https://gprjournals.org/journals/index.php/jhrs/issue/feed 2025-12-26T17:05:00+00:00 Chief editor journals@gprjournals.org Open Journal Systems <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 &amp; Discrimination, HR Analytics, HRM &amp; Technology, Human Resource Functions, International HR Management, Job Analysis, Job Design, Labor Relations, Performance &amp; Talent Management, Recruitment &amp; Careers, Retirement, Reward Systems, Safety &amp; Health, Selection &amp; Placement, Employee Separation &amp; Retention, Strategic HR Management, Training &amp; 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> https://gprjournals.org/journals/index.php/jhrs/article/view/462 2025-12-26T17:05:00+00:00 Samuel Omolo Onjolo journals@gprjournals.org

<p><strong>Aim: </strong>This study aimed to examine the moderating effects of knowledge management processes on the relationship between intellectual capital and employee job satisfaction at the Kenya Bureau of Standards (KEBS). </p> <p><strong>Methods: </strong>Guided by a post-positivist paradigm, the study adopted a case study design and employed a stratified proportionate sampling technique to collect survey data from 400 employees at KEBS. A pilot study covering 40 respondents was conducted to improve the Likert-type scale questionnaire. They were administered through the drop-and-pick technique, which was used to obtain primary data. Data analyses involved descriptive statistics - percentages, mean, standard deviation, and inferential statistics, including correlation and regression; aided by SPSS version 24. </p> <p><strong>Results: </strong>The positive coefficient for the interaction term (0.13) meant that as knowledge management processes improve, the effect of intellectual capital on job satisfaction increases. The p-value (0.03&lt;0.05) indicates this interaction is statistically significant, confirming moderating effects on the relationship between intellectual capital and job satisfaction. Thus, the extent to which intellectual capital influences job satisfaction depended on the effectiveness of the processes (knowledge creation, sharing and application) in the organization. The study further revealed that KMP catalyzes IC influence on job satisfaction, with synergy leading to KMP’s significant moderating effects on the relationship between IC and job satisfaction in KEBS. Furthermore, the IC constructs performed in ascending order from human, relational, to structural capital, respectively. Thus, robust KMP stimulates synergistic utilization of IC and promotes job satisfaction at KEBS.</p> <p><strong>Conclusion: </strong>The study concluded that intellectual capital has a significant impact on employee job satisfaction, particularly when effectively supported by robust knowledge management processes.</p> <p><strong>Recommendation: </strong>The study recommends strengthening employee involvement, knowledge-sharing mechanisms, and organizational systems to enhance the effective utilization of intellectual capital for improved job satisfaction. Simultaneously, integrating customer issues to enable comprehensive handling of customer concerns remains indispensable in sustaining the satisfaction of both employees and customers.</p>

2025-12-26T00:00:00+00:00 Copyright (c) 2025 Onjolo Samuel Omolo https://gprjournals.org/journals/index.php/jhrs/article/view/397 2025-08-19T09:26:17+00:00 Arinaitwe Enid journals@gprjournals.org Samson Ntongai journals@gprjournals.org Frankline Odayo journals@gprjournals.org

<p><strong>Aim: </strong>This study aimed to investigate the impact of boundary management practices on the work-life balance of employees in national referral hospitals in Kampala. Specifically, it aimed to determine the effect of work-life integration, work-life segmentation, and boundary control on the work-life balance of employees in national referral hospitals in Kampala.</p> <p><strong>Methods: </strong>Using a correlational research design, 352 respondents were randomly selected from a target population of 2,914. Adopting a quantitative approach. The data analysis revealed compelling insights through multiple regression. The R Square value of 0.617 revealed that approximately 61.7% of the variance in EWLB can be explained by these three workplace factors.</p> <p><strong>Results: </strong>The results indicated that work-life segmentation (WLS) was the strongest predictor of improved work-life balance, with a highly significant positive effect. Boundary control also had a substantial and statistically significant positive impact, though slightly weaker than WLS. Both factors were strongly associated with better outcomes. Work-life integration had no significant effect on the work-life balance of employees in national referral hospitals in Kampala.</p> <p><strong>Conclusion: </strong>The findings highlight the importance of healthcare institutions prioritizing boundary management strategies as part of their employee wellness and retention initiatives.</p> <p><strong>Recommendation:</strong> This study recommends hospitals to implement policies that promote clear work-life segmentation and enhance employees’ boundary control to improve work-life balance.</p>

2025-08-19T00:00:00+00:00 Copyright (c) 2025 Arinaitwe Enid, Samson Ntongai, Frankline Odayo