Journal of Human Resource Studies
https://gprjournals.org/journals/index.php/JHRS
<p><strong>Journal of Human Resource Studies</strong> (JHRS) is an international, affordable, and a peer reviewed journal published by GPR Journals to advance understanding of emergent HR dynamics. The scope of JHRS include, but not limited to Employee Diversity, Employee Relations, Employment Law, Fairness & Discrimination, HR Analytics, HRM & Technology, Human Resource Functions, International HR Management, Job Analysis, Job Design, Labor Relations, Performance & Talent Management, Recruitment & Careers, Retirement, Reward Systems, Safety & Health, Selection & Placement, Employee Separation & Retention, Strategic HR Management, Training & Development, Leadership development, Workforce Planning, etc. The main agenda of this journal is to advance multi-disciplinary understanding of emergent HR issues among readers, researchers and professionals. Manuscripts submitted to this journal are published online and can be printed as hard copies upon author’s request. Papers can be submitted via email to <a href="mailto:journals@gprjournals.org" target="_blank" rel="noopener">journals@gprjournals.org</a> or <a href="https://gprjournals.org/online-submission/">online submission.</a></p>Global Peer Reviewed Journalsen-USJournal of Human Resource Studies 2958-4213<p><em>The authors retain the copyright and grant this journal right of first publication. This license allows other people to freely share and adapt the work but must give appropriate credit, provide a link to the license, and indicate if changes were made. They may do so in any reasonable manner, but not in any way that suggests the licensor endorses them or their use.</em></p>Effect of Job Support on Retention of Teachers in Public Secondary Schools in Kenya
https://gprjournals.org/journals/index.php/JHRS/article/view/300
<p><strong>Aim: </strong>Despite the Kenya government's efforts to resolve turnover problems by increasing recruitment and other retention strategies, teachers’ turnover persists due to poor working relationships. This study sought to investigate whether organizational culture moderates the relationship between job support and retention of teachers in public secondary schools in Kenya.</p> <p><strong>Methods: </strong>The study adopted a cross-sectional survey design and a positivist research philosophy, and targeted teachers employed by the Teachers’ Service Commission (TSC) in sub-county schools. Five counties were purposively selected and a sample size of 384 respondents were randomly selected from a population of 7505 teachers in sub-county secondary schools. Self-administered semi-structured questionnaires and an interview guide were used as data collection tools, and secondary data was sought from county directors of education. Descriptive and inferential analyses were undertaken using SPSS version 24.</p> <p><strong>Results: </strong>Teachers who enjoyed a supportive and professional relationship with their principals and fellow teachers in their schools intended to stay. Further, in the presence of an established organizational culture, the contribution of job support towards the retention of teachers in public secondary schools was improved and significant with a Beta value of 0.423 and p= 0.000.</p> <p><strong>Conclusion: </strong>The study concluded that organizational culture significantly affects the relationship between job support and retention of teachers in public secondary schools in Kenya.</p> <p><strong>Recommendations: </strong>The recommendation is that there's a need to create a strong supportive culture in secondary schools that can help teachers to be more connected to their schools, hence improving their retention. School management should allocate funding for teacher training programs and establish mentorship initiatives; organizing regular social gatherings and team-building activities to create a sense of community. Future studies could focus on the effect of job support on retention in other categories of schools in Kenya (such as national, county, or extra-county schools). A comparative study of job support practices between public and private schools could reveal significant differences in how these institutions influence teacher retention and job satisfaction.</p>Kirwa Emmah WanjiruNgugi Patrick KaranjaNg’ethe Jane Muceke
Copyright (c) 2024 Kirwa Emmah Wanjiru, Ngugi Patrick Karanja, Ng’ethe Jane Muceke
https://creativecommons.org/licenses/by/4.0
2024-12-142024-12-1431364810.58425/jhrs.v3i1.300Personality Traits and Employee Turnover in the Insurance Industry in Kenya
https://gprjournals.org/journals/index.php/JHRS/article/view/274
<p><strong>Aim:</strong> The aim of this study was to examine the relationship between personality traits and employee turnover in the Insurance Industry in Kenya. The study also aimed to evaluate the moderating effect of firm characteristics on the relationship between personality traits and employee turnover in the Insurance Industry in Kenya.</p> <p><strong>Methods:</strong> This study adopted a combination of descriptive and correlational research designs. The insurance companies from which data was collected were the top 5 insurance companies based on market share in general insurance. The employees of those companies were drawn from the following cadres: middle-level managers, heads of departments, supervisors, and operational staff. This study utilized multi-stage sampling technique involving deliberate sampling and stratified random sampling. A sample size of 338 employees was used in the study and data was collected using a semi structured questionnaire. Descriptive analysis entailed means and standard deviations while inferential analysis entailed regression analysis.</p> <p><strong>Results: </strong>Results showed that there was a positive and significant relationship between personality traits and employee turnover in the Insurance Industry in Kenya. It was also found that firm characteristics have no significant moderating effect on the relationship between personality traits and employee turnover in the Insurance Industry in Kenya</p> <p><strong>Conclusion: </strong>The personality traits utilized in the management of employees by the organizational management in insurance firms determines the retention and turnover of employees in those companies.</p> <p><strong>Recommendations: </strong>The management of insurance companies should increase the use of aptitude tests during recruitment to determine the personality traits of employees so that when they engage them in various jobs. Their personality traits would enhance the performance of their jobs and cause them to be retained in their jobs for a long period before thinking of going elsewhere and hence leading to insurance companies using lots of money on the high frequency of recruiting of employees.<strong> </strong></p>Esther Nyandoya AzingaAlice SimiyuJosphat KwasiraMagdalene Ndeto
Copyright (c) 2024 Journal of Human Resource Studies
2024-09-172024-09-173111910.58425/jhrs.v3i1.274Influence of Knowledge Management Infrastructure on Employee Performance in Selected Food Manufacturing Firms in Nairobi, Kenya
https://gprjournals.org/journals/index.php/JHRS/article/view/281
<p><strong>Aim: </strong>This research aimed at examining influences of knowledge management infrastructure on employee performance in selected food manufacturing firms in Nairobi, Kenya and decomposed infrastructure into culture, structure and information technology as investigation constructs.</p> <p><strong>Methods: </strong>The study adopted post-positivism philosophy to accommodate triangulation of qualitative and quantitative findings and employed explanatory research design with stratified proportionate sampling technique; using Fishers (1991) formula to obtain a sample of 384 respondents from a target population of about 12089 employees from 52 selected food manufacturing firms. Using a 5-point Likert scale questionnaire to collect quantitative and qualitative primary data for hypothesis testing.</p> <p><strong>Results: </strong>The study findings revealed that knowledge management infrastructure had positive and significant relationship with employee performance as t<sub>cal</sub>=14.087>t<sub>crit</sub>=1.96 at p=0.000. Therefore, null hypothesis that knowledge management infrastructure has no significant effect on employee performance was rejected. The regression outcome of β=0.648, p=0.000 indicate that a unit enhancement in knowledge management infrastructure results in employee performance enhancement by 0.648 units.</p> <p><strong>Conclusion:</strong> The study concluded that knowledge management infrastructure influences employee performance.</p> <p><strong>Recommendation: </strong>Management of the firms should embrace installation, utilization and maintenance of appropriate infrastructure to support knowledge management system for enhanced employee performance.</p>Samuel Onjolo Arvinlucy Onditi Caroline Koech
Copyright (c) 2024 Journal of Human Resource Studies
2024-10-172024-10-1731203510.58425/jhrs.v3i1.281