Influence of Inspirational Motivation on Implementation of Human Resource Management Policies by Kakamega County Government, Kenya

Okoth Paul Sebastian Okoth

doi:10.7176/jrdm/75-05

Abstract

This study aimed to establish the influence of inspirational motivation 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 154 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 inspirational motivation and implementation of Human Resource Management Policies. Based on the study findings, it was concluded that inspirational motivation as a construct of transformational leadership had a significant positive influence on implementation of Human Resource Management policies at Kakamega County Government. The study therefore stretches the frontiers of knowledge on the nexus between transformational leadership and implementation of Human Resource Management policies and recommends the adoption of Human Resource Management practices that harness the benefits of transformational leadership at the work places not only at the County Government of Kakamega but in all public and private organizations in Kenya and beyond. Keywords: Idealized Influence, Implementation, Human Resource Management Policies DOI: 10.7176/JRDM/75-05 Publication date: May 31 st 2021

Highlights

Background of the StudyThe origins of the concept of public service motivation go back to an article published by Rainey in 1982 in which the author investigated the behavior of middle managers of four public and four private organizations in order to understand if there were differences in the intrinsic and extrinsic attitudes and motivations of individuals
A correlation coefficient statistic that describes the degree of linear association between inspirational motivation and implementation of Human Resource Management policies was performed and study findings revealed that there was a statistically significant positive relationship between inspirational motivation and implementation of Human Resource Management policies in Kakamega county (r= 0.568; P< 0.05)
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 inspirational motivation on implementation of Human Resource Management policies by Kakamega County Government, Kenya

Summary

Introduction

Background of the StudyThe origins of the concept of public service motivation go back to an article published by Rainey in 1982 in which the author investigated the behavior of middle managers of four public and four private organizations in order to understand if there were differences in the intrinsic and extrinsic attitudes and motivations of individuals. In India, literature review of scholarly articles on leadership in Indian organizations shows that some recent leadership research has focused on testing universal charismatic and transformational leadership theories (Giri and Santra, 2010; Singh and Krishnan, 2007). Nurturant-task leadership model has been tested in some recent empirical studies conducted in Indian organization (Palrecha, 2009; Sayeed, 2010; Suar et al, 2006). An extensive literature review of leadership studies suggest that positive traits of leaders have been given a lot of importance by Indian leadership researchers (Kanungo and Misra, 2004; Singh and Bhandarker, 1990; Sinha, 1995). In the course of developing a scale to assess transformational leadership in Indian context Singh and Krishnan (2007) identified positive dimensions of leadership (performance-oriented and humane, www.iiste.org openness and nurturing, sensitive and conscientious, personal touch, conviction in self and non-traditional). It appears that there was a need to re-conceptualize the transformational leadership theme in line with the current scenario and practices

Objectives

Results

Conclusion