MODERATING EFFECT OF ORGANIZATION CULTURE ON HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE PERFORMANCE IN PUBLIC UNIVERSITIES IN NYANZA REGION, KENYA

Abstract

Employee performance is vital for the success of public universities in Kenya. However, many institutions face challenges in achieving satisfactory outcomes despite implementing various Human Resource Management (HRM) practices. This study investigated the moderating effect of organizational culture on the relationship between HRM practices and employee performance in public universities in the Nyanza region, Kenya. Specifically, it examined the effects of recruitment, reward systems, training practices, and human resource planning on employee performance, alongside the moderating role of organizational culture. The study was guided by the Ability-Motivation-Opportunity (AMO) Theory, Human Capital Theory, and the Action Regulation Theory of Career Self-Management. A descriptive research design was employed, targeting 3,129 employees from five public universities. A sample of 355 teaching and non- teaching staff was selected using stratified random sampling. Data was collected using structured questionnaires, and the results were analyzed using SPSS version 23, with hierarchical regression applied to test the hypotheses. The findings indicated that recruitment (β = 0.165, p < 0.05), reward systems (β = 0.478, p < 0.05), training (β = 0.811, p < 0.05), and human resource planning (β = 0.912, p < 0.05) had a significant positive impact on employee performance. Furthermore, organizational culture (β = 0.238, p < 0.05) significantly moderated the relationship between these HRM practices and employee performance. The study concluded that effective HRM practices, when supported by a strong organizational culture, significantly enhance employee performance. The study recommends that public universities improve recruitment by focusing on potential, offer competitive rewards, implement targeted training, and involve employees in human resource planning to boost performance. Future research should explore other potential moderating variables on HRM practices and performance to further enhance institutional outcomes.