Idealized Influence and Implementation of Human Resource Management Policies by Kakamega County Government, Kenya

Okoth Bonface Okoth ,Ronald Chepkilot ,Charles Zakayo

doi:10.7176/ppar/11-4-03

Abstract

Implementation of Human Resource Management policies by governments in developing countries has not translated into development and quality service delivery. Leadership is integral to achieving government goals. This study aimed to establish the influence of idealized influence on implementation of Human Resource Management policies by County Government of Kakamega. A descriptive research design and sample survey method involving use of questionnaire as the primary data collection instrument was adopted. The study population was 6,328 County Government of Kakamega employees. Simple random sampling technique was applied to get a sample size of 165 respondents with a pilot study being conducted in Bungoma County where the study checked for internal consistency and reliability of the instrument for data collection. Cronbach’s coefficient alpha of 0.867 was obtained for internal reliability. Ethics governing research were accorded utmost consideration. A 92.7% return rate was attained, good for social statistics analysis. The Statistical Package for the Social Sciences (SPSS) was used to analyze data in the study. Pearson Product Moment Correlation Coefficient and linear regression were used in analysis within 95% confidence interval to test for associations, relationships and independence of indicators. Study findings revealed a significant and positive relationship between idealized influence and implementation of Human Resource Management Policies. Study findings were in agreement with empirical evidence from previous studies on how idealized influence affected implementation of Human Resource Management Policies, particularly in public organizations. Keywords: Idealized Influence, Implementation, Human Resource Management Policies DOI: 10.7176/PPAR/11-4-03 Publication date: May 31 st 2021

Highlights

As a concept, leadership has been modeled both empirically and theoretically over the past decades (Jacobsen & House, 2015)
This study aims to study transformational leadership on implementation of Human Resource Management policies inCounty Government of Kakamega
1.8 Conclusion In light of the study findings, the following conclusion is made; The objective of the study sought to establish the influence of idealized influence on implementation of Human Resource Management policies by Kakamega County Government, Kenya

Summary

Introduction

Leadership has been modeled both empirically and theoretically over the past decades (Jacobsen & House, 2015). Al (2001) viewed transformational leadership to being facilitative of change as it has been seen to contribute towards organizational improvement, its effectiveness and overall institutional culture. To face this challenging and constantly changing environment, public administrations in many Countries have attempted to integrate the public organizational structure with private sector tools in terms of NPM (Pollitt and Bouckaert, 2011) and privatization (Marino, 2005), but often without success (Lin and Lee, 2011). Few studies have dealt with leadership in Japanese R&D settings, leadership is one of the most important factors that influence team performance. It is positively related to a high level of team performance because it influences the aspirations that members have for their team, and their level of effort (Gully, Joshi, Incalcaterra, and Beaubien, 2002)

Objectives

Results

Conclusion