Business and Management

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    Employee voice mechanisms, leadership styles, job satisfaction and academic staff turnover intentions in universities in Kenya
    (Chuka University, 2021) Muguna, Andrew Thiuru
    Globally, managers are concerned about employee turnover, which has been a major problem facing many organizations. Global average universities' academic staff turnover intentions stand at 45%, far above10-15% considered normal by Human Resource Management (HRM) researchers. African universities continued to be seriously affected by brain drain, worsening the experienced high employee turnover. In Kenya, 68% of organizations experience a high employees turnover. Even though calls have been made towards stemming the high academic staff turnover in universities, the situation has continued to be experienced. Employee voice mechanisms can be considered a relevant intervention for addressing turnover. The purpose of this study was to determine the relationship between employee voice mechanisms and academic staff turnover intentions and the moderating effect of leadership style and job satisfaction on this relationship. The specific objectives were to determine the effect of employee voice mechanisms on academic staff turnover intentions; examine the effect of leadership styles on academic staff turnover intentions; examine the effect of employee job satisfaction on academic staff turnover intentions; assess the moderating effect of leadership styles on the relationship between employee voice mechanisms and academic staff turnover intentions; assess the moderating effect of job satisfaction on the relationship between employee voice mechanisms and academic staff turnover intentions and finally to analyse the joint of employee voice mechanisms, leadership style and job satisfaction on academic staff turnover intentions. The study hypotheses were derived from the stated objectives. The study was anchored on the Universalistic theory, Resource-based theory, Herzberg’s two-factor theory, Kaizen theory, Harvard model of HRM, Kurt Lewin model of leadership styles, and Unfolding model of voluntary turnover. The study was guided by positivism research philosophy and a descriptive crosssectional survey research design was used. The study population consisted of 17210 academic staff in Kenya universities from whom a sample of 364 was drawn. The study adopted a multistage sampling technique. Primary data was collected using a structured questionnaire administered through the drop and pick later method. Descriptive statistics were used to summarize the data into means and standard deviations. Inferential statistics employed regression analysis to test hypotheses and draw conclusions. The data was presented using tables, charts, and graphs. A pilot study was carried out amongst 37 respondents from Meru University. Reliability was established by the use of Cronbachs' Alpha coefficient. The study's findings established that employee voice mechanisms had a significantly negative influence on academic staff turnover intentions. Secondly, autocratic leadership style positively influences academic staff turnover intentions while democratic and laissez-faire leadership style negatively influences turnover intentions. Thirdly, employee job satisfaction had a significantly negative influence on academic staff turnover. Fourthly, autocratic leadership style moderated employee attitude surveys and academic staff turnover intentions only, and democratic leadership style moderated the relationship between employee representations and academic staff turnover intentions. Fifthly, supervision moderated employee representation and academic staff turnover intentions only, and pay and benefits moderated the relationship between employee representations and academic staff turnover intentions. Finally, the joint effect of employee voice mechanisms, leadership styles, and job satisfaction changed from negative to positive. The findings of the study offer insight into the situational vi positioning of employee voice mechanisms, leadership styles, and employee job satisfaction in Kenyan universities, as well as managerial and epistemological insights for scholars in HRM. The findings further contribute to theory, policy development and HRM practices. The research had a few limitations. The selection of the study variables was not exhaustive as it did not cover different psychological traits and personalities possessed by an employee that leads to varying job satisfaction. The use of a descriptive cross-sectional research design and single key-informant approach and linear regression statistical models put constraints on the generalizability of the results. Future research should address these limitations by including additional psychological traits, personalities, soft and hard HRM approaches using a longitudinal research design, and more robust statistical techniques such as structural equation modelling.
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    GREEN HUMAN RESOURCE MANAGEMENT PRACTICES, EMPLOYEE OUTCOMES, STRUCTURAL FIRM CHARACTERISTICS, AND PERFORMANCE OF FIRMS LISTED ON THE NAIROBI SECURITIES EXCHANGE, KENYA.
    (Chuka University, 2023-10) GICHIRA KENNEDY A. MWANGI
    Firm performance (FP) is contingent upon employees, as they possess the required knowledge, skills, and competencies needed for the execution of organisational strategy. However, climate change, energy inefficiency and depletion of natural resources have hit hard all sectors of the global economy. In Kenya, at least 25% of Nairobi Securities Exchange (NSE) listed firms issue profit warnings or declare massive losses annually. Conversely, firm’s pursuit of green human resource management practices (GHRMP) and green facets of business have been linked to superior results. This study aimed to establish the relationship between GHRMP and the performance of the NSE-listed firms and how their relationship is mediated by employee outcomes (EO) and moderated by individual structural firm characteristics (SFC). The study was guided by the following five objectives, to establish the relationship between GHRMP and the performance of NSE listed firms to determine the relationship between EO and performance, to establish the relationship between individual SFC and the performance, to determine the mediating effect of EO on the relationship between GHRMP and the performance and finally, to establish the moderating effect of individual SFC on the relationship between GHRMP and the performance. The study was anchored on resource-based theory, universalistic theory, contingency theory, the causal model of HRM, human capital theory, and the guest model. It was based on a positivist research philosophy, and employed a cross-sectional survey design, to conduct a census of all the 62 companies listed on the NSE by December 2021. The census was preceded by a pilot study conducted in twelve firms not listed on the NSE, to test the reliability and of the research tool, and its findings informed this study. Reliability was determined using Cronbach's alpha coefficient, which yielded a reliability coefficient of 0.957. Validity was ascertained through the expert judgement of the university supervisors and HR research experts. Data were collected using a self-administered questionnaire. Data were analysed using descriptive statistics, comprising percentages, frequencies, means, and standard deviations, as well as inferential statistics aided by SPSS software. Charts, graphs, and tables presented the study findings, followed by a discussion of the implications in each section. At α = 0.05, Pearson correlation and simple and multiple regression analysis were used to ascertain relationships and test the research hypotheses derived from the specific objectives. The findings revealed a statistically significant relationship between GHRMP and FP, employee outcomes and FP, and individual SFC and FP. The study further revealed that EO partially mediated the relationship between GHRMP and FP, and individual SFC significantly moderated the relationship between GHRMP and FP. The study, makes five recommendations to enable firms to remain competitive: first, public and private institutions should entrench green HRM and digital practices in line with NSE guidelines and global requirements. Second, institutions should institute GHRMP to raise and foster an eco-friendly workforce and culture. Third, firms irrespective of their age and size should engage in GHRMP as it directly linked to positive performance. Fourth, to ensure their HR commitment to the environment, organisations irrespective of age and size should adopt the green HRM model. Lastly, the study recommends that tertiary and professional institutions such as Institute of Human Resource Management (IHRM), consider including GHRM in their curricula to prepare a future green HR workforce. Areas for further research are: a comparative study on financial performance between firms implementing GHRMP and those without; an assessment of the mediation effect of other EO on GHRMP-FP relationship, an assessment of the moderation effect of other individual SFC on GHRMP-FP relationship and lastly, a study on development and testing more comprehensive and valid measures of GHRMP and FP. This study contributes to the management operations of NSE listed firms, IHRM and academia, and shape HR policy in both the private sector and governments at the national and county levels. Finally, the study also contributes to the theory and practice of green HRM locally and internationally.