The Influence of Strategic Human Resource Management Practices on Employees 'performance at The Kenya Airports Authority

Abstract

Despite putting in place human resource strategies to enhance employee performance in the Kenya Airport Authority, and the aviation industry Kenyan aviation industry as a whole, and its resultant effect on employee performance has not yet been felt, evidenced by clients' complaints of poor standards of service delivery, flight delays due to disaster unpreparedness, or employee strikes, rvhich have negatively affected their profits over the years. As thus, this study seeks to find the reasons as to why this is so, guided by the study's main objective of establishing the influence of human resource strategies on employee performance at KAA, with specific objectives of establishing the influence of strategies. particularly, resourcing, training and development, employee relations, and performance management on employee performance at Kenya Airports Authority. This research is pegged on Resource Based Theory and Contingency theory. and employs a case studv research design. The population under study is 1,850 employees, with a target population of the 13 GMs of the 13 departments at KAA, who are best suited to provide responses on the connections among the variables being examined as they are responsible for executing these human resource strategies and monitoring employee performance. A structured interview guide was used to collect the required data from the study's participants, and data will be analysed through content analysis, which will be done to ascertain the characteristics of connection between the variables under study. The study established that of the four strategic human resource practices implemented at KAA, that is strategic employee resourcing, strategic training and development, strategic employee relation and strategic performance management, strategic training and development had minimal influence on employee performance, with the other practices having a positive influence on employee performance at KAA, even though the employee performance was still unsatisfactory, and amendments could be done on how to enhance how these strategic human resource practices were implemented in order to have optimal impact on employee performance.