The Role of Management Policies On Employee Performance in Public Universities, Kenya

References

[1] Agunda, M. A. (2024). Work-life balance practices and employee performance in public universities in Kenya. Journal of Human Resource, 4(2), 45-62.

[2] Agunda, M. A., Were, S., & Mboya, M. A. (2024). Work-life balance practices and employee performance in public universities in Kenya. Human Resource and Leadership, 4(3), 19-35. https://doi.org/10.70619/vol4iss3pp19-35

[3] Anderson, J., & Thomson, L. (2024). The role of communication technology in conserving employee resources: Applications of COR theory in hybrid work. Journal of Workplace Technology and Practice, 12(1), 45-59.

[4] Gachie, C. (2016). Relationship between human resource policies and employees job satisfaction in a local non-governmental organization in Kenya (Doctoral dissertation). University of Nairobi.

[5] Halbesleben, J. R. B., Neveu, J. P., Paustian-Underdahl, S. C., & Westman, M. (2014). Getting to the 'COR': Understanding the role of resources in conservation of resources theory. Journal of Management, 40(5), 1334-1364.

[6] Iseu, D. (2024). Influence of training on employee performance in Kenya's public universities: A case of the University of Nairobi (Master's thesis). University of Nairobi Repository.

[7] Kasule, H. M., Mugizi, N., & Rwothumio, J. (2021). Academic staff job performance and satisfaction with HRM practices: A case study of Kyambogo University, Uganda. Journal of African Higher Education and Human Resource Studies, 6(3), 112-127.

[8] Kothari, C. R. (2004). Research methodology: Methods and techniques (2nd ed.). New Age International Publishers.

[9] Kyondo, K. N., Mugaa, L., & Gitari, J. (2023). Employee relations and staff performance in public universities within Nairobi County, Kenya. Journal of Entrepreneurship & Project Management, 7(9), 37-51.

[10] Mahando, B., & Juma, D. (2020). Influence of human resource management practices on employee performance in public universities in Kenya: A case of Technical University of Kenya. The Strategic Journal of Business & Change Management, 7(2), 405-425.

[11] Marta, P., Bioliz, A., & Turska, M. (2023). Resource fluctuation, burnout, and disengagement in hybrid work systems: An international study. Journal of Psychological Research, 46(4), 305-322.

[12] Miller, A., & Davis, S. (2024). Hybrid work as a resource conservation strategy: Evidence from public sector organizations. Government and Performance Review, 8(2), 101-117.

[13] Muchira, B., & Kiambati, K. (2015). The effects of performance management system on employee performance in the civil service of Kenya. Strategic Journal of Business & Change Management, 2(41), 753-774.

[14] Mugenda, O. M., & Mugenda, A. G. (2012). Research methods dictionary. Nairobi: ARTS Press.

[15] Muriithi, R. N. (2024). Hybrid work systems and employee performance: Conceptual and empirical perspectives. International Journal of Social Science & Management Education, 6(1), 45-59.

[16] Odengo, R. A., Bula, H., & Kiiru, D. (2022). Moderating effect of human resource policies on balanced contract and performance of academic staff in selected public universities in Kenya. Journal of Human Resource and Leadership, 7(1), 23-41.

[17] Onyango, O. D. (2024). Hybrid working arrangement and employee performance in higher education institutions: Evidence from Kenya. Kenyatta University Institutional Repository.

[18] Roberts, T., & Mertonez, L. (2024). Team dynamics, management practices, and resource conservation in public universities. Educational Management Quarterly, 16(1), 80-99.

[19] Rutaganda, B., & Narayan, S. S. (2023). Effect of human resource management practices on employee performance of public institutions in Rwanda: A case study of Rwanda Development Board. Journal of Research Innovation and Implications in Education, 8(1), 258-267.

[20] Saunders, M., Lewis, P., & Thornhill, A. (2014). Research methods for business students (6th ed.). Pearson Education Limited.

@article{1713142,
      author = {Praxedes Khatenje Lusambili},
      title = {The Role of Management Policies On Employee Performance in Public Universities, Kenya},
      journal = {Iconic Research And Engineering Journals},
      year = {2025},
      volume = {9},
      number = {6},
      pages = {2499-2506},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1713142.pdf},
      abstract = {This study examined the role of management policies on employee performance in public universities in Kenya, focusing on how institutional policies shape productivity, motivation, and job satisfaction among university staff. Grounded in the Conservation of Resources (COR) Theory, the study employed a cross-sectional survey research design targeting 26,630 employees across public chartered universities and constituent colleges in Kenya. Using the Krejcie and Morgan formula, a sample of 384 respondents was determined, with 342 questionnaires successfully returned, yielding an 89.06% response rate. Data were collected through structured questionnaires and analyzed using both descriptive and inferential statistics, including correlation and regression analyses. Descriptive findings revealed that employees strongly agreed with positive management policy indicators, with overall mean scores of 4.24 on a five-point Likert scale. Regression analysis demonstrated that management policies had a positive and statistically significant effect on employee performance (R = 0.678, R² = 0.460, p < 0.01), indicating that 46.0% of the variance in employee performance could be attributed to management policies. The findings reveal that clearly formulated, transparent, and participatory management policies positively influence employee performance by enhancing accountability, equity, and professional growth. Conversely, rigid or poorly communicated policies contribute to low motivation and diminished productivity. The study concludes that effective management policies serve as critical tools for aligning institutional objectives with employee capabilities and recommends continuous policy review, staff engagement, and capacity-building initiatives to strengthen performance outcomes in Kenya's public universities.},
      keywords = {Management Policies, Employee Performance, Public Universities, Human Resource Management},
      month = {December},
      doi = {https://doi.org/10.64388/IREV9I6-1713142}
  }