Determinants of Labour Productivity in The Judicial Service in Magistrate Courts in Nyeri County, Kenya

Abstract

Labour productivity is a critical factor influencing the performance and service delivery of organizations. This study examined the determinants of labour productivity within the judicial service in magistrate courts in Nyeri County, Kenya. The objectives were to assess the influence of workers' skills and qualifications, technology use, employee motivation, and quality circles on labour productivity. The study was guided by the Human Capital Theory and the Diffusion of Innovation Theory, which provided a framework for understanding how skills, technology, motivation, and organizational practices impact productivity within the judicial service in magistrate courts in Nyeri County, Kenya. A descriptive research design was employed, targeting 43 magistrates, 93 court administrators, and 145 lawyers. A sample size of 78 respondents was drawn using multi-stage and purposive sampling techniques. The study used cluster random sampling to select 8 clusters, stratified sampling to identify the sample within each cluster, and simple random sampling to choose respondents from each stratum. It collected quantitative and qualitative data using questionnaires and interviews, then used statistical analysis to organize, summarize, and present the data. Data were collected using structured questionnaires and interviews and were analyzed using both descriptive and inferential statistics. statistical analyses were employed to test specific hypotheses rather than merely organizing data. The study demonstrates a very strong positive correlation between labour productivity in courts and several factors: skills and qualifications of workers (coefficient of 0.919), technology used (coefficient of 0.746), employee motivation (coefficient of 0.892), and quality circles (coefficient of 0.875), all with a significance level of 0.000. The analysis shows that Skills and Qualifications for Workers (Beta = 0.392, p = .007) significantly boost Labour Productivity, with a one-unit increase leading to a 0.392 standard deviation rise in productivity. Similarly, Technology Used (Beta = 0.265, p = .026) significantly enhances productivity, with a one-unit increase resulting in a 0.265 standard deviation rise. In contrast, Quality Circles (Beta = 0.037, p = .892) have no significant impact, and while Employee Motivation (Beta = 0.295, p = .311) shows a positive relationship, it is not statistically significant. Only skills and qualifications had a significant positive impact, while technology had a mixed and inconclusive effect, and employee motivation and quality circles had no significant effect. This highlights the need for focused interventions in human capital and technology to boost productivity. The judicial service should regularly train and mentor its workforce to enhance skills and qualifications. Investing in technology and improving communication among stakeholders will reduce disparities and foster collaboration. To boost productivity further, the service should implement incentive programs and align employee goals with organizational objectives. Finally, involving workers in decision-making and offering support through quality circles can build a collaborative culture, improving overall performance in the legal sector.