This study sought to evaluate the effect of decentralization of human resource management practices, as one of the reforms, on employee performance in the Kenyan education sector with reference to the TSC. Specifically, the study evaluated the impact of decentralization of staff establishment, discipline management, training and development and record management as indicators of employee performance at the Teachers Service Commission. A total of 115 County employees from six counties that make the Aberdare Region in Kenya participated in this study over a period of 4 months in 2017 and the collected data analysed using SPSS (software version 2.0). The results of this study indicate high levels of validity and reliability (Cronbach’s α > 0.8). In addition, all four indicators were found to be statistically significant (p < 0.05) in an inferential analysis using multiple linear regression and bivariate correlation suggesting that the decentralization of human resource practices had a positive outcome on employee performance at the TSC.  The study found that decentralization of staff establishment positively influence employee performance at Teacher Service Commission. The study also revealed that decentralization of discipline management had positive significant effect on employee performance. The study   also found that there was strong relationship between decentralization of training and development and employee performance at Teacher Service Commission. The study found that that there was strong relationship between decentralization of record management and employee performance at Teacher Service Commission. This study thus recommends that the management of Teacher Service Commission at the county level need to be strengthened. Specifically, the study recommends that the TSC fully decentralize staff establishment, enhance training and development of employees on regular basis at county levels,  decentralize record management while recognizing the importance of also keeping them at the headquarter level and fully decentralize discipline management in order to enhance efficiency and effectiveness in service delivery.

Full Text:



Abdullah, J & Djebavni, D. K (2011) Career development: and integration of individual and organizational needs. Persona Journal, 55, 23-29.

Apiah, G. (2013). Strategic influence of job performance on Industry performance in the pharmaceutical industry. An international journal of Management. 11(3), 110- 159.

Armstrong (2012) Performance management key strategies and practice guidance, 3rd edition. London: Kogan page ltd

BaeJ.J (2012) Organizational and HRM strategies in Korea-Impact on employee performance in an emerging economy. Academy of management journal, page 367-400.

Buchman, T., & Schnide, G. (2014). A perspective into Organizational, Social and Psychological context on Employee Performance. Emerald Group of Publishing Ltd. Volume III, Number. 2 pp 47-91.

Cheruiyot, P.,K., & Kwasira, J. (2013). Challenges of devolving Human Resource Function in Kenya: A case study of Nakuru County; Proceedings of JKUAT –SHRD Research Conference.

Cheserek, G. J & Mugalavai, V. K (2012) Challenges and Reforms Facing Kenyan Education System in the 21st Century: Integrating the Principles of Vision 2030 and Constitution 2010 Journal of Emerging Trends in Educational Research and Policy Studies, August 2012

Cole, A (2015). “An Empirical Assessment: Reconstruct Model for Five Universal Forms of Work Commitment,” Journal of Managerial Psychology, Vol. 18, No. 7, 2003, pp. 708-725.

Dessler, E. (2008). “Managing human resources to improve employee retention”, The Health Care Manager, Vol. 24 No. 2, pp. 132-40.

Dessler, G (2014). The Impact of Work Settings on Organisational Performance Measures in Built Facilities. Facilities, 20(1/2), 61-68.

Dessler, G. (2011). Human Resource Management. (11th Ed). Pearson Education Limited Essex.

Dessler, G. (2013). Human resource management. (13th Ed.). Pearson Education Limited. Essex.

Dipak K.B, (2014) Human resource planning. The Margaret Thatcher Library text, first edition, New Delhi, chapter 3,7& 9

Ebei, I (2011) Impact of Employee Merger Satisfaction on Organizational Commitment and Turnover Intentions: A Study of a Canadian Financial Institution. International Journal of Management, 30, 205-223.

Garry, A (2014), “The Relationship between Three-component Commitment and Employee Performance in China”, Journal of Vocational Behavior, Vol. 62, pp. 490-510.

Green, A (2015). “Managing Human Resources in a Decentralized Context.” In East Asia Decentralizes, Making Local Government Work, 129–53. Washington, DC: World Bank.

Guanais, A & Frederico, C (2013). The Health Effects of Decentralizing Primary Health care in Brazil. PhD diss., New York University, New York.

Handbook on Decentralized Teacher Management Functions in Kenya

Homedes, N, and A.Ugalde (2016).Human Resources: The Cinderella of Health Sector Reform in Latin America.Human Resources for Health 3 (1): 1.

Hunjra, K., Awases M, Gbary A, Nyoni J and Chatora R (2010) ‘Migration of health professional in six countries,’ A synthesis Report. WHO: Geneva.

Ismail, I., & Jordan, J.,(2015). Relationship between Pay and performance. An empirical Study on Employee performance in the context of Nigeria workers. Journal of Management and Business, 4(1), pp 34-49.

Jeff, J., Fenton-O'Creevy, M., and Nicholson, N. (2012). Middle Managers: Their Contribution to Employee Involvement. Employment Department Research Series, No. 28. Flippo, E. B. (1980). Personnel Management. Kogakusha: McGraw-Hill.

Jiang, K and Iles, S (2011) ‘International Mobility of Health Professionals: Brain Drain are Brain Exchange?’ Research Paper 2006/82. UNU-WIDER: Helsinki.

Jun , J. Furham, A. Eracleous, T. Chamorro-Premusiz (2016). Personality, motivation and job satisfaction: Herzberg meets the Big Five. Journal of Managerial Psychology.24 (8):765- 779

Liu M. (2016), Decentralization and Local Governance in China’s Economic Transition in Decentralization and Local Governance in Developing Countries. Cambridge, MA, MIT Press, 305-327.

Margie, P., & Lisa, J. (2016). Antecedents of organizational commitment and the mediating role of job satisfaction. Journal of Managerial Psychology, Vol. 16, No. 8, pp. 594-613.

McDonald, L & Hite, B. M (2015). From transactional to transformational leadership: Learning to share thevision. Organizational Dynamics, 18: 19-31. http://dx.doi.org/10.1016/0090-

Mugenda, O & Mugenda, A. G., (2008). Research Methods: Quantitative and Qualitative Approaches, Acts Press, Nairobi, Kenya.

Mullins , R (2015), “Social Identities and Commitments at Work: Toward an Integrative Model”, Journal of Organizational Behavior, Vol. 27, pp. 665-683.

Nambaka, F. K. (2010), The Relationship Bergen Employee Psychological Contract and Organization Citizenship Behaviour at the .‘ 5SF in Nairobi city, Kenya. Unpublished MBA thesis UoN, Kenya.

National Education Sector Plan (NESP), 2014-2018

Nayyar-Stone, R., Ebel, R., Ignatova, S., & Rashid, K. (2016).Assessing the impact of devo-lution on healthcare and education in Pakistan. Washington, DC: The Urban Institute Press

Obwayo, B. A. (2008). The Psychological Contract, Organizational Commitment and Satisfaction. A case of commerciai banks in Nairobi, Kenya; unpublished MBA thesis. UoN, Kenya.

OECD (2015) Education at a Glance Interim Report: Update of Employment and Educational Attainment Indicators © OECD 2015

Otieno, P. A (2010). The influence of work-life balance on job satisfaction and commitment of women employees at the commercial banks in Kisumu city, Kenya, unpublished MBA thesis. UoN, Kenya.

Patrick, A. (2016). The impact of perceived leadership behaviors on satisfaction, commitment, and motivation: An expansion of the multidimensional model of leadership. International Journal of Coaching Science, 1(1),35-56.

Sabwami, P.B., Gachunga, H., & Kihoro, J.M. (2013). Role of High-Performance Work Practices on Organizations Performance. International Journal of Research in Social Sciences. ISSN 2307-2347.

Wright, P. M., Kehoe, R. R. (2007). Human Resource practices and Organizational Commitment: A Deeper Examination. Retrieved on February 20, 2017 from http://www.ilr.cornell.edu/cahrs.

Zappala, K. (2014). The role of collective efficacy in the relations between transformational leadership and work outcomes. Journal of Organizational and Occupational Psychology, 77: 515-530.


  • There are currently no refbacks.