Kathenya Loise Muthoni2026-06-112026-06-112024Kathenya, L. M. (2024). Influence of human resource management practices on job commitment among health professionals in public level 5 hospitals in Eastern Region, Kenya (Master’s thesis, Chuka University).https://repository.chuka.ac.ke/handle/123456789/22963A Thesis Submitted to the Graduate School in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Business Administration of Chuka University Supervisors: Dr. Ann Njoki Ngeretha,Dr. Lucy Njagi andIn the ever-changing world, organizations experience several factors that impact commitment on the job. HRM practices are already widely accepted as one of the antecedent variables that enhance job commitment. Notwithstanding the overall consequences of HRM practices, despite the findings that suggest that best HRM practices are a source of employee commitment, which is a critical organizational goal, those practices are still a strategy not frequently used by many organizations for enhancing employee commitment. The key question of this research is: How do HRM practices relate to the job commitment of health professionals in Public Level 5 hospitals in the Eastern region of Kenya? Rewards, participation of employees, and training regarding commitment shall be precisely demarcated. This research also examines how demographic variables mediate this linkage and how these human resource management practices may interactively influence job commitment. This work argument is based on Kahn's theory of Employee Engagement and ERG's theory of motivation. A descriptive research design allowed primary data collection by administering closed-ended questionnaires among the target population of 1,047 Health professionals working in the Level 5 public hospitals in Eastern Kenya. Also, the study utilized a systematic random sample technique to lure 289 healthcare employees from the required hospitals. A pilot test with 29 employees, 10% of the sample size, was conducted at Nyeri Level 5 Hospital to establish the validity of the research instrument. Data analysis was conducted using SPSS version 28.0. Both descriptive and inferential statistical analyses were done. Reliability is ensured by the Cronbach's alpha of 0.876. In this regard, diagnostic tests for normality, multicollinearity, and heteroscedasticity were done, while both simple and multiple regression analyses were undertaken to establish the relationship among Bank-specific determinants. The T-statistic at 95% significance levels was used to test these hypotheses, and the F-test criteria were used to determine the overall significance of the proposed model. Similarly, the results indicated that rewards and recognition were significantly and positively related to the employee's participation in training and to job commitment: rewards and recognition (β0 = 3.635, p-value<0.05; β1 = 2.069, p < 0.05); employee participation: β0 = 3.282, p-value <0.05; β1 = 1.059, p < 0.05; and training: β0 = 2.624, p-value < 0.05; β1 =0.268, p < 0.05. The overall effect of the predictors on job commitment had mixed and statistically significant effects: β0 = 2.912, p-value< 0.05; β1 = -0.200, p < 0.05; β2 = 0.018, p < 0.05, and β3 = 0.336, p < 0.05. The combined effects of rewards, employee involvement, and training were statistically significant, with an R-square value of 0.940 and an adjusted R-square of 0.8836, showing that these HRM practices explain 88.36% of the variance in job commitment. Demographic factors such as age and gender moderated these relationships, although the moderation effect varied across different demographics. These findings potentially add to the theory and policy-making and HRM practices in providing insights that can help increase job commitment among health professionals in public hospitals for the eventual improvement of organizational performance and, subsequently, patient care.enHuman resource management practicesJob commitmentHealth professionalsPublic Level 5 hospitalsEmployee engagementRewards and recognitionTraining and development.Thesis