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. x