Influence of Institutional Dynamics on the Implementation of the Human Resource Information System in Isiolo County Government, Kenya

Abstract

This study sought to ascertain how institutional dynamics contribute to the execution of the HRIS in Isiolo county government. Specifically, the study sought to determine the influence of leadership style, the relationship between staff training, the influence of change management and the influence of firm policy on the execution of the HRIS in Isiolo county government. The study was guided by four theories which were innovation diffusion theory, Likert Leadership, Instrumental theory and cybernetic theory. It utilized a descriptive research design. A total of 654 employees of the county government of Isiolo were the target population. The study used a sample of 196 respondents. The questionnaire was administered to twenty (20) county employees from the neighboring Meru County before the performance of full-scale research. The study’s data was collected using questionnaires. Data was then analyzed through SPSS version 23. The results were presented through inferential statistics such as regression, correlation and descriptive statistics frequencies and percentages. The study found out on leadership style that Isiolo County Government utilized diverse types of leadership styles. This diversity helped ensure that decision making process was not rigid but dynamic and hence for the case of HRIS implementation process could be of advantage. However, the management seemed to be highly sensitive on whom they consulted in the course of operations. On staff training, the study found out that depending on the situation either of the three methods could be used to train the employees. However, the training was poorly done with instances of not being trained at all on the implementation of the HRIS hence negatively impacted on the utilization of HRIS. On change management, the study found out that though change management was necessary to effectively implement HRIS some employees did not feel the need for change management. On organization policy, the study discovered that there were policies in the county government though some employees were not be aware of them. The study recommended that Isiolo county government should create avenues that are meant to expand their circle of consultation to junior staff. The study recommended that the county government should develop various training programs that are meant to equip county staff with the necessary skills. The county board should laisse with an external body that offers professional training to help in training. The management should be more open minded and communicate frequently with the staff on where exactly the county was headed and what was needed to attain its vision and goals.