Effect of Perceived Human Resource Management Practices on Employee Job Performance at Kenya Medical Training College, Nairobi Campus

Abstract

The study sought to establish effect of perceived Human Resource Management Practices on Employee Job Performance at Kenya Medical Training College, Nairobi Campus. Two theories informed this study: Universalistic Perspective and The Resource Based View. Descriptive research design in form of a descriptive survey was adopted. Primary source of data was used for the study which was collected by use of close-ended questionnaires that were self-administered and developed in form of a five point Likert scale. The study targeted 147 academic staff in the fifteen departments within Nairobi campus. Descriptive statistics was used in analysis of data; inferential statistics in form of regression analysis was used. Findings were presented by use of tables and pie charts in order to ascertain the effect of perceived human resource management practices on employee job performance. The findings concluded that there was an insignificant correspondence between perceived HRM practices and employee job performance thus raising the issue of reverse causality