Selected Human Resources Factors as Determinants of Performance Management Framework Implementation in Kenya

Abstract

The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. Questionnaires were 510 respondents through simple random and stratified sampling techniques out of which 505 (99%) subjects responded. SEMPATH model was test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p> .05. A second model was therefore tested whereby leadership styles were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determines employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place.