced at wide ranges
between schools and among groupings of schools. High performing schools and low
performing schools had a pattern on HRM applications. Among the HR- practices
sampled, team-work and supervision rated highly. Involvement and welfare
programmes faired poorly with a low of 46% and 43% respectively. When the
respondents were sampled for their own prescriptions, they identified similar factors
as affecting job satisfaction and organizational commitment. The respondents cited
other factors among HRM practices as affecting job satisfaction and organizational
commitment. Some of the major factors cited were job itself, facilities and location of
the school. Among the high performing schools, teachers' monetary motivation was
cited as a major factor that can increase job satisfaction and commitment (40% -
80%). For some schools high percentage of teachers cited access to the school and
facilities. HRM practice perception had significant correlation with job satisfaction ( r
= 0.844, P:::: 0.01) and organizational commitment ( r = 0.832, P ::::0.01) but was not
significantly correlated with KCSE performance. The HRM practice has a very wide
range (36%) and so does performance (64%). The wide range ofHRM practice can be
attributed to differing application levels of the various HR practices and one expect
these to have an effect on job satisfaction and organizational commitment. The study
has failed to establish a clear link between KCSE performance on one hand and job
satisfaction, organizational commitment and HRM practicer These findings are useful
to the various stake holders in identifying the interventions needed to enhance job
satisfaction, organizational commitment and HRM practices in their respective
schools. The study also provides an understanding between the variables which would
be very useful to decision makers.
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Citation
MBASponsorhip
University of NairobiPublisher
University of Nairobi School of Business, College of Humanities and Social Sciences
Subject
Public secondary SchoolsOrganizational commitment and Performance
Job satisfaction
Human resource Management practices
Kenya