HUMAN RESOURCE INFORMATION SYSTEMS PRACTICES AND EMPLOYEE PERFORMANCE IN KENYA POLICE SERVICE

Esther Njeru, Dr. Yusuf Muchelule

Abstract


Tremendous implementation of technology on organizations has amplified the use of information systems in various functions and departments for organizational competitive advantage and success. Even though Human Resource Information Systems (HRIS) propels this technology rush, little information exists on HRIS in Kenya Police service employees performance forming the focus of this study. To get a clear understanding of the effect of human resource information systems practices on employee performance in Kenya Police Service; this study assesses the levels of systems manipulation of human resource functions like e-recruitment practices and e-payroll management practices on employee performance in Kenya Police Service. This study used a descriptive research design method, by employing both qualitative and quantitative approaches. The target population of the study was220 management staffs in Kenya Police Service, Nairobi. Questionnaires tools were used to collect both quantitative and qualitative data respectively. Stratified sampling was adopted to identify the category of respondents for the study. Qualitative data was analyzed under the thematic method and quantitative data under statistical method. Data was analysed by SPSS version 25 using descriptive and inferential statistics to establish the relationship between the study variables. The findings in the study indicate significant positive associations between various HRIS practices and employee performance within the Kenya Police Service. Specifically, e-recruitment and e-payroll management demonstrated positive impacts on employee performance outcomes with beta coefficients of 0.404, and 0.488 respectively, all with p-values below 0.05. These findings underscore the importance of leveraging HRIS technologies to enhance organizational effectiveness and productivity in law enforcement settings. Based on these results, it is recommended that by leveraging technology to streamline recruitment, and payroll management can improve employee performance, enhance service delivery, and ultimately contribute to greater public safety and security.

Key Words: Human Resource Information Systems Practices, Employee Performance, Kenya Police Service, E-Recruitment, E-Payroll


Full Text:

PDF

References


Akhter, N. (2018).Human Resource Management in Bangladesh: A Study of Some Local Private Manufacturing Industries. Unpublished Doctoral Thesis, University of Dhaka, Bangladesh.

Becker, H.S. (1960). Notes on the Concept of Commitment. American Journal of Sociology, 66, 32–42.

Chang, F., Kobayashi, T., Amano, S. (2019). Social factors in the acquisition of new world order. First Language, 29 (4), 427-445

Cieri, H., &Kramar, R. (2018). Human resource management in Australia: Strategy people performance(3rded.). Sydney: McGraw Hill Australia PtyLimited.

Dimba, B., K’Obonyo, P., &Kiraka, R. (2018). The effect of strategic human resource management practices on organizational performance of manufacturing multinational companies in Kenya: The mediating role of employee motivation. Strathmore University, Faculty of Commerce.

Dimba, B. A. (2020). Strategic human resource management practices: effect on performance. African Journal of Economic and Management Studies, 1(2), 128-137.

Dulac, Tanguy, Jacqueline, A. M., Shapiro, C., Henderson, D.J. and Sandy, J. W. (2018). “Not All Responses to Breach Are the Same: A Longitudinal Study Examining Interconnection of Social Exchange and Psychological Contract Processes in Organizations.” Academy of Management Journal.

Eby, L., Freeman, D., Rush, M., & Lance, C. (1999). Motivational bases of affective organizational commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72(4), 463-483.

Guest, D. (2018). Human Resource Management, Corporate Performance,and Employee Wellbeing: Building the Worker into HRM. The Journal of Industrial Relations, 44, 335–358.

Guthrie, J., and Olian, J. (1991). Does context affect staffing decisions? The case of general managers. Personnel Psychology, 44(2), 263-292.

Guthrie, J. (2001). High involvement work practices, turnover,and productivity: Evidence from New Zealand. The Academy of Management Journal, 44(1), 180-190.

Haar, J.M., and Spell, C.S. (2018). Programme knowledge and value of work-family practices and organizational commitment. International Journal of Human Resource Management, 15(6), 40-54.

Huselid, M. A. and Becker, B. E. (1996). Methodological Issues in Cross-Sectional and Panel Estimates of the HR-Firm Performance Link: Industrial Relations, 35, 400-422.

Iverson, R.D. and Buttigieg, D.M. (1999). Affective, normative and continuance commitment: can the ‘Right Kind’ of commitment be managed? Journal of Management Studies, 36(3), 307-33.

Khan, M.A. (2020). Effects of Human Resource practices on organizational performance. An empirical study of the Oil and Gas industry in Pakistani. European Journal of Economics Finance and Administrative Sciences, 24, 158-175.

Kuruvilla, S., & Ranganathan, A. (2020). Globalization and outsourcing: Confronting new human resource challenges in India's business process outsourcing industry. Industrial Relations Journal, 41(2), 136-153.

Kuvaas, B. (2006). Performance appraisal satisfaction and employee outcomes: Mediating and moderating roles of work motivation. The International Journal of Human Resource Management, 17(3), 504-522.

Kyndt, E., Dochy, F., Michielsen, M., and Moeyaert, B. (2019). Employee retention: Organizational and personal perspectives. Vocations and Learning, 2(3), 195-215

Luthans, F., & Youssef, C. M. (2018). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143-160.

Luthans, K. W., and Summer, S. M., (2017). Impact of High-Performance work on Industry-Level outcomes. Journal of managerial issues, 17(3), 327-345

Mullins, L. J. (2020). Management and Organizational Behaviour, (10th ed.). Harlow: FT Publishing.

Ngechu, M. (2018), Understanding the research process and methods. An introduction to research methods. Acts Press, Nairobi.

Oakland, S., and Oakland, J. (2001). Current people management activities in world-class organizations. Total Quality Management & Business Excellence, 12(6), 773-779.

Papalexandris, N., Alas, R., Niglas, K. and Galanaki, E. (2017). Employee commitment and managerial values in a cultural context, Transformations in Business and Economics, 10(2), 42-59.

Paré, G., and Tremblay, M. (2017). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.

Peil, M. (1995). Academics and African government: a shaky relationship. In Myers, D. (ed.). Reinventing the Humanities, Australian Scholarly, Publishing, Kew, Victoria, 96-102

Poon, J. (2018). Effects of performance appraisal politics on job satisfaction and turnover intention. Personnel Review, 33(3), 322-334.

Prowse, P., and Prowse, J. (2019). The dilemma of performance appraisal. Measuring Business Excellence, 13(4), 69-77.

Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B., and Swart, J. (2013). Understanding the people and performance link: unlocking the black box. London.

Rangriz,H.Mehraby, H., &Azadegan, A. (2017).Impact of HRIS on Strategic Decisions in Iran. ccsenet.org › Home › 4(2)28–35.Retrieved on 10th December 2018.

Ravichandran, K., Prabhakaran, S., & Kumar, A. S. (2020). Application of SERVQUAL Model on measuring service quality: A Bayesian Approach. Enterprise RiskManagement1 (1), 9 - 13.

Rizov, M. and Croucher, R. (2019).Human resource management and performance in European firms. Cambridge Journal of Economics, 33(2),

Rousseau, D.M. (1995), Psychological Contracts in Organizations. Sage: Thousand Oaks, CA.

Ryan, T. D., & Sagas, M. (2019). Relationships between pay satisfaction, work-family conflict, and coaching turnover intentions. Team Performance Management, 15, 128-140.

Seddon, P.B. (1997). A Re-specification and Extension of the De Lone and McLean model of IS success. Information Systems Research27 (5),30 – 45.


Refbacks

  • There are currently no refbacks.