Influence of Strategic Human Resource Practices on Public Service Delivery of Huduma Centres in Kenya
Mutegi, Faith Mwende
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Huduma Centre innovation in Kenya was as a result of public service delivery inefficiency that brought about corruption and was time consuming and expensive. The study examined whether Huduma Centres are a success in eliminating corruption, petty bureaucracy and inefficiency in delivery of services in the public sector. The study investigated the influence of strategic human resource practices on public service delivery of Huduma Centres in Kenya. The objectives were to establish the influence of employee training, organizational culture, work environment and, recruitment and selection on public service delivery of Huduma Centres in Kenya, and mediating variable of government policies. The study was anchored on SERVQUAL model, human capital theory, competing values framework, Hertzberg two-factor theory and the New Public Model. Descriptive research design was used. The target population included branch managers, section supervisors and public customers of all the 52 Huduma Centres in Kenya. Multi-stage probability sampling was used. A sample of 46 branch managers and 314 section supervisors were included using simple random sampling method. A total of 360 public customers were sampled using purposeful sampling. The study employed primary and secondary data. Primary data was obtained through self-administered questionnaires. Validity and reliability were determined through use of a pilot study. Secondary data was obtained from reviewing relevant literature and government statistics. Data analysis was done using both descriptive statistics and inferential statistics. Descriptive analysis measured and assessed numerical values of variables such as the mean and standard deviation. Cronbach’s alpha measured reliability. Inferential data analysis involved correlation coefficient (r) and multiple linear regression analysis. Study results showed a positive significant low linear association between employee training, organizational culture, work environment, recruitment and selection and public service delivery (PSD). There was a moderate linear association of the mediating relationship between government policies and PSD at 99% confidence level. Hypothesis results show that employee training, and recruitment and selection have influence on PSD, while organization culture and work environment don’t have influence on PSD. Findings also show that, a unit increase in recruitment and selection leads to a unit decrease in PSD. This shows that methodologies of recruitment and selection don’t inspire people to work harder. More so, government policies have a mediating relationship between employees’ training and PSD. However, government policies don’t mediate the relationship between organizational culture, work environment and recruitment and selection. The study recommends the government to re-evaluate policies. To check and remove policies that are not working, improve those that are working and to add those that enhance more efficiency in human resource practices. More so, there should be proper implementation and use of human resource practices by public organisations so as to increase efficiency in the delivery of public service. Public organizations are urged to use guidelines provided by the strategy for human resources in the public sector, in order to avoid every ministry, from using its own regulations, norms and standards. Further research is recommended on more human resource practices in the public service and effect of COVID 19 on PSD.