HUMAN RESOURCE MANAGEMENT INFORMATION SYSTEMS

AND PERFORMANCE OF SELECTED NATIONAL GOVERNMENT

MINISTRIES IN NAIROBI CITY COUNTY, KENYA

BY

KIPCHOGE JANET CHAVUYA

D58/CTY/PT/21847/2012

A THESIS SUBMITTED TO THE SCHOOL OF BUSINESS IN

PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF DEGREE IN MASTER OF SCIENCE (HUMAN
RESOURCE MANAGEMENT OPTION) OF KENYATTA UNIVERSITY

NOVEMBER 2021
 DECLARATION

This thesis report is my original work and has not been presented for any award or in any

University. No part of this report should be reproduced without prior authority from this

author and/or Kenyatta University.

Signature: _______________________ Date____/____/ 2021

Kipchoge, Janet Chavuya

Reg. No. D58/CTY/PT/21847/2012

We, as the appointed supervisors of Kenyatta University, confirm that the thesis report

has been produced by this candidate under our supervision.

Signature: ________________________ Date____/____/ 2021

Dr. Hannah Bula

Senior Lecturer
Department of Human Resource Management
School of Business - Kenyatta University

Signature: ________________________ Date____/____/ 2021

Dr. Linda Kimencu

Lecturer,
Department of Business Administration
School of Business - Kenyatta University

ii
 DEDICATION

This thesis report is expressly devoted to my beloved parents Mr. Lawrence M. Kipchoge

and Mrs. Agnes K. Kipchoge. I will forever be grateful for their moral and spiritual

support. I also dedicate this work to my nieces and nephews, may this body of knowledge

be an inspiration to each one of you as you aspire to realize your academic goals.

iii
 ACKNOWLEDGEMENT

Foremost, I would like to thank the almighty God for his wisdom, guidance, strength and
help during the entire academic journey.

To my Supervisors Dr. Hannah Bula and Dr. Linda Kimencu of Kenyatta University, I
give my sincere gratitude for the continuous support during my Thesis research writing.
Your expertise, commitment and guidance were commendable. Besides, appreciate
members of the faculty namely Dr. Kinyua, Dr. Makhamara, Dr. Wainaina, Dr.
Wanyoike, Dr. Nderi, Dr. Kiiru, Dr. Wambua, Dr. Waithaka, Dr. Muchemi, Dr. Kavindah
and Dr. Obere for your valuable input and insightful comments, which helped improve
the Thesis.

To the Ministry of Public Service Youth and Gender and the Ministry of Interior and Co-
ordination of National Government, I am grateful for your financial support, which aided
in completion of the Master’s Degree and achievement of my academic and career
aspirations.

To the management of the selected National Government Ministries in Nairobi City

County, thank you for allowing me to conduct my thesis research. To each respondent in
the HRM, ICT and Finance Departments, I appreciate your input, cooperation and
commitment during the data collection period. Without you, it would have been difficult to
research my topic successfully.

To the librarians working in Resource Centres at the Public Service Commission, Nairobi,
Directorate of Public Service Management, Kenyatta University, Kenya School of
Government and Institute of Human Resource Management, thanks for your assistance.

Lastly, to my parents, family, friends and colleagues at the Commission, may God bless
you all for your great support during the time I was working on the research.

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 TABLE OF CONTENTS

DECLARATION .......................................................................................................................ii
DEDICATION ......................................................................................................................... iii
ACKNOWLEDGEMENT ........................................................................................................ iv
TABLE OF CONTENTS ........................................................................................................... v
LIST OF TABLES ................................................................................................................. viii
LIST OF FIGURES .................................................................................................................. ix
OPERATIONAL DEFINITION OF TERMS ........................................................................... x
ABBREVIATIONS AND ACRONYMS ................................................................................. xi
ABSTRACT .............................................................................................................................xii
CHAPTER ONE ...................................................................................................................... 1
INTRODUCTION.................................................................................................................... 1
1.1 Background of the Study ..................................................................................................... 1
1.1.1 Organizational Performance .......................................................................................... 1
1.1.2 Human Resource Management Information Systems.................................................... 4
1.1.3 Government Policy ........................................................................................................ 7
1.1.4 Service Delivery........................................................................................................... 11
1.1.5 National Government Ministries in Kenya .................................................................. 13
1.2 Statement of the Problem ................................................................................................... 16
1.3 Research Objectives ........................................................................................................... 18
1.3.1 General Objective ........................................................................................................ 18
1.3.2 Specific Objectives ...................................................................................................... 19
1.4 Research Hypotheses ......................................................................................................... 19
1.5 Significance of the Study ................................................................................................... 20
1.5.1 Policy Significance ...................................................................................................... 20
1.5.2 Practical Significance................................................................................................... 20
1.5.3 Theoretical Significance .............................................................................................. 21
1.6 Scope of this Study ............................................................................................................ 21
1.7 Limitations of the Study..................................................................................................... 22
1.8 Organization of the Study .................................................................................................. 23
CHAPTER TWO ................................................................................................................... 25
LITERATURE REVIEW ..................................................................................................... 25
2.1 Introduction ........................................................................................................................ 25
2.2 Theoretical Review ............................................................................................................ 25
2.2.1 Resource Based View Theory ...................................................................................... 25
2.2.2 Human Capital Theory ................................................................................................. 28
2.2.3 Technology Acceptance Model ................................................................................... 29
2.2.4 Unified Theory of Acceptance and Use of Technology Model ................................... 31
2.2.5 Goal Model Approach.................................................................................................. 33
2.3 Empirical Review............................................................................................................... 35
2.3.1 Recruitment and Organizational Performance ............................................................. 35
2.3.2 Training and Organizational Performance ................................................................... 36
2.3.3 Performance Appraisal and Organizational Performance............................................ 37
2.3.4 Payroll and Organizational Performance ..................................................................... 38
2.3.5 Communication and Organizational Performance ....................................................... 40
2.3.6 Government Policy and Organizational Performance ................................................. 41
2.3.7 Service Delivery and Organizational Performance...................................................... 42
2.3.8 HRMIS and Performance of Organizations ................................................................. 43
2.4 Summary of Empirical Review and Identified Research Gaps ......................................... 45

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2.5 Conceptual Framework ...................................................................................................... 49
CHAPTER THREE ............................................................................................................... 51
RESEARCH METHODOLOGY ......................................................................................... 51
3.1 Introduction ........................................................................................................................ 51
3.2 Research Design................................................................................................................. 51
3.2.1 Research Philosophy .................................................................................................... 51
3.3 Operationalization and Measurement of the Study Variables ........................................... 52
3.4 Target Population ............................................................................................................... 54
3.5 Sampling Design and Procedure ........................................................................................ 55
3.6.1 Sample Size .................................................................................................................. 55
3.6 Data Collection Instrument ................................................................................................ 56
3.7 Validity and Reliability of Research Instrument ............................................................... 57
3.8.1 Validity of Research the Instrument ............................................................................ 57
3.8.2 Reliability of the Research Instrument ........................................................................ 57
3.8 Data Collection Procedures and Instruments ..................................................................... 59
3.9 Data Analysis and Presentation ......................................................................................... 60
3.9.1 Quantitative Data ........................................................................................................ 60
3.9.2 Quantitative Data ........................................................................................................ 60
3.10 Diagnostic Tests .............................................................................................................. 61
3.11 Empirical Model ............................................................................................................. 62
3.11.1 Direct Effect Model ................................................................................................... 62
3.11.2 Moderating Effect Model........................................................................................... 63
3.11.3 Meditating Effect Model ............................................................................................ 63
3.12 Hypotheses Test .............................................................................................................. 64
3.13 Ethical Considerations .................................................................................................... 64
CHAPTER FOUR.................................................................................................................. 65
RESEARCH FINDINGS AND DISCUSSIONS ................................................................. 65
4.1 Introduction ........................................................................................................................ 65
4.2 Response Rate and Respondents Demographic Characteristics ........................................ 65
4.2.1 Response Rate .............................................................................................................. 65
4.2.2 Demographic Characteristics of the sample (n = 138)................................................. 66
4.3 Descriptive Statistics .......................................................................................................... 68
4.3.1 E-Recruitment and Performance of selected National Government Ministries........... 68
4.3.2 E-Training and Performance of selected National Government Ministries................. 70
4.3.3 e-Appraisal and Performance of selected National Government Ministries ............... 72
4.3.4 E-Payroll and Performance of selected National Government Ministries ................... 74
4.3.5 e-Communication and Performance of selected National Government Ministries ..... 75
4.3.6 Government Policy and its Moderator Effect on Performance of selected National
Government Ministries ................................................................................................ 77
4.3.7 Service Delivery and its Mediator Effect on Performance of selected National
Government Ministries ................................................................................................ 78
4.3.8 Performance of Selected National Government Ministries ......................................... 79
4.4 Inferential Analysis ............................................................................................................ 80
4.4.1 Test of Regression Assumptions .................................................................................. 80
4.5 Regression Analysis ........................................................................................................... 85
4.4.1 Test of Direct Relationship .......................................................................................... 88
4.5.2 Hypotheses Testing ...................................................................................................... 89
4.5 Content Analysis ................................................................................................................ 98
4.6.1 Theme 1: e-Recruitment and Performance of Selected National Government
Ministries ..................................................................................................................... 98

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 4.6.2 Theme 2: e-Training and Performance of Selected National Government
Ministries ..................................................................................................................... 99
4.6.3 Theme 3: e-Appraisal and Performance of Selected National Government
Ministries ..................................................................................................................... 99
4.6.4 Theme 4: e-Payroll and Performance of Selected Government Ministries ............... 100
4.6.5 Theme 5: e-Communication and Performance of Selected National Government
Ministries ................................................................................................................... 100
4.6.6 Theme 6: Government Policy and its moderator effect on Performance of Selected
National Government Ministries................................................................................ 101
4.6.7 Theme 7: Service Delivery and its mediator effect on Performance of Selected
National Government Ministries................................................................................ 101
4.6 Comments on Performance of Selected National Government Ministries ...................... 102
4.7 Positive Opinions on Performance of Selected National Government Ministries ........... 102
4.8 Contrary Opinions on Performance of Selected National Government Ministries ......... 103
4.9 Comments on HRMIS and Performance of Selected National Government Ministries . 104
4.10 Suggestions on improvement of Performance of Selected National Government
Ministries ......................................................................................................................... 104
4.10.1 E-Recruitment and Performance of Selected National Government
Ministries ................................................................................................................... 104
4.10.2 E-Training and Performance of Selected National Government Ministries ..... 105
4.10.3 E-Appraisal and Performance of Selected National Government Ministries ... 105
4.10.4 E-Payroll and Performance of Selected National Government Ministries ....... 106
4.10.5 E-Communication and Performance of Selected National Government
Ministries ................................................................................................................... 106
4.10.6 Service Delivery and Performance of Selected National Government
Ministries ................................................................................................................... 107
4.10.7 Government Policy and Performance of Selected National Government
Ministries ................................................................................................................... 107
4.11 Overall Suggestions to improve use of HRMIS in the Selected National Government
Ministries ......................................................................................................................... 108
CHAPTER FIVE ................................................................................................................. 109
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ..................................... 109
5.1 Introduction ...................................................................................................................... 109
5.2 Summary .......................................................................................................................... 109
5.3 Conclusions ...................................................................................................................... 115
5.4 Contributions of the Study to Knowledge ....................................................................... 117
5.5 Policy Recommendations................................................................................................. 118
5.6 Suggestions for Further Study ......................................................................................... 121
REFERENCES ..................................................................................................................... 123
APPENDICES ...................................................................................................................... 136
APPENDIX I: SELECTED NATIONAL GOVERNMENT MINISTRIES ......................... 136
APPENDIX II: COVER LETTER......................................................................................... 137
APPENDIX III: QUESTIONNAIRE .................................................................................... 138
APPENDIX IV: RESEARCH LICENSE .............................................................................. 144
APPENDIX V: RESEARCH AUTHORIZATION/ CLEARANCE LETTER ..................... 145

vii
 LIST OF TABLES

Table 2.1: Summary of Empirical Review and Identified Research Gap …..…….……..45
Table 4.1: Results of Response Rate.................................................................................. 65
Table 4.2: Demographic Characteristics of Respondents .................................................. 66
Table 4.3: Responses on E-Recruitment ............................................................................ 69
Table 4. 4: Responses on e-Training.................................................................................. 71
Table 4. 5: Responses on e-Appraisal ................................................................................ 72
Table 4. 6: Responses on e-Payroll .................................................................................... 74
Table 4.7: Responses on e-Communication....................................................................... 75
Table 4. 8: Responses on Government Policy ................................................................... 77
Table 4.9: Responses on Service Delivery ........................................................................ 78
Table 4. 10: Responses on Performance selected National Government Ministries ......... 79
Table 4. 11: Findings of the Test for Normality ................................................................ 81
Table 4.12: Findings of the Test for Linearity ................................................................... 82
Table 4.13: Findings of the Test for Multicollinearity ...................................................... 83
Table 4.14: Findings of the Test for Heteroscedasticity .................................................... 83
Table 4.15: Findings of the Test for Autocorrelation Test ................................................ 84
Table 4.16 (i): Goodness-of-Fit of the Regression Model ................................................. 85
Table 417.16: (ii): Statistical Significance of the Models ................................................. 85
Table 418.17: Regression on Direct Relationship between HRMIS and........................... 88
Table 419.18: Regression of Government policy on HRMIS and Performance
of selected National Government Ministries ..................................................................... 93

viii
 LIST OF FIGURES

Figure 2.1: Conceptual Framework ................................................................................... 49

ix
 OPERATIONAL DEFINITION OF TERMS

National A government department headed by a Minister and established by

Government legislation or executive powers to manage a sector of public
Ministry administration for socio-economic development of a country
Performance is yardstick used to determine whether a job is done well or not
Organizational Refers to the actual results of an organization’s activities as
Performance measured against its pre-determined objectives
Effectiveness Is the prudent or maximum utilization of available resources
(funds, human capital, innovations), to achieve pre-determined
organizational goals
Human Resource An electronic human management resource practice that is utilized
Management to sustain operational efficiency in recruitment, training,
Information System performance management, payroll management or organizational
communication to achieve pre-determined goals
E-Recruitment An electronic human management resource practice that is used to
track applicants, reduce recruitment costs and maintain records of
e-resumes in organizations
E-Training An electronic human management resource practice that is used to
maintain an HR skills inventory and records of training costs and
staffs trained per given time
E-Appraisal An electronic human management resource practice that is utilized
to keep records of appraisal reports, HR scorecards, staff turnover
and exit interview reports

E-Payroll An electronic human management resource practice that is used to

keep monthly payroll records, generation of e-payslips and records
of attendance

E-Communication An electronic human management resource practice that is used to

keep records of newsletters, web notices, policies and
communication costs per specified time
Government A government is a body that sets and administers policy. It uses
laws and institutions to exercise sovereign power with the intent of
managing a state of wellbeing that benefits all aspects of the
community or organization
Policy A policy is a principle or course of action proposed or
implemented by a governing body to guide and support a
community or organization
Service Delivery the ability of an organization to provide a promised service to
meet clients’ expectations of reliability, responsiveness,
assurance, tangibility and empathy
Electronic Automated task accessed or transmitted by means of a computer
especially over the internet or a network

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 ABBREVIATIONS AND ACRONYMS

CARPS Capacity Assessment and Rationalization of the Public Service

DPSM Directorate of Public Service Management

e- Electronic

GoK Government of Kenya

GHRIS Government Human Resource Information System

HRMIS Human Resource Management Information Systems

HRM Human Resource Management

IPPD Integrated Payroll and Personnel Database

ICT Information and Communication Technology

IFMIS Integrated Financial Management Information System

IS Information Systems

IT Information Technology

NACOSTI National Commission for Science, Technology and Innovation

OECD Organization for Economic Co-operation and Development

ROI Return on Investment

SMEs Small and Medium Enterprises

SPSS Statistical Package for the Social Sciences

xi
 ABSTRACT

Over the years, most public organizations in Kenya have been registering poor
performance and this includes National Government Ministries. Studies conducted by
different scholars on organizational performance have revealed that this situation is
attributable to weak institutional capacities, lack of ICT infrastructure, scarcity of
resources and inapt use of public funds among other factors. With the rapid changes in the
global business environment, National Government Ministries must uptake use of human
resource management information systems to enhance employee productivity, job
satisfaction, service quality and organizational performance. This research sought to
analyze the influence of human resource management information systems on
performance of selected National Government Ministries in Nairobi City County, Kenya.
The specific objectives were to establish the relationship between e-Recruitment and
performance of selected Ministries; to determine the relationship between e-Training and
performance of selected Ministries; to explore the relationship between e-Appraisal and
performance of selected Ministries; to evaluate the relationship between e-Payroll and
performance of selected Ministries; to analyze the relationship between e-Communication
and performance of selected Ministries; to examine whether Government policy has a
moderating effect on the relationship between human resource management information
systems and performance of selected Ministries; and finally, to establish whether service
delivery has a mediating effect on the relationship between human resource management
information systems and performance of selected Ministries. The philosophical
foundation of the study was positivism. The study used a quantitative research design
using a cross-sectional survey. The target population comprised of 271 employees
working in 6 selected Ministries. The unit of analysis was one National Government
Ministry while the unit of observation were 162 employees who included 49 top
managers, 90 mid-level managers and 132 operational staff drawn from HR, ICT and
Finance departments. The study used proportionate stratified random sampling where
employees were grouped and then randomly picked to participate in the study. The
sample size was 162 employees selected 6 Ministries. Primary data were collected using
self-administered questionnaires while secondary data were obtained through books,
journals and empirical works of other scholars. Descriptive and inferential statistics were
computed to describe characteristics of each study variable. Multiple regression analysis
and correlation coefficient were used to establish causal relationships between
hypothesized variables and performance of selected Ministries. Content analysis was used
to analyze qualitative data. It was found that there is a significant relationship between
independent variables and performance of the selected Ministries. Government policy and
service delivery have a strong moderating and mediating effect on the relationship
between human resource management information systems and performance of selected
Ministries. The findings supported the resource based-view theorists that a firm’s internal
resources are a source of competitive advantage. The study recommends that National
Government Ministries should uptake use of human resource management information
systems to improve organizational performance in terms of productivity, job satisfaction
and service quality.

xii
 CHAPTER ONE
INTRODUCTION

1.1 Background of the Study

1.1.1 Organizational Performance

An organization is the voluntary association of productive resources (human, capital,

innovations), for the sole purpose of achieving shared goals or objectives (Carton, 2005;

Cho & Dansereau, 2010; Jones, 2015). Organizational performance incorporates the

actual outcomes or results emanating from an organization’s activities as measured

against its intended goals such as increase in efficiency, better productivity, return on

investment, client satisfaction and quality improvement (Doval, 2020).

Organizational performance can be determined by how well it is managed and how well

available resources (funds, employees, innovations) are utilized to achieve strategic goals

(Ssekakubo, Lwanga & Ndiwalana, 2014; Macleod & Clarke, 2011; Agha, Alrubaiee &

Jamhour, 2012). Organizational performance also depends on its employees who form the

team that works towards achieving set goals (Almatrooshi, Singh & Farouk, 2016;

Mastrangelo, Eddy & Lorenzet, 2014; Ganguly, 2010; Clarke, Seng & Whiting, 2011).

Different researchers and theorists have provided different measures for organizational

performance (Ashraf & Kadir, 2012). Organizational performance (whether public or

private sector) can be measured in many forms and is dependent on purpose of

measurement, provided goods or services, type of clientele or available data (Mahadevan,

2007). According to Richard, Devinney, Yip and Johnson (2009), organizational

performance can be measured using three specific firm outcomes namely financial

performance (quality, return on investment, resource utilization and innovation); product

market performance (sales, market share and profits); and total shareholder return. Al-

Damoe (2012) opined that organization performance is indicated by the organizations’

productivity, employees’ efficiency, job satisfaction, service quality and innovativeness.

1
Globally, most management researchers have studied the concept of organizational

performance as the independent or predictor variable (Van Scotter, Motowidlo, & Cross,

2000). Equally, there has been rapid growth for research keen on measuring the output of

organizational performance (Carton, 2005; Almatrooshi, Singh & Farouk, 2016). In

developed economies, extant research has revealed that finance ministries have made

repeated efforts to measure government efficiency and use of best practices to improve it.

However, Grice (2007) opined that no one measure can ever summarize performance of

the complex government services provided to the public. In the UK and USA, measuring

of public sector productivity and performance has been receiving great attention.

In the Organization for Economic Co-operation and Development (OECD) countries such

as Netherlands, Ireland, France, Belgium and Canada, various bodies like the parliaments,

audit bodies, finance ministries and departments within government have been playing

the role of measuring government output to meet policy demands as well as enhance

public sector productivity and performance (Grice, 2007; Carrera & Dunleavy, 2013).

In sub-Saharan Africa, public sector organizations have received increasing attention due

to poor performance. Majority are faced with a myriad of challenges such as lack of

efficiency, accountability, ineffective HR management practices and blatant corruption,

which are a hindrance to realization of better productivity and organizational performance

(Kyama, 2010). During the last two decades, most African countries have embarked on

implementation of public sector reforms, whose progress remains scant due to scarcity of

resources. However, public sector organizations must embrace restructuring of business

operations to improve productivity and organizational performance (Oghojafor, Muo,

Aduloju, 2012; Robbins, 2003).

According to Naidoo (2015), most public sector organizations have adopted use of

technology as well as implemented public sector reforms to maximize productivity and

2
performance in government organizations. Moreover, public sector organizations employ

and manage huge workforces hence receive significant amounts of funding from the

government to facilitate their operations and achieve organizational goals Further, most

are restructuring and embracing public sector reforms to improve productivity and

organizational performance (Carrera & Dunleavy, 2013).

In Kenya, public organizations have been experiencing a downward growth, which could

be attributed to lack of adequate ICT infrastructure and comprehensive policies, slow

recruitment processes, weak institutional capacities, poor performance evaluation

mechanisms and weak financial controls (GoK, 2015; KIPPRA, 2014). Extant research

has shown that even where projects, strategic plans or innovations existed, there was

lacks effective systems for monitoring and evaluation (Kiiru, 2015). Lack of

accountability had resulted to negative ethical values amongst staff. Moreover, low

morale, poor remuneration, rampant corrupt vices (bribery, dishonesty) and poor

governance was causing misuse of public funds (Hope, 2014).

Public organizations are subject to accountability on how they spend public money on

their behalf (Korir, Rotich & Bengat (2015). Consequently, it is prudent that they refocus

and redesign their business processes to enhance productivity, service delivery and

organizational performance (Kananu, 2015; Midiwo, 2016; Bartai, 2014; Kiiru, 2015).

According to Korir, Rotich & Bengat (2015), there is need to intensify efforts to enhance

attitudinal change in public organizations through customer satisfaction surveys, skills

inventory assessments, performance management evaluations and employee training,

which have a direct impact on organizational performance and the country’s economic

growth at large.

3
1.1.2 Human Resource Management Information Systems

Human Resource Management Information Systems (HRMIS) is an electronic human

resource practice for collecting, storing and managing data on recruitment, training,

appraisals and payroll to increase operational efficiency and effectiveness (Karasek,

2015). HRMIS have a significant impact on organizational performance and they have

considerably reshaped human practices across the world (Khashman, 2016).

There are several HRMIS practices. However, this research will only consider e-

Recruitment, e-Training, e-Appraisal, e- Payroll management and e-Communication.

When automated, these HRMIS practices have a significant impact on organizational

performance in terms of efficiency and effectiveness (Khashman, 2016).

E-recruitment helps to identify and attract potential job applicants to fill vacant positions,

at the planned time (Nabi, Ghous & Rahimiaghdam, 2017). It supports management of

recruitment information for management decision-making (Wairimu & Karanja, 2016).

HR managers are able to gather, update and store electronic resumes for future staffing

needs. With e-Recruitment, prospective employers can spend less on generation and

disseminate of recruitment data thereby increasing effectiveness of the hiring process

(Ekwoaba, Ikeije & Ufoma, 2015; Bogatova, 2017).

E-training helps organizations to keep HR skills inventory to manage employees’ training

needs and career progression (Taskar, Raghuwanshi & Antony, 2018). It enables HR

managers to generate timely data on training costs incurred by the organization for

different training programs over a given period of time (Mathis & Jackson, 2010; Ahmer,

2013). With e-Training, HR managers can generate reliable data to establish Return On

Investment (ROI). However, despite its importance in improving employee productivity,

training programs are not accorded sufficient support by organizations (Noe, 2010)

4
E-Appraisal assists managers to generate appraisal reports for informed decision-making

on promotions, training, pay rise, termination, transfers or career progression (Al-Raisi,

Amin & Tahir, 2011). It enables them to assess performance of employees and gauge

impact of policy implementation in the organization (Doorgapersad, 2011). With e-

Appraisal, HR managers can keep track of HR scorecards, employee retention and

turnover rates, and exit interview reports to identify problem areas.

E-Payroll enhances speed and accuracy of processing monthly payrolls, pay cheques and

salary reports for timely decision-making (Mahajan, Shukla & Soni, 2015). Moreover,

individual employees can access and print their electronic payslips whenever necessary,

from any location and time (Abdulah, Wahab, Shamsuddin & Hamid, 2013). This aids to

reduce paper work. With e-Payroll, managers can record and manage employees’

attendance and hence minimize existence of ghost-workers and erroneous payments.

E-Communication facilitates exchange and distribution of information in organizations.

The practice has heralded a tremendous change and speed in the flow of information and

communication between managers and employees (via in-house networks). Besides, it

allows collaborative interactions with external clients (via HR portals) thus enhancing

operational efficiency, information quality and organizational performance (Ahmed &

Shaju, 2017; Banihashemi, 2011; Gupta, 2004).

E-Communication facilitates easy access to HR publications (policies, reports, circulars,

manuals, among others) thereby increasing regulatory compliance (Ukamaka, Jyoti &

Neil, 2016). Specifically, e-Communication provides organizations with a centralized

repository of information that managers can use to support personnel actions (Ankrah &

Sokro, 2016). Due to e-Communication, workplaces are changing making people to

interact more conveniently without any physical movement. With E-Communication, can

be assessed through satisfaction surveys and online engagement rates (Obeidat, 2012).

5
Globally, HRMIS are considered an integral part of every function in the organization

(Reddick, 2009). Extant research has confirmed that many organizations across the globe

are using HRMIS to influence effectiveness in organizational communication (Ukamaka,

Jyoti & Neil, 2016). Moreover, owing to growing workforces in remote and international

sites, organizations are using HRMIS to reduce costs and generate reliable data for timely

decision-making (Teryima, Victor & Kwanum, 2014; Drucker & Geva, 2013).

In Asia, Shukla, Verma, Narayanan and Potenziani (2014) revealed that Indian

Government adopted an HRMIS to reduce paperwork and provide accurate and timely

data about the health workforce. HRMIS also enabled HR managers to identify vacancies

and ensure efficiency and transparency in the hiring process. In Turkey, Kaygusuz,

Akgemci and Yilmaz (2016) confirmed that HRMIS enables storage, processing and

sharing of information between employees and managers. This enhances productivity, job

satisfaction and commitment to the organization. In Jordan, Khashman (2016) opined that

HRMIS provides the management with quality information to enable them make

informed decisions on recruitment, performance appraisals, remuneration and regulatory

communications to enhance organizational performance.

In the sub-Saharan African region, HRMIS are widely in use. According to Kyama

(2010), HRMIS improves service delivery and provides information for strategic

decisions. Ankrah and Sokro (2016) opined that the system assists HR managers to report

on regulatory compliance, prepare analysis on HR skill inventory and manage payrolls.

Ngwenya, Aigbavboa and Thwala (2019) found that HRMIS generates employee

information for quick decision-making. It reduces errors and increases staff productivity

and performance. However, in the sub-Saharan African most organizations most

organizations have budgets and scarce resources, which deters achievement of set goals

(Kyama, 2010; Bunse & Fritz, 2012; Robinson, 2015).

6
In Kenya, HRMIS has witnessed special attention and close consideration from both

private and public sector organizations. Njeje, Chepkilot and Ochieng (2018) opined that

HRMIS supports employee recruitment, training, payroll administration, appraisals,

pensions, and benefits management. Gichoya (2006) revealed that emergence of ICT has

made it possible to improve efficiency and effectiveness of internal business operations

within government and has re-located public services from government offices to

locations closer to the citizens. Mbugua (2016) stated that adoption of HRMIS has

resulted in improved efficiency, better communication/feedback mechanisms and high

levels of job satisfaction.

However, existing research revealed that very few public organizations have developed

reliable ICT infrastructures that can effectively coordinate online operations, hence,

leading to delays in services delivery (Midiwo, 2016). Further, lack of comprehensive

ICT policies, poor infrastructure and ineffective policy implementation seem to be

affecting performance of most public organizations in Kenya (Thuku & Mwangi, 2015).

1.1.3 Government Policy

A government is a body that sets and administers policy. It uses laws and institutions to

exercise sovereign power with the intent of managing a state of wellbeing that benefits all

aspects of an organization. A policy is a principle or course of action proposed or

implemented by a governing body to guide and support organizational activities (Deb,

2009). According to Akinyemi and Adejumo (2018), a policy helps to determine the

scope of operations in an organization. Government policy influences ways to perform

actions and sometimes by whom (GoK, 2016). It is an authoritative declaration and hence

can be used as a basis for making decisions. According to Smith and Morton (2006), a

policy helps to clarify institutional roles and rule formation. However, there are

challenges experienced in relation to resourcing, co-ordination and monitoring coercion.

7
Organizations are guided by government policy, which contains the reasons why specific

actions are conducted in a certain way and why (GoK, 2016). A policy is promoted by a

person or governing body and therefore should be reviewed from time to time to reflect

changes necessitated by technological advances or restructurings as they have an

influence on organizational performance (Lucio & Stuart, 2011).

Government policy plays a significant role as a potential moderator. It exerts a big

influence on range of activities in organizations (Obaji, Adekanbi & Obiekwe, 2015;

Shariff, Peou & Ali, 2010; Harash, Al-Timimi, Alsaad, Al-Badran & Ahmed, 2014).

However, according to Mwai (2019), policies have a great influence on business

environment. Therefore, governments need to create an enabling environment to enable

organizations to conduct their businesses effectively.

Government policy can be either favourable or unfavourable. Some policies are

favourable than others. A favourable government policy can boost or hinder the growth of

organizations. A constructive policy greatly influences the environment in which the

organizations operate and this affects the country’s economy (Bryan, 2013; Eniola &

Entebang, 2015).

Government policy in a politically stable country is not the same as that of an unstable

country (Ibrahim & Muritala, 2015). In politically stable economies, governments can

make sustained business friendly decisions, which in turn boost performance

organizations. In unstable economies however, government policy may be unpromising

thereby affecting performance of organizations and making incur loses or even closure.

Hence, from time to time, policy makers and relevant stakeholders in government need to

take cognisance of the inherent disparities in the effects of implemented policies to boost

organizational activities and the country’s economy performance (Akinyemi & Adejumo,

8
2018). Further, effective communication and involvement of employees translates to

successful policy implementation (McKenna & Beech, 2014).

Globally, the effects of government policies in the developed countries such as the United

Kingdom, United State of America, Canada and the Netherlands have been significant in

empirical literature. Studies have revealed that public organizations are continuously

implementing change through transforming government policy into actions to support

growth of innovations and organizational. According to Pier (2006), many organizations

have increasingly recognized that to create a competitive advantage through people

requires compliance to government policies and practices that best influences staff

productivity and performance of the organization.

In the sub-Sahara Africa, there is evidence on research on different government policies

related to human resource management practices. According to Obaji, Adekanbi &

Obiekwe (2015). A constructive government policy are vital for the survival and growth

of every organization. The manner in which management and regulation of human capital

evolves in organizations is greatly influenced by both internal and external factors.

Development of frameworks for managing HR practices has become increasingly

important to determine organizational performance in most African countries.

Mwakalobo (2009) opined that a critical analysis is vital before implementation of any

government policy to help shed light on the extent and direction of its effects and possible

mitigation measures.

In Kenya, there are various government policies, which guide both public and private

sector organizations (Mwai, 2019). Some policies are specific to public organizations

while others affect the private sector directly. Policies aimed at improving education and

training have great positive effects on employees’ skills development and labour

productivity and better work environment, which translates to rise in economic growth.

9
In National Government Ministries in Kenya have established and implemented policies

to influence and enhance personnel decisions and actions (GoK, 2016). Government

policies forms the basis from which employees are recruited, trained, appraised,

remunerated and informed about matters that concern them. Efficiency and effectiveness

of managing these resources in the organization is dependent on the policies in place

(Chelimo & Ouma, 2017).

Government policies are many and varied. For this research, focus was on government

policies related to Human Resource Management (HRM). They include policies such as

recruitment, training, appraisals, payroll and communication. The policies were

considered because they promote professionalism and equality. They guide and regulate

personnel actions, which translates to improved productivity (efficiency, effectiveness),

job satisfaction and service quality (Guest, 2007; Lucio & Stuart, 2011).

A recruitment policy plays a crucial role in hiring of potential candidates. It provides a

clear outline on the organization’s recruitment practices (McKenna & Beech, 2014;

Chelimo & Ouma, 2017). According to Hamza et al (2021), an appropriately managed

recruitment policy is a source of competitive advantage that can lead to better

productivity and improved organization performance. However, hiring the wrong person

for the job can have serious consequences on productivity and organizational

performance.

A training policy is vital for the benefit of both the employee and organization (Obeidat,

2012). It ensures employees are trained about best practices, new skills, roles and

responsibilities that can improve their productivity (Noe, 2010). An appropriate policy

contains clear guidelines for the organization and employees to follow in order to achieve

individual and career goals (Alkalha, Alzu'bi, Aldmour, Alshurideh & Masa'deh, 2012).

10
An Appraisal policy provides clear guidelines on target setting, work planning and

reporting (Al-Raisi, Amin &Tahir, 2011). It provides clarity of roles, responsibilities and

hierarchical levels in the organization. The policy should be adapted to ensure it

inculcates the culture of performance, learning, professionalism and innovation.

Payroll policy provides a framework on salary administration and budgeting. It also

guides on how to control and monitor financial activities in organizations (Palladan &

Palladan, 2018; Abdulah, Wahab, Shamsuddin & Hamid, 2013). This policy makes

employees aware of what salaries and wages they should expect to be paid. It enables

payroll staff to manage salary payment, leave, and allowances, among others

Communication policy outlines how an organization manages the flow of its information

with employees and clients alike (Babatunde, 2015). It provides the organization’s core

values, mission, vision, mandates, strategic plans and reports on performance (Femi,

2014). The frequency of communication between managers and employees has a

significant effect on employees' performance and job satisfaction (Ebrahimi, 2014).

However, the attitude of managers and employees can affect the achievement of an

organization’s to pre-specified goals.

1.1.4 Service Delivery

Service delivery is the ability of an organization to provide a promised service at the

promised time to meet or exceed the expectations and perceptions of its clients

(Parasuraman, Berry & Zeithmal, 1985; Lovelock &Wright, 2002). The quality of a

service is realizable when the organization delivers a promised service right the first time,

every time (Munhurrun, Bhiwajee & Naidoo, 2010; Maphephe, 2013; Al-alak & EL-

refae, 2012). According to Parasuraman, Zeithmal, Valerie, Berry & Leonard (1994), the

quality of a service is measured using the SERVQUAL instrument, which has five (5)

dimensions namely: reliability, responsiveness, assurance, tangibility and empathy.

11
A study by Danjuma and Rasli (2012) interpreted reliability to mean the capability of

organizations to consistently or regularly deliver a promised service at the guaranteed

time and appropriately from the first visit onwards (Zeithaml, Bitner & Gremler, 2006). A

suitable approach to ensure reliability is to understand the needs and expectations of the

clients and deliver the promised service at the promised time. This is achievable by

standardizing systems and processes to improve efficiency and service quality.

According to Juga, Juntunen and Grant (2010), responsiveness was termed as the

willingness of the service provider to assist customers and promptly deliver the promised

service to them. Appropriate tactics to increase responsiveness includes giving rational

and individual attention to respective customer when dealing with their requests service,

enquiries or complaints (Parasuraman, Berry & Zeithmal, 1985). Other responsiveness

constructs include appropriate training of employees so that they can respond to clients

with respect and regularly and clearly remind them on the duration of the service.

A study by Parasuraman, Berry and Zeithmal (1985), defined assurance as the ability of

contact employees to possess requisite knowledge, skills and competences that enable

them to respond and answer to clients’ complaints courteously and with respect. The

assurance that a service will be delivered promptly as promised instils much trust and

confidence in clients. According to many researchers, a display of trustworthiness by the

employees enhances satisfaction levels of clients significantly. It encourages them to visit

the organization regularly. Assurance of delivering a service is demonstrated through the

dressing and/or attitude of the contact employees who reflect the image and values of

their organization (Zeithaml, Bitner & Gremler, 2006).

Danjuma and Rasli (2012) described empathy as the care and individualized attention or

treatment that the organization provides its clients. Empathy is similarly the knowledge,

skill and competence of contact employees or the organization’s representatives to

12
address each client by name and to understand their specific service need, preference or

concern. Likewise, empathy is the ability to be approachable and a good listener in order

to handle complaints with expertise. Well-served clients feel valued, respected and

commit to the organization (Juga, Juntunen & Grant, 2010).

According to Harr (2008) tangibility refers to the physical evidence that can be seen or

touched by clients such as the visually attractive interior and exterior furnishings, well-lit

and ventilated reception area, presence of work equipment (computers, telephones,

furniture, internet connectivity) to support efficient and effective service delivery. Other

tangible elements that play a vital role in client satisfaction include clean facilities

(spacious offices, cafeterias, washrooms, lifts), which are influential in shaping the

attitude of clients towards the organization (Danjuma & Rasli, 2012). It could also make

the clients to recommend the organization to others.

1.1.5 National Government Ministries in Kenya

Kenya attained her Independence in 1963. Thus, like many other developing African

countries, the Government of Kenya took up the responsibility of providing essential

goods and public services in response to the needs and aspirations of citizens, the private

sector and people living within its jurisdiction. This is the most important reason or

purpose for their existence (raison d’être) in the country (GoK, 2010).

In Kenya, National Government Ministries are key players of the country’s economy. The

organizations coordinate and control management of the public sector, which include

education, foreign affairs, finance, information and communications technology, public

service et cetera. At present, National Government Ministries in Kenya derive their

operational mandates, visions and missions from the Constitution of Kenya, Executive

Orders, Kenya Gazette Notices, Acts of Parliament and other legal statutes (GoK, 2016).

13
Kenyan National Government Ministries undertake formulation, implementation,

monitoring and evaluation of different strategic and innovative policies for the country’s

economic growth, organizational success and comparative advantage. Further, the

Ministries are responsible for review and harmonization of the existing policies to reflect

provisions of the Constitution, adoption of public sector reforms, re-organization of

Government, rapid technological advances or emerging trends in HRM practice.

Currently, there are 21 National Government Ministries as outlined in the Executive

Order No. 1 of 2018 on Organization of the Government of the Republic of Kenya (GoK,

2018). This research only considered the six selected National Government Ministries in

Nairobi City County, Kenya. They include Ministry of Interior Co-ordination of National

Government, the National Treasury and Planning, Ministry of Foreign Affairs, Ministry

of Public Service and Gender, Ministry of Information and Communication Technology,

and Ministry of Education.

The Ministry of Interior Co-ordination of National Government was established by the

Executive Order No. 1/2018 of June 2018 with an exclusive mandate to provide strategic

direction and co-ordinate delivery of national priorities and flagship programmes to

promote economic transformation for shared growth and progress of the country (GoK,

2018). The other Mandate of the Ministry is to collaborate with other National

Government Ministries to collect and manage relevant primary data registers for Kenyan

and foreign nationals for sustainable economic planning and development.

The National Treasury and Planning was established by the Executive Order No. 1/2018

of June 2018. The Ministry’s mandate includes among others management and control of

public financial operations, management systems and accounting standards (GoK, 2018).

The National Treasury and Planning also manages formulation and implementation of the

national budget and Kenya’s macro-economic policies. Further, it facilitates planning,

14
coordination and mobilization of internal and external resources for funding budgetary

requirements of National Government Ministries.

The Ministry of Foreign Affairs was created via Executive Order No. 1/2018 of June

2018 with a responsibility to advise, implement and steer Kenya’s foreign policy on

behalf of the Government. The Ministry coordinates regional peace initiatives to facilitate

Kenyan’s economic growth (GoK, 2018). Further, the Ministry oversees promotion and

protection of Kenya’s interest and image globally as well as support bi-lateral and multi-

lateral relations. Additionally, the Ministry manages international protocol matters and

provide consular services in Kenyan missions and embassies abroad. Moreover, the

Ministry manages global issues affecting Kenyan citizens living in the diaspora.

The Ministry of Public Service and Gender was created through the Executive Order No.

1/2018 of June 2018 with a constitutional mandate to provide strategic policy direction on

human resource management practices in National Government Ministries (GoK, 2018).

The Ministry is responsible for career planning and development, internship and

performance management. The Ministry is also responsible for implementation of

Government payroll policy, payroll management standards and various public service

delivery innovations. The Ministry oversees implementation and evaluation of public

sector reforms and transformation including operational standards and process re-

engineering. The Ministry is also undertakes HRMIS training and sensitization of

employees across National Government Ministries in Kenya.

The Ministry of Information and Communication Technology was also created through

the Executive Order No. 1/2018 of June 2018 with a functional mandate to develop and

manage the information and communications sector, implement the national ICT policy

and innovations, manage e-Government services and provide ICT technical-support to

employees in National Government Ministries (GoK, 2016). The Ministry also has a

15
responsibility to promote the software development industry, manage the national

communication capacity and ICT infrastructure as well as implement and monitor ICT-

related projects in Kenya (GoK, 2018; GoK, 2019).

The Ministry of Education came to existence through the Executive Order No. 1/2018 of

June 2018 with a responsibility to manage national policies and programmes in education.

The Ministry has a mandate to facilitate access to quality, efficient, reliable, and

affordable school education for sustainable economic growth and development. The

Ministry oversees management of higher, technical and vocational education and

academic research development in Kenya. Further, it provides an institutional framework

that research and learning institutions can use to devise and implement workplace

strategies for growth and improvement of skills of the Kenyan workforce (GoK, 2018).

Overall, National Government Ministries in Kenya are vital fundamental pillars for

strengthening the country's economic development. The Ministries are the machinery

through which the Government translates its macro-economic policies into effective

innovative solutions for achievement of sustainable socio-economic and national

development (GoK, 2007; AAPAM, 2005).

1.2 Statement of the Problem

In 2014/15, the Ministry of Devolution and Planning conducted a preliminary audit of

Public Service payrolls under the auspices of Capacity Assessment and Rationalization of

Public Service (CARPS). Findings of the report revealed massive irregularities in HR

practices, which had serious implications on service delivery in National Government

Ministries. The existence of ghost-workers workers and fraudulent or unaccountable

payments were occasioning the bloated wage and pension bills (GoK, 2015).

Further, the CARPS report found that despite HRMIS implementation in National

Government Ministries, there is lack of adequate ICT infrastructure, lack of

16
comprehensive ICT policies, slow recruitment processes, weak institutional capacities,

poor performance evaluation mechanisms and weak financial controls, which could be

hampering increase in productivity and organizational performance (GoK, 2017). The

report also found that lack of implementation of HR audit findings and weak monitoring

and evaluation of HR practices was contributing to the poor performance results (GoK,

2015). Moreover, while HR audits were predominant, they were infrequent.

A report by Salaries and Remuneration Commission on payroll management in National

Government Ministries in Kenya revealed that even though they had an integrated

HRMIS in place, there was widespread use of manual systems, a practise that should be

discouraged to facilitate better performance outputs (SRC, 2019). The CARPS findings

further confirmed that the existing staff establishment in the Ministries is not considered

to inform decisions on recruitment of staff hence, exposing the malpractice in National

Government Ministries.

HRMIS implementation was supposed to reduce usage of manual processes in

information collection, retrieval, storage and dissemination. Further, HRMIS was

supposed to help minimize irregular payments, reduce delays in updating employees’

records and enable production of timely reports for informed decision-making.

Additionally, HRMIS was supposed to amalgamate with other existing management

information systems in Government like the Integrated Financial Management

Information System (IFMIS), to enhance coordination and collaboration internally

between departments and externally with clients (GoK, 2016).

However, the findings of the CARPS report have confirmed that HRMIS has not achieved

its intended purpose despite its increasing functionality and affordability (GoK, 2015).

Attempts to streamline core HRM processes appear to be achieving inadequate results

despite the heavy investment by Government on internet connectivity infrastructure. The

17
uptake of HRMIS by most Ministries is minimal as majority continue to depend on

traditional and manual HR practices.

Further, public trust has increasingly continued to diminish due to poor service quality.

Incessant vices like corruption (blatant bribery, dishonesty) are regrettably routine and

this has greatly deterred performance improvement in most public organizations (Hope,

2014). Additionally, poor institutional management and impunity to the rule of law have

contributed immensely to an environment that has permitted these vices to increase to

devastating levels. The ultimate consequence has been a compromise of the employees’

integrity and professionalism while service quality has resulted in very low scores.

Extant empirical literature indicates that earlier researchers focused the direct relationship

between HRMIS and organizational performance. Most studies were theoretical and

largely based on specified backgrounds, sites, samples or subjects in the developed

nations (Ngai & Wat, 2006). Majority were restricted to hospitals, universities or banks in

different parts of the world. While some studies may appear to be comparable to the

current study in terms of methodology, there is need for more research for generalizability

of findings. Few studies have operationalized and measured the moderator and mediator

variables and highlighted their significant influence on performance of organizations

(Midiwo, 2016). However, there is need to undertake a study in the context of National

Government Ministries in Kenya to fill this apparent research gap.

1.3 Research Objectives

1.3.1 General Objective

The main objective of this study was to analyze the relationship between human resource

management information systems and performance of selected National Government

Ministries in Nairobi City County, Kenya.

18
1.3.2 Specific Objectives

(i) To establish the relationship between e-Recruitment and performance of

selected National Government Ministries in Nairobi City County.

(ii) To determine the relationship between e-Training and performance of selected

National Government Ministries in Nairobi City County.

(iii) To explore the relationship between e-Appraisal and performance of selected

National Government Ministries in Nairobi City County.

(iv) To evaluate the relationship between e-Payroll and performance of selected

National Government Ministries in Nairobi City County.

(v) To analyze the relationship between e-Communication and performance of

selected National Government Ministries in Nairobi City County.

(vi) To examine the moderating effect of Government policy on the relationship

between human resource management information systems and performance of

selected National Government Ministries in Nairobi City County.

(vii) To establish the mediating effect of service delivery on the relationship between

human resource management information systems and performance of selected

National Government Ministries in Nairobi City County.

1.4 Research Hypotheses

(i) H01: There is no relationship between e-Recruitment and performance of

selected National Government Ministries in Nairobi City County.

(ii) H02: There is no relationship between e-Training and performance of selected

National Government Ministries in Nairobi City County.

(iii) H03: There is no relationship between e-Appraisal and performance of selected

National Government Ministries in Nairobi City County.

(iv) H04: There is no relationship between e-Payroll and performance of selected

National Government Ministries in Nairobi City County.

19
 (v) H05: There is no relationship between e-Communication and performance of

selected National Government Ministries in Nairobi City County.

(vi) H06: Government policy has no moderating effect on the relationship between

human resource management information systems and performance of selected

National Government Ministries in Nairobi City County.

(vii) H07: Service delivery has no mediating effect on the relationship between

human resource management information systems and performance of selected

National Government Ministries in Nairobi City County.

1.5 Significance of the Study

The significance of the study are summarized as follows:

1.5.1 Policy Significance

The findings shall assist HRM managers in developing and implementing policies that are

geared towards enhancing sustained use of human resource management information

systems (HRMIS) to improve automation of government services through information

technology (IT). This will reduce the possibility of inefficiencies arising from low

HRMIS usages, as it will assist employees in National Government Ministries to provide

efficient and reliable services.

1.5.2 Practical Significance

The study findings shall help senior management to identify their manpower requirements

so as to enable National Government Ministries achieve their long term strategic plans

and organizational goals. The study will also guide HRMIS designers and programmers

to develop sustainable and dependable information systems that will support various

HRM practices such as human resource planning, staffing, compensation programs,

performance management and organizational communication. This will help enhance

operational efficiency, staff productivity and organizational performance

20
1.5.3 Theoretical Significance

The theoretical and empirical findings of this study shall be useful to other scholars who

shall be interested to develop new knowledge or better understanding on human resource

management information systems and organizational performance. This shall be

achievable through incorporation of other research methodologies to provide broader

insight on topic.

Further, the human capita theory shall help policymakers and researchers to understand

the quality of education and training that is vital for achieving desired outcomes such as

greater productivity and increased levels economic growth. It shall also be useful for

answering questions about costs and benefits for investments in education and the types

of policy interventions that can reduce individual costs associated with educational

investments.

1.6 Scope of this Study

The study was conducted at the headquarters of 6 selected National Government

Ministries situated in Nairobi City County, Kenya. The study focus was on National

Government Ministries because they are key players in the public sector and control

government businesses in Kenya. Therefore, poor implementation of national government

programs or lack of adherence to any government policy can appropriately be traced to

the personnel actions or inactions in the selected Ministries.

The philosophical foundation of the study was positivism. The main theory anchoring the

study is the resource based view theory. Other theories included the technology acceptance

model, human capital theory and Goal Model Approach. The study used a quantitative

research design using a cross-sectional survey. Target population was 162 employees (49

top managers, 90 mid-level managers and 132 operational staff) drawn from HRM, ICT

and Finance departments. These employees manage HR matters in the selected

21
Ministries. Proportionate stratified random sampling was used where the employees were

slotted into groups and then randomly picked in order to equally participate in the study.

Yamane’s formula for sample size determination was used to select a sample of 162 out

of 271 employees from selected Ministries in Nairobi City County.

Primary data were collected using self-administered questionnaires. Reliability of the

research tool was verified by a test re-test method while supervisors conducted validity.

Data collection process took two and a half months. The study also the moderating

(government policy) and mediating (service delivery) variables and underscored their

positive influence on organizational Performance of Selected Ministries. Descriptive and

inferential statistics were computed to describe the characteristics of each study variable.

Multiple regression analysis and correlation coefficient were used to establish causal

relationships between the hypothesized variables and performance of selected Ministries.

Content analysis was used to obtain views on the topic from different respondents.

1.7 Limitations of the Study

Firstly, the current research was restricted to six selected National Government Ministries

located in Nairobi City County. The respondents of the study live in Nairobi County,

which makes it difficult to generalize the research findings to other Counties Kenya.

Moreover, the findings are specific to six-selected National Government and therefore

cannot be used for generalizability. However, these limitations should not be assumed to

have compromised the final study findings.

Secondly, there exist few studies on HRMIS and performance of public organizations,

including National Government Ministries in Nairobi City County, Kenya. The main

limitation was obtaining relevant secondary data in this area of study. Besides, accessing

relevant publications and online materials on National Government Ministries in Kenya

was complicated, as most publications contain limited and confidential information.

22
Furthermore, some official websites contained sparse information on the topic. To

mitigate this challenge, the researcher used comparable studies conducted in developed

and developing nations on HRMIS and organizational performance to try to infer the

study results.

Thirdly, this was a descriptive cross-sectional study, which adopted the positivism

philosophy. Primary data were picked from a sample to draw inferences about that

population. Besides, questionnaires were used only once to assess the views of

respondents on HRMIS and performance of selected National Government Ministries.

However, this approach may not have been sufficient to obtain adequate information on

topic. Therefore, future researchers should undertake a longitudinal study using different

methodology (research design, models, tools), to establish the causal link more explicitly.

Lastly, some respondents were reluctant to participate in the study for fear that the

information divulged would be used against them. To mitigate this challenge, the

researcher guaranteed the respondents that the study was strictly for educational purposes.

Others felt that filling the questionnaire would take a lot of their time hence may not have

tackled it comprehensively. To mitigate this challenge, unclear parts of the tool were

clarified and respondents given enough time (up to two weeks) to fill the instrument,

which yielded in collection of adequate and reliable information for the study.

1.8 Organization of the Study

This thesis is divided into five chapters. Chapter one outlines the background of the study

on organizational performance, human resource management information systems

(HRMIS), Government policy, service delivery and National Government Ministries in

Kenya. The chapter further discusses the statement of the problem, research questions,

hypotheses, significance, scope and limitations of the study. The chapter ends with the

organization of the study.

23
Chapter two covers the theoretical foundation upon which the current research is based on

by reviewing the relevant empirical literature on HRMIS and organizational performance.

The empirical review and identified research gaps are presented in a table for ease of

interpretation. Further, the key variables used in this study, which include e-Recruitment,

e-Training, e-Appraisal, e-Payroll, e-Communication, Government policy and service

delivery are discussed and summarized using a conceptual framework.

Chapter three presents the methodology used in the study, that is the research design,

philosophy, operationalization and measurement of variables, target population, sampling

design and procedure, validity and reliability of the research instruments, data collection

procedures and instruments, data analysis and presentation, diagnostic tests, empirical

models, hypotheses testing, and finally the ethical consideration in the research.

Chapter four outlines the research findings and along with the discussions on response

rates and respondents demographic characteristics, descriptive statistics, inferential,

regression and content analysis, which are presented in form of tables and narratives.

Chapter five presents the summary of the main findings of the study and conclusions. It

also outlines its contribution to body the of knowledge, policy recommendations of the

study as well as suggestions for further study.

24
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The chapter reviews the theoretical and empirical literature on human resource

management information systems (HRMIS) and organizational performance. It begins

with a review of two (2) theories and two (2) models popular in information systems and

organizational performance. It is followed by an empirical literature review on the main

variables used in the study namely: dependent (organizational performance of National

Government Ministries in Kenya), independent (e-Recruitment, E-Training, e-Appraisal,

e-Payroll, e-Communication), moderator (Government policy) and the mediator (service

delivery). Finally, a summary of empirical review and subsequent identified research gaps

that were linked to the research problem. The chapter ends with the conceptual

framework of the study.

2.2 Theoretical Review

The study was founded on two (2) theories and two (2) models namely: the Resource

Based View (RBV), Human Capital Theory (HCT), Technology Acceptance Model

(TAM) and Goal Model Approach. The above theories were preferred in the study since

they are essentially associated with business management research. The main theory

anchoring the study is the Resource Based View (RBV) theory. The theoretical review of

the study is summarized as follows.

2.2.1 Resource Based View Theory

Penrose (1959) espoused the resource based view (RBV) theory of the firm. In her

seminal work, the author adopted the RBV approach as a strategic managerial framework

to determine that internal resources of a firm can be exploited to achieve a sustainable

competitive advantage. Additionally, Penrose (1959) stressed that RBV should be used to

analyze and understand the internal resources of the organisation to enhance a firm’s

25
performance and optimal growth. The Penrosian approach heavily influenced Wernerfelt

(1984) and Teece (1982) in their earlier seminal papers.

According to Wernerfelt (1984), the optimal growth of a firm involves a balance between

use of existing internal resources and development of new ones. Teece (1982) in his

influential insights on RBV mentioned that the internal resources of a firm could be re-

deployed to allow the firm’s diversification into new products and services.

Barney (1991) in his pivotal work on RBV alluded that firm’s internal resources (assets,

capabilities, processes, structures, systems, information, knowledge and firm attributes)

can be exploited to achieve sustained superior returns, relative to that of competitors.

Further, he pointed out that for the available internal resources to hold potential as

sources of sustainable competitive advantage, they must be valuable, rare, unique and not

substitutable as compared to potential competitors. According to the RBV theorist, a firm

must develop inimitable and specific internal resources (assets, competencies,

capabilities) that can allow it to outperform possible rivals by doing things differently.

These resources are the strengths that a firm can use to develop and implement value-

creating strategies to enhance firm performance.

According to Barney, Della Corte, Sciarelli and Arikan (2012), for an organization’s

resource to create an advantage, it must be rare (not easily copied by any other firm);

valuable (vital to enable performance improvement in the firm); unique (not ease to

imitate due to its complexity) and non-substitutable (not easily replaceable by other

substitutes). HRMIS is an internal resource that helps a firm to improve performance in

order gain a competitive advantage against its competitors (Wernerfelt, 1984).

It is important therefore that HRMIS should possess the qualities that RBV puts forward

as increasing organization competitiveness. HRMIS is valuable when it has the right kind

of equipment, which includes high-rated power back-ups, sophisticated servers and

26
storage devices. Further HRMIS should have a redundant link to control the system’s

downtime in order to serve the growing demand of end-users, without compromising on

speed and information security (Zafar & Clark, 2009; Wong & Thite, 2009).

HRMIS should also be rare and difficult for competitors to imitate in order to guarantee a

competitive advantage (Porter, 2012; Sarwar, Awan & Nazir, 2013). Similarly, HRMIS

needs to be secure from computer threats such as hackers and viruses. Given the

confidential nature of data in organizations, HRMIS access must be restricted to authentic

users to prevent unauthorized access to information (Kavanagh & Thite, 2009; Hussein,

2012). Moreover, organizations should ensure that data captured on HRMIS is accurate

and relevant to enhance consistency and confidentiality.

However, one limitation of RBV theory is that what is considered as rare, valuable,

unique and non-substitutable internal resource may not always remain so in the business

scenario. Besides, the RBV theory only applies to certain specific environmental

conditions, which if they are not fully met, the competitive advantage is not sustained and

it fades in a relatively short term (Caldas, 2010).

The RBV theory is vital in this study will help to analyze the value of HRMIS and its role

in improving performance of the selected National Government Ministries. If HRMIS

were utilized appropriately, can help improve staff productivity, job satisfaction and

overall organizational performance. Further, the RBV theory was used to support

HRMIS, which needs to be valuable, inimitable and non-substitutable to add to firm

performance and competitive advantage. The theory is applicable since it highlights the

direct relationship between HRMIS and organizational performance.

27
2.2.2 Human Capital Theory

Becker (1994) championed the Human Capital Theory (HCT). The theory suggests that

when organizations training employees to acquire the prerequisite competences, this helps

to raise their productivity which in turn translates into greater economic returns such as

higher incomes and increased lifetime earnings Becker (1994). Mincer (1974) posits that

an employee’s formal education or training determines their earning power and helps

them develop certain skills to help enhance their productivity levels and growth.

Olaniyan & Okemakinde (2008) added that education is vital to a nation’s economic

gains as citizens can benefit from a highly educated workforce. Organizations on the

other hand, can yield to returns on investments (Psacharopoulos, 1994; Cohn & Addison,

1998). Education enables organizations to manage challenges posed by dynamic

technological advancements(Noe, 2010; Obeidat, 2012; Rajasekar & Khan, 2013).

Forman education and training are very instrumental and necessary to improve the

productive capacity of a workforce. Organizations therefore, need to educate or train their

employees to enable them attain requisite knowledge, skills and competences to perform

the assigned tasks efficiently (Karikari, Boateng & Ocansey, 2015; Wild, Chambers, King

& Harris, 2012). A workforce’s skills, life experiences and higher levels of education are

expected to yield to greater productivity, which ultimately translates to increased

economic gains in terms of higher wages and Gross Domestic Product (GDP) growth

hence promoting both individuals and society as a whole (Hatch & Dyer, 2004).

However, a major limitation of the human capital theory is that it assumes that education

and training determine productivity, but it provides little insight into the processes

through which formal education is translated into higher individual wages and earnings in

the workplace (Eide, & Showalter, 2010).

28
Therefore, it is instrumental for policymakers to consider alternative frameworks in

conjunction with human capital theory to adequately understand the link between

education and economic returns such a higher wages. Higher levels of educational

attainment and skills provide an economic value because a knowledgeable workforce can

lead to improved productivity and higher wages across the board (Hanushek & Wosmann,

2010).

The human capital theory was used in this study to help show how National Government

can improve performance equipping employees with requisite knowledge, skills and

competences. Consequently, there is need to invest considerably on educating and

training their employee to earn Return On Investment (ROI) and in the long run, enhance

productivity and organizational performance.

2.2.3 Technology Acceptance Model

Earlier scholars have confirmed a number of factors that influence user acceptance and

intentions to use new information technologies in organizations. Davis (1989) first

developed the Technology Acceptance Model (TAM). The model is the most extensively

used in management research to explain behaviours, intentions and attitudes behind

acceptance and use of information technology/information systems (IT/IS).

Extant research has revealed that TAM is a modification of Fishbein and Ajzen’s Model

of Reasoned Action, which concentrated on consumer intentions and behaviours a hence

received considerable attention in the 1980’s (Sheppard, Hartwick & Warshaw, 1988). In

particular, the model by Fishbein and Ajzen (1975), not only predicted consumer

intentions and behaviours appropriately but also provided a relatively simple basis for

identifying where and how to target consumers’ behavioural change attempts. Over time,

the Reasoned Action Model though had some limitations due to its generality and context,

has been recognized by subsequent researchers (Sheppard, Hartwick & Warshaw, 1988).

29
The consumer intentions and behaviours in the Reasoned Action Mode were substituted

with perceived usefulness and perceived ease of use as advocated by the TAM. The

Technology Acceptance Model is designed to measure the adoption of new technology

based on customer behaviours, intentions and attitudes. The model tries to predict and

explain system use for both vendors and IT managers (Suh and Han, 2003).

A study by Venkatesh and Bala (2008) set forth three major determinants of adoption and

utilization of information systems, which included accessibility (user-friendliness),

usefulness (suitability, convenience) and acceptance (ease of use). According to Davis,

Bagozzi & Warshaw (1989), accessibility (user-friendliness) is the extent an end-user

believes that using a new information system would increase their productivity. The more

a user finds an information system easier to use, the more they will operate it with ease.

A research by Abdulah, Wahab, Shamsuddin and Hamid (2013) interpreted usefulness

(suitability, convenience) as the point that an end-user perceives that using the

information system is useful to their job and would enable them to accomplish assigned

tasks more quickly and efficiently. According to Zhu and Kraemer (2005), usefulness

depends on perceived benefits that the end-user derives from using the new information

system. When they perceive that using the information system would enhance their

efficacy on the job, then they become eager to adopt and use it.

Venkatesh and Bala (2008) understood acceptance or ease of use to denote the point that

an end-user recognizes that using the new information system would be easy, fast, and

free from any effort. Acceptance also denotes the ability by a user to use the information

system to perform the assigned tasks efficiently and effectively. Ease of use can lead to

employee satisfaction and improved productivity. However, an individual’s attitude is can

affect the acceptance or rejection of a new information system hence influencing

performance positively or negatively.

30
Many organizations across the world have invested in information systems

implementations to support management of HR processes. It is worth noting that the end-

users determine use of the existing IS in organizations (Davis, Bagozzi & Warshaw,

1989). Thus, information systems if appropriately utilized can enhance performance gains

in organizations. However, these information systems do not improve performance of

organizations if users fail to use them optimally. Besides, organizations need to evaluate

intentions or motives behind user acceptance or rejection.

However, the Technological Acceptance Model (TAM) has some limitations. While

TAM helps to understand users’ behaviours, intentions and acceptance of new technology

in organizations, it does not explain the change in attitude and behaviour especially in the

context of HRMIS (Chandio, Burfat, Abro & Naqvi, 2017). To address its shortcoming in

the study, the model was enhanced to incorporate earlier studies for a broader view.

The TAM theory was adopted in the study to show how HRMIS acceptance by managers

and employees in National Government Ministries can improve organizational

performance. However, the level of user-acceptance may not result in equally good

results in all Ministries since different employees have different behaviours and attitudes,

which can affect performance of the organizations.

2.2.4 Unified Theory of Acceptance and Use of Technology Model

Venkatesh, Morris, Davis and Davis (2003) developed the Unified Theory of Acceptance

and Use of Technology (UTAUT) Model. The model has over the years been used

extensively by different researchers to expound on behaviour and intent to accept use of

information technology/information systems (IT/IS). Venkatesh, Morris, Davis and Davis

(2003) combined eight theoretical models to explain the individual acceptance and usage

intention of IT. They include the Theory of Reasoned Action, TAM, Personal Computer

Usage Model, Motivational Model, Innovation Diffusion Theory, Social Cognitive

31
Theory, Planned Behaviour Theory, and Combined TAM and Planned Behaviour Theory

(Ayaz & Yanartas, 2020).

The model consist of four determinants that directly affect behaviour and intention to use

IT/IS namely Performance Expectancy (PE), Social Influence (SI), Effort Expectancy

(EE) and Facilitating Conditions (FC). In addition, the model includes four intermediate

individual variation variables such as age, gender, experience and voluntariness of use,

which predict the intentions to use IT/IS (Venkatesh, Morris, Davis, & Davis, 2003).

According to the existing empirical research, the Facilitating Conditions (FC) are

identified as the key determinants of adopting user acceptance and usage behaviour IT/IS.

The UTAUT model has evolved over the years and many researchers have tested it to

explain behavioural intention to use IT/IS. Extensive research has revealed that

employees can show a positive attitude towards a system only if it satisfies their

Performance Expectations (PE) and Effort Expectations (EE). Further, the Facilitating

Conditions (FC) helps to create an increasing Social Influence (SI), among users hence

affecting the intent to use the IT/IS (Chao, 2019; Thomas, Singh & Gaffar 2013;

Dwivedi, Rana, Tamilmani & Raman, 2020; Li & Zhao, 2020; Ayaz & Yanartas, 2020).

In this study, the model was used to explain the factors affecting the behaviour and intent

to use information systems and information technology (IT/IS) in National Government

Ministries in Nairobi City County. The research aimed to verify the factors affecting the

users’ behaviour and intent to accept use of HRMIS to improve organizational

performance. However, the slow and sometimes inaccessible system due to poor internet

connectivity, lack of ICT infrastructure, equipment (computers), regular training and

office space were other factors affecting intent to use the HRMIS. Therefore,

management should allocate sufficient funds on HRMIS to improve its usage for

realization of better organizational performance.

32
2.2.5 Goal Model Approach

A number of authors have attempted to highlight the inherent complexity in the

effectiveness theory (such as Price, 1968; Perrow, 1970; Quinn and Rohrbaugh, 1983;

Weese, 1997). These theorists have postulated five approaches to measuring

organizational effectiveness. They include the Goal Model, System Resources Model,

Process model, Multiple-Constituency Model and the Competing Values Approach

(Chelladurai 1987, Shillbry & Moore, 2006).

For purposes of this study, the researcher adopted the Goal Model Approach, which is

considered an ideal theory for identification of goals to measure organizational

performance. According to Weese (1997), the Goal Model Approach is the most widely

used assesses the effectiveness of an organization in terms of its success in realizing its

intended goals (Price, 1968). The goal model approach defines effectiveness as the degree

to which an organization has achieved its goals (Rojas, 2000).

As revealed by existing research, the goal approach has its weaknesses. The most

common limitation is the reality that an organization may have numerous goals that may

conflict with one another (Weese, 1997). Unclear, unstable and conflicting goals makes it

very difficult to measure organizational effectiveness. Another drawback is that an

organization’s goals (mainly the short-term operative goals) may shift over time due to

competition or external pressures (Steers, 1975).

However, despite limitations, the Goal Model Approach has evolved following extensive

research by different scholars. Herman and Renz (2004) opined organizations should,

continually set known goals to achieve organizational effectiveness and a sustainable.

Empirical literature has shown that to remain viable and get a competitive advantage,

organizations should set clear goals to increase productivity and organizational

effectiveness (Sowa, Selden & Sandfort, 2004). When employees work without clear

33
communication on the set goals, they may not know the value they are adding to the

organization. According to Herman and Renz (2004), clear communication and feedback

on goals is vital for performance improvement and organizational effectiveness.

Clarifying goals, expectations and individual roles have a greater impact on the

achievement of those goals (Xavier, 2002).

However, the Goal Model Approach’s main limitation is goal displacement, which may

ensue owing to numerous goals that may conflict with one another hence hampering

realization of the envisioned organizational goals (Steers, 1975). Further, short-term goals

may shift over time due to restructuring, external competitive pressures, unclear goals or

lack of consensus amongst line managers, thereby making it very difficult for the

organization to achieve intended goals.

Another limitation of the Goal Model Approach is that some goals are way above an

employee's knowledge, skills and competencies hence affecting their performance and

motivation to complete them in a timely manner (Ashraf & Kadir, 2012). Another

limitation is that there should be a general agreement on the specific goals and the people

involved should feel committed to fulfilling them. Additionally, achieving them requires

certain indispensable resources. Therefore, the goal model is seemingly appropriate only

when certain conditions are met (Robbins, 2003).

The Goal Model Approach was used in this study to show that National Government

Ministries can achieve expected organizational performance if they use available

resources prudently (funds, human capital, HRMIS). Moreover, they should help

individual employees acquire required skills to improve productivity and overall

organizational performance.

34
2.3 Empirical Review

2.3.1 Recruitment and Organizational Performance

Ogohi (2019) conducted a survey to examine the impact of e-recruitment on

organizational performance. The qualitative research targeted two Commercial Banks in

Nigeria (Zenith and Fidelity Banks). Sample size was 137 employees. Data were

collected using a questionnaire and analyzed using regression analysis and Pearson

correlation. It was found that e-Recruitment process is efficient and cost-effective. It is a

key determinant to achievement of organizational goals. Thus, HR officers must obtain

the right employees for the right jobs. However, the findings focused on only two

commercial banks in Nigeria, hence there is a need for more studies in a Kenyan context.

Adam, Ogolla and Maore (2017) conducted a research to analyze effect of recruitment on

six registered organizations in Mogadishu, Somalia. The descriptive survey targeted staffs

in agencies for the United Nations. The research used simple random sampling to pick the

subjects. It was found that effective recruitment processes are important to any

organization desiring to attract and appoint qualified employees. Moreover, screening

applications and resumes were important in shaping an organization’s performance.

However, the study findings were limited to six United Nations organizations in Somalia.

Okeke-Uzodike and Subban (2015) conducted a research on the influence of recruitment

process and organizational productivity in nine Federal Government Ministries and a

Public Service Commission in Abuja, Nigeria. The study combined both quantitative and

qualitative research methods. Data were collected from seventy-eight participants (lower,

middle and top management levels), who conduct recruitment processes in Nigerian

ministries. The study found that recruitment processes are key for organizational

performance and competitiveness. However, the focus of the study was in a Nigerian

context, hence lacks generalizability.

35
Abomeh and Iheabunike (2013) considered assessment of recruitment practice on

organization performance. The descriptive survey was conducted in twelve hospitality

organizational units in Abuja, Nigeria. The study targeted directors, managers and

supervisors. Data were collected using a questionnaire. It was found that organizations

should adopt appropriate recruitment processes that will attract the right quantity and

quality manpower with the right knowledge, skills and altitude to steer the day to day

operation of the business to achieve organizational goals. Conversely, the study narrowed

its scope to hotels in Nigeria, thus its results may not be applicable to the current study.

Further investigation is needed using Kenyan situation to obtain broad interpretation.

2.3.2 Training and Organizational Performance

Khan, Khan and Khan (2011) studied the impact of training and development on

organizational performance. The descriptive survey sampled one hundred employees

from different organizations in Islamabad, Pakistan. The study focused on job training,

training design and delivery style. Secondary data comprised of comprehensive literature

review. It was found that organizations need to allocate adequate resources for training

while managers should develop apt programs to help identify staff with trained needs.

Further, it was found that training improves productivity and organizational performance.

However, the study focus was Pakistan, hence the results are not relevant in Kenya.

Rajasekar and Khan (2013) conducted a critical evaluation on training and development

function in public sector organizations. The case study covered eleven public sector

organizations in Omani, Saudi Arabia. Primary data were collected using interviews. The

study found that e-Training decreases travel costs and is more flexible and convenient.

However, only challenge was in implementing the changes. The study also found that e-

Training was enabling organizations realize returns on investment. However, the findings

of the research were narrowed to government organizations in Omani.

36
Hassan (2011) used a case study to survey the impact of employee training on

performance of public sector organizations in Zanzibar. The research used purposive and

stratified sampling techniques to pick twenty-five administrative staffs working in the

Second Vice President’s office. Data were collected using questionnaires, interviews and

documentaries. Data were analyzed using content analysis. It was found that training

should be planned and implemented effectively to enhance staff productivity and

performance. However, the findings of the research were restricted to public sector

organizations in Zanzibar.

2.3.3 Performance Appraisal and Organizational Performance

Mollel, Mulongo and Razia (2017) conducted an empirical research on perception of

public service employees on performance management in Muheza District, Tanga

Region, Tanzania. The study targeted 2232 employees and a sample of 339 was randomly

selected. The study used questionnaires and interview to collect data. It was found that

managers and supervisors should strive to maintain appraisal reports to assist in decisions

on promotions or demotions. Such understanding whether employees are satisfied or

dissatisfied with their work can help to retain potential employees, lower absenteeism and

turnover rates. It was also found that there is need to keep the HR scorecard to help

measure, manage and improve the strategic role of HR department and account its

influence on organizational performance. However, the study was restricted to the public

service Ministries in Tanzania.

Njeje, Chepkilot and Ochieng (2018) explored the effect of e-Appraisal and organization

performance of eighteen Sacco’s in Kenya. The descriptive survey was cross-sectional

and used purposive sampling to select 54 employees in the HR department.

Questionnaires were used to collect data. The study was anchored on TAM theory. Data

was analyzed using correlation, descriptive and inferential statistics.

37
It found that organizations should improve on management of data on appraisals to

identify high-performers, under-performers and categorize individuals with development

and training needs. Further, organizations should develop appropriate framework on

performance management to obtain accurate analysis on productivity levels. Nonetheless,

the study’s focus was on Sacco’s and hence findings may not be relevant in a Kenyan

context.

Al-Raisi, Amin and Tahir (2011) conducted a research on evaluation of e-performance

analysis and assessment in the United Arab Emirates (UAE) organizations. The

descriptive survey was conducted in the United Arab Emirates. The research used

questionnaires and interviews to collect data. The study was founded on TAM theory.

Data were analyzed using descriptive and inferential statistics. It was found that

supervisors should regularly record appraisal reports on staff performance to boost

productivity and improve organizational performances. Further, it was found that

performance appraisal reports contain personnel actions that affect the status of individual

employees regarding salary review, promotion, demotion, retention, termination or even

identification for training programs. Conversely, the research was restricted to federal

organizations in UAE and hence decreases generalizability of the findings.

2.3.4 Payroll and Organizational Performance

Palladan and Palladan (2018) conducted a qualitative research on employees’ views on

payroll computerization and its impact on their productivity. The descriptive study

adopted a grounded theory approach. The research targeted eleven bursary staff selected

from three different institutions in Gombe, Nigeria. A purposeful sampling was adopted.

Four payroll staffs and seven non-payroll staffs were interviewed. The study found that

use of e-Payroll has simplified salary calculations and expedited payroll processing in

Nigerian tertiary institutions.

38
Besides managers are enabled payroll managers to maintain attendance data and salary

payment information for future reference. However, the research was restricted to

Nigeria. Therefore, there is need for a longitudinal research using quantitative methods to

allow higher levels of expression of the participant’s views.

Sam, Hoshino and Tahir (2012) surveyed the e-payroll system in Small and Medium

Enterprises in Melaka, Malaysia. The descriptive study sampled one hundred and thirty-

four Chief Executive Officers from selected districts of Melaka Tengah, Alor Gajah and

Jasin. Data were collected using questionnaires. Data were analyzed using descriptive

statistics, Anova, correlation and regressions. The study found that e-payroll provides

accurate and comprehensive information to help managers make informed decisions.

However, the study was restricted to the manufacturing sector in Malaysia hence the

findings cannot be generalized to suit a Kenyan perspective.

Abdulah, Wahab, Shamsuddin, and Hamid (2013) conducted a study on acceptance of

computerized payroll system among small and medium enterprises managers. The study

was founded on the TAM theory. The research was descriptive. Forty managers were

targeted for the study. Data were collected using questionnaires and analyzed using

descriptive statistics, Spearman correlation coefficient and chi square. It was found that e-

Payroll reduces errors associated with traditional and manual systems. It decreases

payroll-processing time and can generate timely payslips. Moreover, it generates and

stores information on salary payments, employee personal details and attendance data.

The monthly payroll records (such as salary increments, effecting promotions,

allowances, arrears payments, bank loans and Sacco loans earnings and deductions,

among other payroll aspects) can be saved, stored and retrieved to facilitate quick

decisions on personnel actions.

39
The outstanding feature is that the study was limited to a Malaysian environment. A

similar study is essential in a Kenyan context due to variant factors such as organizational

size, environment and participants characteristics.

2.3.5 Communication and Organizational Performance

Femi (2014) surveyed the impact of communication on workers’ performance in four

selected private organizations in Lagos State, Nigeria. The research design was a

descriptive survey. Data were collected using a questionnaire. Sample size was 120

respondents who were picked using stratified random sampling technique. Data were

analyzed using both descriptive and inferential statistics. It was found that effective

communication succeeds when employees are engaged and willingly involved on issues

of importance, which increases their job satisfaction and commitment. When employees

are informed about organizational goals and their involvement in achieving them is

recognized, this feedback plays a vital role in increasing workers performance and

organizational productivity. However, the study was restricted to Nigerian private

organizations, which limits its generality.

Hansma and Elving (2008) assessed the role of top managers and supervisors in

communicating organizational change in government and non-governmental

organizations in Netherlands. The research targeted 2 organizations. The survey was

qualitative. It was conducted through online communication to facilitate data collection.

Sample size was thirty-seven participants. The study found that to communicate

organizational change successfully, top managers and supervisors should seek the

engagement of others to achieve organizational goals. Engagement implies a need for

employee involvement in participative decision-making on the change program. When

managers discuss about organizational changes with the employees, this makes them feel

secure about their future in the organization.

40
Unlike the current study, the research was qualitative and limited to structures and

systems in Netherlands. More research is necessary in Kenya.

Babatunde (2015) explored the importance of effective communication in public and

private organizations in Lagos, Nigeria. This was a qualitative research. Data were

gathered using textbooks and journals. Data were analyzed using content analysis. It was

found that HR managers need to engage employees to obtain necessary information for

decision-making. They should also communicate the management decisions to employees

to encourage commitment to organizational goals. However, this research was limited to

work groups in both private and public sector organizations in Lagos, Nigeria. Due to

these limitations, it may decrease the ability to generalize its results to suit other

organizational settings including that of National Government Ministries in Kenya.

2.3.6 Government Policy and Organizational Performance

Chelimo and Ouma (2017) analyzed the effect of human resource policies on employees’

performance in the banking sector, a case study of the Co-operative Bank of Kenya. The

study focused on recruitment, appraisal and compensation policies. The study used a

descriptive research design. Target population was three thousand employees in the

management and non-management levels. Stratified random sampling was adopted to

select a sample size of one hundred and twenty-three respondents. The study used an

electronic questionnaire to collect data, which were analyzed using descriptive statistics.

It was found that organizations should conduct regular compliance surveys to create

awareness to new recruits and sensitize existing employees on government policy to

ensure totality in compliance, consistency and application. Further, management should

take disciplinary action on managers found to be unfair in their assessments to enhance

ethical conduct and professionalism. However, the findings of the study were specific to

the bank and hence may to be relevant in the context of a government Ministry.

41
Kumar, Mehra1, Inder and Khan (2014) conducted a study on human resource policies

and practices for primary healthcare system in New Delhi, India. The descriptive research

examined recruitment, training, performance, compensation and transfer policies. Target

population comprised of health care providers, middle and top-level health managers.

Data were collected using interviews. The study found that organizations should develop

comprehensive government policy on HR to increase equity and compliance in

recruitment, salaries, training and other privileges in organization. The study was

restricted to facilities in New Delhi. There is need for a comprehensive research in a

Kenyan context to enhance generalizability of the findings to other sectors and countries.

Harash, Al-Timimi, Alsaad, Al-Badran and Ahmed (2014) examined the dimensions of

Government policy as a moderator on the relationship between contingency factors and

performance of research & development activities in Universities. It was found that

government policies have a direct impact on research & development activities as they

contribute to superior performance. However, the study’s findings were restricted to

employees in the Ministry of Education in Iraq. More research is necessary is necessary

in a Kenyan context to obtain relevant results.

2.3.7 Service Delivery and Organizational Performance

Masrurul (2019) undertook a survey on the impact of service quality and client

satisfaction on the organization’s performance. The study focused on the tourism industry

in Chittagong, Bangladesh. Questionnaire were used for data collection. Convenience

sampling technique helped sample one hundred respondents. Data were analyzed using

descriptive, correlation and regression analysis. It was found that service delivery

enhances client satisfaction, which translates to organizational success. However, the

research focused only on the tourism industry. There is need for another study to obtain

results that are relevant to a Kenyan National Government Ministry.

42
Swar and Sahoo (2012) explored the determinants of quality services in the banking

industry in Odisha, India. The research used questionnaires to collect data from six

hundred bank customers and one hundred and twenty-five employees were selected on

judgmental basis. The study found that it is necessary for management to interaction with

employees regularly to evaluate their experiences for effective service delivery. However,

further research is necessary in Kenyan environment.

Munhurrun, Bhiwajee and Naidoo (2010) investigated the extent of service delivery in

road transport department, Mauritius. It was revealed that organizations should regularly

sensitize their front-office employees to enhance their customer-service skills and enable

them provide reliable services that meets or exceeds clients’ expectations. Moreover,

managers in organizations should ensure that when they promise to deliver a service

within a promised time, they must fulfil the promise. However, the study was limited to

the Mauritian public service and hence the result limits its relevance in Kenya.

Ali and Bisht (2018) conducted a comparative study to measure customers’ satisfaction

level in public and private banks in different parts of Uttar Pradesh, Northern India. The

study used questionnaires to collect data from 200 customers who were drawn from the

rural areas. The study adopted the SERVQUAL dimensions. It was found that tangibility

and empathy are the other factors that enhance satisfaction among clients. However, the

study was restricted to India and hence the results are specific to the banking institutions.

2.3.8 HRMIS and Performance of Organizations

Kyama (2010) assessed the status of Human Resource Management Information Systems

(HRMIS) implementation in the Ministry of Gender and Community Development in

Lilongwe, Malawi. The study adopted a descriptive survey. Data were collected in

twenty-eight districts using interviews and discussions. The study focused on recruitment,

payroll, performance management and pension, among others HR practices.

43
The study found that there is need to adopt HRMIS to facilitate proper HR planning and

improved service delivery. However, the study was qualitative and focused on one

Ministry. Hence, the different background makes the findings cited specific to the

Ministry.

DeVries, Kiarie and Wakibi (2016) evaluated the influence of HRMIS in the Ministry of

Health and Social Work in Swaziland. The study used interviews to collect data. The

study findings revealed that while HRMIS enhances accessibility, accuracy and

transparency of data, use of the system was minimal in the Ministry due to lack of an

integrated HR data storage and unlinked information systems. The study was qualitative

and focused on a single Ministry. Further research is necessary in a Kenyan context to

obtain a broader analysis.

Khashman (2016) empirically investigated the link between HRMIS and performance of

organizations. This study was conducted in 39 private hospitals in Amman, Jordan. The

study adopted a descriptive approach. It was found that HRMIS enhances business

operations and provides timely information for quick decision-making. However, the

study was not undertaken in Kenya. Hence, the conclusions may only be relevant to the

thirty-nine private hospitals in Amman, Jordan.

Midiwo (2016) assessed the influence of HRMIS on performance of three Kenyan public

universities. The research was descriptive. The study used qualitative and quantitative

data. Stratified and simple random sampling techniques were used to identify staff for

interviews. The study was founded on TAM, Servqual Theory and De Lone and McLean

information systems success model. It was found that HRMIS generates timely data for

quick decision-making. Although the study used some comparable variables, the findings

cannot be assumed to suit National Government Ministries in Nairobi City County.

44
Further, the study did not examine the moderating effect and mediating effect on the

causal link between independent and dependent variables hence the need to for further

research to improve its statistical significance.

2.4 Summary of Empirical Review and Identified Research Gaps

Previous empirical studies on HRMIS and organizational performance were theoretical

and mainly concentrated on European, American, Asian, and some African countries.

Few studies have measured the moderator and mediator variables and addressed their

effects on organizational performance. However, there is little or no empirical literature

on HRMIS and performance of selected National Government Ministries in Nairobi City

County, Kenya, hence the need to conduct this research to fill the knowledge gap.

Table 2.1: Summary of Empirical Review and Identified Research Gaps

Thematic Purpose Key Identified
Area Author(s) of the Research Findings Knowledge Gaps
Recruitment Ogohi Survey on impact E-recruitment  Focused only on
(2019) of e-recruitment process is cost- qualitative
on organizational effective. It is research
performance of reliable for  No mediator or
two Commercial identifying & moderator
Banks retaining talented variables
in Nigeria individuals in
organizations
Adam, Analyzed the Use of effective  Focused only on
Ogolla & effect of hiring tools helps to simple random
Maore recruitment on recruit staffs with sampling
(2017) performance of 6 requires skills &  No mediator or
listed UN competences moderator
Agencies in variables
Somalia
Abomeh Appraised the Type employees  Focused only on
& impact of hired by an quantitative
Iheabunike recruitment on organization research
(2013) performance of influences  Focused only on
12 hotels in achievement of directors,
Abuja, Nigeria organizational goals managers &
supervisors
 No mediator or
moderator
variables

45
Thematic Purpose Key Identified
Area Author(s) of the Research Findings Knowledge Gaps
Training Khan, Understanding Training helps equip  Focused only on
Khan & the employee with job training,
Khan effect of training required skills to training design &
(2011) and development, perform assigned delivery style
on the job tasks efficiently  No mediator or
training, training moderator
design and variables
delivery style on  Focused only on
organizational secondary data
performance in
Islamabad,
Pakistan
Performance Mollel, To explore the Appraisal  Focused only on
Management Mulongo influences of recognition increases quantitative
& Razia performance job satisfaction & research
(2017) appraisals on employee  Focused only on
organizational commitment to simple random
performance of organizations sampling
government  No mediator or
employees in moderator
Muheza, variables
Tanzania
Njeje, Examine the  Manage appraisals  Focused only on
Chepkilot effect of e- data to identify quantitative
& Ochieng performance individuals with research
(2018) management training needs  Used only
systems on  Develop purposive
organization appropriate sampling
performance of framework to  Focused only on
eighteen Sacco’s obtain accurate Sacco’s & HRM
in Kenya analysis on Department
productivity levels  Focused only on
TAM theory
 No mediator or
moderator
variables
Payroll Palladan Assess the views Job satisfaction helps  Focused only on
Management & of employees on improve productivity quantitative
Palladan e-Payroll on & performance of research
(2018) productivity in 2 employees  Focused only on
Universities in grounded theory
Gombe, Nigeria approach
 No mediator or
moderator
variables
Sam, Surveyed Use of e-Payroll  Focused only on
Hoshino & adoption of e- helps managers to quantitative
Tahir payroll system in make timely & research
(2012) SMEs in the informed decisions  Focused only on
manufacturing

46
Thematic Purpose Key Identified
Area Author(s) of the Research Findings Knowledge Gaps
sector in Melaka, chief executive
Malaysia officers in three
selected districts
 No mediator or
moderator
variables
Organizational Femi Surveyed the  Effective  Focused only on
Communication (2014) influence of communication quantitative
communication creates mutual research
on organizational understanding  Focused only on
performance of 4 between managers stratified random
private & employees sampling
organizations in  Poor  No mediator or
Lagos, Nigeria communication moderator
affects employee variables
performance due to
confusion, unclear
roles & duties
Hansma & Assessed the Successful  Focused only on
Elving influence of organizational thirty-seven
(2008) organizational communication helps participants
communication improve employees’  Focused only on
on performance performance & quantitative
of government organizational research
and non- productivity  Focused only on
governmental stratified random
organizations in sampling
Netherlands  No mediator or
moderator
variables
 Data were
collected using
online
communication
Human Kyama Assessed the HRMIS facilitates  Focused only on
Resource (2010) status of HRMIS proper HR planning quantitative
Management implementation in & improved service research in one
Information the Ministry of delivery Ministry
Systems Gender and  Focused only on
(HRMIS) Community interviews &
Development in discussions
Lilongwe,  No mediator or
Malawi. moderator
variables
Khashman Investigated the HRMIS enhances  Focused only on
(2016) impact of HRMIS business operations quantitative
on performance & provides timely research
of 39 private information for quick  Focused only on
hospitals in decision-making simple random

47
Thematic Purpose Key Identified
Area Author(s) of the Research Findings Knowledge Gaps
Amman, Jordan sampling
 No mediator or
moderator
variables
Midiwo, J. To measure HRMIS offers  Focused only on
(2016) influence of quality, accurate and TAM, Servqual
HRMIS on reliable data to theory & De Lone
performance of 3 support quick & McLean
Kenya public decision-making information
universities systems model
 No mediator or
moderator
variables
Government Harash, Examined the Government policy  Focused only on
Policy Al- dimensions of has a direct impact quantitative
Timimi, government on research & research
Alsaad, policy as a development  Focused only on
Al-Badran moderator on the activities, which simple random
& Ahmed relationship contribute to the sampling
(2014) between Universities’  No mediator or
contingency superior performance moderator
factors & variables
performance of  Focused only on
research & research &
development development
activities in activities in one
Universities, Iraq Ministry
Service Masrurul Surveyed the Provision of quality  Focused only on
Delivery (2019) impact of service service enhances qualitative data
quality & client client satisfaction,  Focused only on
satisfaction on which translates to the tourism
organization’s organizational industry in
performance success Chittagong,
Bangladesh
quantitative
research
 No mediator or
moderator
variables
Swar & Explored the Management to  Focused only on
Sahoo determinants of interaction with qualitative data
(2012) quality services in employees regularly  No mediator or
the banking to evaluate their moderator
industry in experiences for variables
Odisha, India effective service  Respondents
delivery were selected
using judgement
basis
Source: (Survey data, 2021

48
2.5 Conceptual Framework

Figure 2.1 below presents a model depicting the relationship between the study variables.

Mediating Variable
Service Delivery
 Reliability
 Responsiveness
 Assurance
Ho7
 Tangibility
 Empathy
HRMIS
e-Recruitment
 Applicant tracking Performance of
 Reduced recruitment costs
Ho1
National Government
 Records of e-resumes Ministries in Nairobi
City, Kenya
e-Training
 HR skills inventory
 Training costs Ho2
 Return on investment

e-Appraisal
 Appraisal reports
 Productivity
 Retention & turnover rates Ho3
 HR balance score card
 Job satisfaction

e-Payroll
 Salary reports  Quality
 E-payslips Ho4
 Attendance data

E-Communication
 Satisfaction surveys
 Employee feedback
Ho5
 Employee engagement rates

Independent Variables Dependent Variable

Ho5

Government Policy
 Policy compliance surveys
 Reduced irregularities
 Work attitudes
 Staffing norms

Moderating Variable

Figure 2.1: Conceptual Framework

Source: (Researcher, 2021)

49
The conceptual model shown in Figure 2.1 was founded on the arguments discussed in

the empirical review section 2.3. The model is based on the research objectives and

hypothesis outlined in section 1.3 and 1.4 of this report.

Secondly, the model evidently displays the different study variables and their influence

on organizational performance. The framework shows that HRMIS (e-Recruitment, e-

Training, e-Appraisal, e-Payroll and e-Communication) are the independent variables

proposed to influence the dependent variable (performance of selected National

Government Ministries in Nairobi City County) which were measured using efficiency,

effectiveness, productivity and employee satisfaction. The hypotheses of the study were

also developed and tested based on this model.

Thirdly, each study variable in the conceptual model has been discussed comprehensively

in the empirical review section. Government policy was the moderating variable while

service delivery was the mediating variable. The conceptual model is based on the

integration of a number of theories that points out the relationship that may exist between

HRMIS and organizational performance.

The theories that have been adopted to guide this study included the Resource-Based

View (RBV) theory, Human Capital Theory (HCT), Technology Acceptance Model

(TAM), Goal Model Approach, and the Unified Theory of Acceptance and Use of

Technology (UTAUT) Model. The five theories have been explained broadly in the

theoretical review section 2.2 of the current study.

50
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter presents the research method that was adopted in the study. The section

provides the research design, philosophical foundation, operationalization and

measurement of variables, target population, sampling design and procedure, sample size

data collection instrument, validity and reliability of the research instruments, data

collection procedure, data analysis and presentation, diagnostic tests, empirical model,

hypotheses test and finally the ethical considerations.

3.2 Research Design

The study adopted a quantitative design using a cross-sectional survey. The design was

preferred because it enabled the researcher to collect data from a large population and at a

specified time (Dawson, 2002; Orodho, 2008). This yielded both qualitative and

quantitative data. The approach also allowed the researcher to come up with answers to

the questions of who, what, when, where, why and how of the population as

recommended by Kothari (2008). Further, the researcher was able to report the way

things are in the selected National Government Ministries. As suggested by Mugenda &

Mugenda, (2013), none of the variables influenced the situation in any way, which helped

to reduce on bias and increase reliability of the gathered information.

3.2.1 Research Philosophy

Research philosophy is the belief or assumption about the techniques in which data about

a social phenomenon should be collected, analyzed and utilized to solve a problem.

Research philosophy has many branches, which are linked to a wide-range of disciplines.

The most commonly applied approach in social and management studies is the positivism

philosophy. The choice of a philosophical approach enables the researcher to decide

51
which research methodology should be adopted and why, which is derived from the

research questions (Saunders, Lewis & Thornhill, 2012).

The current study adopted the positivism philosophy. Under this philosophical approach,

the positivist researcher follows a highly structured methodology to collect from large

samples. The researcher can collect quantitative and qualitative data using surveys, direct

observations or people’s perceptions and experiences. However, the positivist researcher

cannot manipulate respondents during the data collection process, as they are independent

to the subject of the research.

Knowledge in this approach is deduced from developing theoretical models and

hypotheses testing to provide data, which can be used for statistical analysis and further

research. Further, the positivism philosophy assumes that efficiency or effectiveness or

vice versa of an organization can only be discovered by evaluating the internal business

processes and assessing employee behaviours or perceptions on a given social

phenomenon to draw inferences (Hatch and Cunliffe, 2006).

In this study, employee behaviours and perceptions were assessed, theoretical models

developed, and hypotheses tested to determine the causal relationship between HRMIS

and performance of selected National Government Ministries. The study showed a

positive relationship between HRMIS and organizational performance.

3.3 Operationalization and Measurement of the Study Variables

This research used organizational performance as the dependent variable, HRMIS as the

independent variable, Government policy as moderating variable and service delivery as

mediating variable. The variables were operationalized and measured as illustrated in

Table 3.1

52
Table3.1: Operationalization and Measurement of the Study Variables
Dimension/
Measurement/Key Part in the
Variable Nature Operationalization Performance Indicators Questionnaire
e-Recruitment Independent Attract, identify and  Applicant tracking  Statements to
variable appointing suitable  Less recruitment costs be measured
personnel to support  Database of e-resumes using a 1-5
achievement of  Cost per hire point scale
organizational goal  Part B
e-Training Independent Acquisition of skills  An updated HR skills  Statements to
variable and competences inventory be measured
that result in  Existence of training plans using a 1-5
enhanced  Records of training costs point scale
productivity levels  Records of trained staff  Part B
 Improved efficiency &
employee satisfaction
e-Appraisal Independent Improving the  e-Performance appraisal  Statements to
variable performance of reports be measured
employees through  HR scorecards using a 1-5
career development  Employees’ turnover rate point scale
 Continuous monitoring,  Part B
feedback to employees
 Improved performance &
productivity
e-Payroll Independent Regular internal  Timely processing of  Statements to
variable payroll audits payroll & salary payment be measured
 Reduced payroll errors, using a 1-5
duplications, frauds point scale
 Headcount and leave of  Part B
absence reports
 Compliance to statutory
remittance - KRA, NHIF
 Wage bill and personnel
emoluments reports
 Archived e-payslips
 Payroll audit reports
 Archived Payroll backups
e- Independent Continuous  Presence of online  Statements to
Communication variable coordination and publications containing be measured
dissemination of government policies, using a 1-5
data and information strategic plans, service point scale
in the Ministries charters, e-Newsletters,  Part B
performance reports
 Communication logs &
surveys
 Expenditure on HRMIS
for maintenance, upgrades,
ICT infrastructure &
equipment, Wi-Fi,
intranets, patents,
trademarks, copyrights

53
 Dimension/
Measurement/Key Part in the
Variable Nature Operationalization Performance Indicators Questionnaire
Government Moderating Continuous review  Number of sensitization  Statements to
policy variable and dissemination of surveys on existing be measured
Government Government policies, using a 1-5
policy manuals and norms & standards point scale
guidelines on HRM  Number of monitoring &  Part C
evaluation of compliance
to Government policy
 Expenditure to:
o Develop & review
Government policies
o Sensitize & conduct
surveys on norms &
standards
o Conduct HR audits
Service Mediating Extent employees  Reliability  Statements to
delivery variable are willing and  Responsiveness be measured
committed to serve  Tangibility using a 1-5
and respond to the  Assurance point scale
needs of clients  Empathy  Part D

Organizational Independent Optimal use of  Staff productivity  Statements to

performance variable available resources  Operational efficiency be measured
to transformation  Communication using a 1-5
organizational effectiveness point scale
activities to achieve  Employee satisfaction  Part E
key business goals
Source: (Researcher, 2021)

3.4 Target Population

The target population comprised of 271 employees working in 6 selected National

Government Ministries in Nairobi City County (see Appendix V). The unit of analysis

was one National Government Ministry while the unit of observation were 162 employees

who included 49 top managers, 90 mid-level managers and 132 operational staff drawn

from HR, ICT and Finance departments. The employees were specifically preferred

because of the geographical distribution that helped determine effective HRMIS

implementation, training and utilization.

54
The target population of the study is as presented in Table 3.2.

Table 3.2: Target Population

Levels of Management Population Percentage %

Top Management 49 18
Middle-level Management 90 33
Operational Staff 132 49
Total 271 100
Source: Human Resource office, State Department for Public Service and Youth (2021)

3.5 Sampling Design and Procedure

The research adopted stratified random sampling method. The researcher divided the

entire population into 3 different sub-groups or strata, then randomly selected the final

subjects proportionally in order to ensure that the sample would be a representative of the

population and unbiased. As suggested by Mugenda and Mugenda (2013), the same

sampling fraction was used for each stratum regardless of the differences in population

size of the strata. Each stratum had an equal chance of being picked and represented in

the study (Sekaran, 2003).

The proportionate stratified random sample was preferred in the study because it offers a

high degree of accuracy and precision of the statistical samples. It allows the researcher to

use different sampling methods on different sub-groups to obtain a representative sample

(Best & Kahn, 2011). Further, stratified random sampling was employed because it has a

blend of randomization and categorization, which enabled the researcher to collect

quantitative and qualitative data in this study.

3.6.1 Sample Size

Yamane (1967) suggested the following formula for sample size determination:

n= N .

(1+ (Ne2)

55
Where: n = is the proposed sample size of the study, N = target population, e = the

projected margin error at 5%, and e = is the calculated confidence level at 95%.

= N .

(1+ (Ne2)

= 271 / (1 + (271 (0.052)

= 271 / 1 + 0.6675

= 162 Participants

The study adopted Yamane (1967) sample size formula, with a margin error of 5% and a

95% confidence level, which yielded 162 participants as illustrated in Table 3.3.

Table 3.3: Sample Size

Levels of Management Population Sample size

Top 49 29
Middle-level 90 54
Operational Staff 132 79
Totals 271 162
Source: Human Resource office, State Department for Public Service and Youth (2021)

The unit of observation were 162 participants who were drawn from the HR, ICT and

Finance departments. They comprised of operational, top and middle-level management

staff. The participants were preferred because they are knowledgeable about HR matters.

Besides, the employees are best placed to provide a comprehensive feedback on HRMIS

and performance of selected National Government Ministries in Nairobi City County.

3.6 Data Collection Instrument

Primary data in this research were collected using self-administered questionnaires. The

self-administration questionnaire method was preferred because it facilitates fast and

reliable responses from respondents. The questionnaires were structured into six parts,

containing closed-ended questions.

56
Part A contained demographic characteristics of respondents. Part B contained HRMIS

while Part C questions covered Government policy. Part D covered service delivery while

Part E covered organizational performance of the Ministries. The questionnaires also had

open-ended questions to provide extra views and suggestions.

3.7 Validity and Reliability of Research Instrument

The study conducted tests to measure validity and reliability of the research instrument to

ensure its applicability and suitability.

3.8.1 Validity of Research the Instrument

Validity test refers to how accurately a research instrument measures what it claims or

expects to measure (Kothari, 2008). A validity test is vital because it helps the researcher

to determine what questions to use and to ensure that the questions accurately measure

issues of importance in the research. To test validity, a pilot test was conducted to

evaluate content validity of the study instrument.

Content validity was conducted to ensure that the questionnaires covered every variable

under study. The raters who are scholars and supervisors at Kenyatta University

undertook an evaluation of validity of the measuring instrument. These experts were

knowledgeable and conversant with constructs of interest. Consequently, they

recommended changes, which were incorporated to improve content of final instrument.

3.8.2 Reliability of the Research Instrument

Reliability test is the measurement of the stability, precision and consistency of

questionnaires, interviews or survey results (Cooper & Schindler, 2008). A reliability test

is important because it ensures the internal consistency of a research instrument is stable,

relevant and dependable to yield similar results in case of repeated trials by different

raters (Berg & Gall, 2013; Vogt, 2007).

57
In this study, internal consistency of the research instrument was measured using

Cronbach’s Alpha. The researcher conducted a pilot study using 15 participants and a

questionnaire with 48 items, which had an overall Cronbach’s alpha value (α) of 0.726.

This was above the recommended value of 0.700 and therefore was considered adequate

for the study.

The threshold for reliability testing of the instrument was informed by Cronbach’s

argument that an alpha value (α) equal to 0.5 or greater than 0.7 was enough to make

inferences in research (Cronbach, 1951). The results of the pilot study are summarized in

Table 3.4 below.

Table 3. 4: Results of the Reliability Test of the Research Instrument

No. of Alpha
Variable Items (ɑ) Conclusion
e-Recruitment 7 0.677 Reliable
e-Training 6 0.735 Reliable
e-Appraisal 6 0.719 Reliable
e-Payroll 6 0.696 Reliable
e-Communication 6 0.650 Reliable
Government Policy 5 0.731 Reliable
Service delivery 6 0.760 Reliable
Performance of National Government Ministries 6 0.836 Reliable
Aggregate Score 48 0.726
Source: (Pilot Test Data, 2021)

Table 3.4 shows Cronbach’s Alpha was 0.726. This result was significant and it showed

that data was reliable. As a measure and criterion related to reliability, results of the

instrument were compared to earlier scholars such as Khashman (2016) who used a tool

with an Alpha value (α) of 0.750 while Kaygusuz, Akgemci & Yilmaz (2016) got an

alpha value (α) of 0.61. Consequently, the results indicate that study variables were

within requisite criterion for reliability testing, hence were acceptable for further analysis.

58
3.8 Data Collection Procedures and Instruments

Data collection procedure began by obtaining approvals from National Commission for

Science, Technology and Innovation (NACOSTI) and a letter of introduction from

Kenyatta University. Further, the researcher sought formal authorization from the

management and consent from respondents to collect data from the six selected National

Government Ministries in Nairobi City County. The respondents were picked from HRM,

ICT and Finance Departments using stratified random sampling method.

The study adopted both primary and secondary data collection methods. Primary data was

collected using self-administered questionnaires while secondary data were obtained

through books, journals (magazines, newsletters), articles, web pages and government

publications (records, annual reports, strategic plans, among other relevant official

documents). The researcher also consulted empirical works of other scholars.

The study used three research assistants who were informed on the ethics of research for

the purpose of this study. Each research assistant was allocated two out of the six selected

National Government Ministries. The one hundred and sixty two (162) questionnaires

were self-administered to respondents using the drop-and-pick later method. The

completed questionnaires were picked after about two or three days to ensure high

acceptance and response rates. The researcher did follow-ups via regular visits and

telephone calls. Data collection process and analysis took about two and a half months.

To complement the primary sources, the study collected qualitative data using open-

ended questions. The aim was to get additional information that could not be captured by

the researcher using self-administered questionnaires (closed-ended questions). Open-

ended questions were processed using themes as suggested by Sultana, Rashid,

Mohiuddin & Mazumder (2013). Seven themes were identified to interpret meaning from

the content of text data and summarize responses to draw inferences.

59
3.9 Data Analysis and Presentation

After collecting data from the field, the initial manual editing and coding of quantitative

data was done to ensure the raw data was accurate and relevant for analysis.

3.9.1 Quantitative Data

The study used closed-ended questions to collect quantitative data. The data were

analyzed using descriptive statistics, Anova and Pearson correlations. Inferential statistics

analyzed using SPSS version 21 and Ms-Excel 2010. Inferential statistics such as

regression equations were calculated at an estimated 0.05% significant levels. P-values

helped to determine significance of the hypothesized relationships of the variables under

study. The results of quantitative data were presented using tables containing mean

scores, standard deviations and percentages to for easy of interpretation.

3.9.2 Quantitative Data

Qualitative data on the other hand, were analyzed using content analysis. Content analysis

is a research tool used to determine the presence, meanings of certain words or concepts

within a given set of qualitative data (Hsieh & Shannon, 2005). In this study, comparable

response data were summarized in specified content categories (patterns or themes). The

coded categories were then operationalized based on the literature review adopted from

the study variables (Ary, Jacobs & Sorensen, 2010). Thematic coding was considered

because helps to shorten text data into themes to draw inferences about a population or

subject of interest as suggested by Ryan & Bernard (2003). The results of qualitative data

were presented in form of a continuous narrative.

60
3.10 Diagnostic Tests

Several diagnostic tests namely normality, linearity, multicollinearity, heteroscedasticity

and autocorrelation were conducted to verify suitability of data and check the

assumptions underlying linear regression models as suggested by Hair, Black, Babin and

Anderson (2010).

Normality test was conducted to verify whether distribution of residuals in the regression

model were normal. According to Santoso (2010), a normality test establishes whether

residuals behave normally hence should be performed before any conclusions about the

normality of data. As suggested by Field (2009), if the p-value is found to be greater than

0.05 (p>0.05) and the statistic ranges from zero to one, then the residuals have a normal

distribution. To check if data in the regression model followed the normality assumption

test, the study used Shapiro Wilk test.

Linearity test was conducted to verify whether a linear relationship exists between the

variables in the regression model. To check if data in the regression model met linearity

assumption test, the study adopted Pearson’s Correlation Coefficient as suggested Yount

(2006). Non-linearity is considered significant in a study if the p-values for the non-

linear component is less than 0.05 (p < 0.05) significance level.

Multicollinearity test was conducted to verify whether there exists a correlation between

the variables in the model. A Tolerance Value that is less than 0.10 or a Variance

Inflation Factor (VIF) that is greater than 10 signifies the presence of multicollinearity.

VIF checks for presence of correlations (multicollinearity) between variables.

Correlations affect the p-values making the regression model unfit for hypotheses testing

and regression analysis. To check for multicollinearity, the study adopted VIF and TV as

recommended by Robinson & Schumacker (2009).

61
Heteroscedasticity test was conducted to verify whether all the random errors have the

same constant variance across observations in the regression model. To check whether

data in the regression model adhered to the heteroscedasticity assumption test, the study

adopted ANOVA as recommended by Hill, Griffiths & Lim (2011). If p-values are

greater than 0.05, then it indicates that data in the regression model has a normal

distribution and hence does not suffer heteroscedasticity.

Autocorrelation test was conducted to verify the presence or absence of serial correlation

between variables in the regression model. As a rule of thumb, the statistic values of a

Durbin-Watson (d) test should fall between the range of 1.5 and 2.5 (Durbin & Watson,

1971; Field, 2009). Any values under 1 or more than 3 signifies presence of serial

correlation hence data becomes unfit for further analysis. To check for autocorrelation,

the study adopted the Durbin-Watson (d) test.

3.11 Empirical Model

Multiple regression models were used to examine relationships between the study

variables. The study used three models. Model 3.1 presents the direct relationship

between independent and dependent variables. Model 3.2 and 3.3 shows the moderating

and mediating effect of government policy and service delivery on the relationship

between independent and dependent variables as shown below.

3.11.1 Direct Effect Model

The regression model 3.1 addressed the direct relationship between Human Resource

Management Information System (HRMIS) and performance of selected National

Government Ministries in Nairobi City County. The direct effect model is shown using

the equation below:

Y = β0 + β1 X1 + β2 X2 + β3 X3 + β4 X4 + β5 X5 + Ɛ………….……..…………………………3.1

Where:

62
Y = Dependent Variable (Performance of selected National Government Ministries in Kenya)

β0 = Constant co-efficient of the model

β 1-5 = Multiple linear regression coefficients (the change induced in Y by each X)

X1-5 = Independent Variables (e-Recruitment, e-Training, e-Appraisal, e-Payroll and

e-Communication) that assessed Y

Ɛ = Error term of the model

3.11.2 Moderating Effect Model

The regression model 3.2 addressed the moderating effect of Government policy on the

relationship between HRMIS and performance of selected National Government

Ministries in Kenya. The equation for the moderating effect is shown below:

Y = β0 + β1 X1 + β2 X2 + β3 X3 + β4 X4 + β5 X5 + β6 X6 + Ɛ…………………….…………… 3.2

Where:

Y = Dependent Variable (Performance of selected National Government Ministries in Kenya)

β0 = Constant co-efficient of the model

β 1-5 = Multiple linear regression coefficients (the change induced in Y by each X)

X1-5 = e-Recruitment, e-Training, e-Appraisal, e-Payroll & e-Communication) that assessed Y

X6 = Government Policy (the moderating effect on relationship between X and Y)

Ɛ = Error term of the model

3.11.3 Meditating Effect Model

The regression model 3.3 addressed the mediating effect of service delivery on the

relationship between HRMIS and performance of selected National Government

Ministries in Nairobi City County. The equation for the direct effect is shown below:

Y = β0 + β1 X1 + β2 X2 + β3 X3 + β4 X4 + β5 X5 + β7 X7 + Ɛ…….……….............………… 3.3

Where:

Y = Dependent Variable (Performance of selected National Government Ministries in

Kenya)

63
β0 = Constant co-efficient of the model

β 1-5 = Multiple linear regression coefficients (the change induced in Y by each X)

X1-5 = Independent Variables (e-Recruitment, e-Training, e-Appraisal, e-Payroll, e-

Communication) that assessed Y

X7 = Service Delivery (the mediating effect on relationship between X and Y)

Ɛ = Error term of the model

3.12 Hypotheses Test

The study applied inferential statistics to establish the extent of relationships between the

study variables. The hypothesized relationships were tested and estimated at 95%

confidence level as recommended by Hill, Griffiths & Lim (2011).

3.13 Ethical Considerations

The researcher ensured the study adhered to recognized ethics in research. To start with,

the researcher got the introduction letter from Kenyatta University to facilitate issuance of

research license by NACOSTI to collect research data. Secondly, the researcher sought

the consent of the management in the selected National Government Ministries to

undertake the survey. Respondents were requested for consent to participate in the study

and were assured of privacy. They had an option to withdraw freely without any negative

consequences. No personal information or data were obtained from the respondents.

Scholarly books, journal articles, conference papers, Government reports or research

documents belonging to other researchers and authors were fully acknowledged in the

study. The APA referencing style was strictly followed in the entire research.

64
 CHAPTER FOUR

RESEARCH FINDINGS AND DISCUSSIONS

4.1 Introduction

This chapter presents the response rates and demographic characteristics of respondents

under study. Both descriptive and inferential statistics were analyzed. Content analysis

were also analyzed and were presented using a continuous narrative. The chapter ends

with the summary of study findings, contribution to the body of knowledge, policy

recommendations and finally recommendations for future research.

4.2 Response Rate and Respondents Demographic Characteristics

This section provides a quantitatively summarized collection of information and results

on responses obtained from the field and demographic characteristics of the population of

interest and variables under study.

4.2.1 Response Rate

The researcher distributed 162 questionnaires out of which 138 usable responses were

received from the field. This represented a successful response rate of 85.1%. The

remaining 14.9 % comprised of unreturned questionnaires. The results of the response

rate are presented in Table 4.1.

Table 4.1: Results of Response Rate

Targeted National Sampled National Response
Government Government Number of Questionnaires Rate
Ministries Ministries Distributed Returned Unreturned (%)
Selected National Selected National
Government Government
Ministries in Ministries in 162 138 24 85.18
Nairobi City Nairobi City
County County
Source: (Research Data, 2021)

65
Table 4.1 shows that selected National Government Ministries in Nairobi City County

were sampled in the study. The results further indicate that out of 162 questionnaires

distributed to respondents, 138 usable responses were received from the field while 24

were unreturned. The 138 returned questionnaires represented an acceptable response rate

of 85.1%. According to Saunders, Lewis & Thornhill (2009), a response rate of between

50% - 70% is generally sufficient in research. It Minimizes response bias, guarantees

reliability and increases accuracy of information. Based on this assertion therefore, the

85.1% response rate for the current study was considered adequate for reporting and

analysis. The 24 unreturned questionnaires comprised of 14.9%. However, seventeen of

these questionnaires were incomplete or improperly filled, while another 7 arrived too

late, which necessitated their exclusion from the study.

4.2.2 Demographic Characteristics of the sample (n = 138)

The information collected on demographic characteristics was presented in Table 4.2.

Table 4.2: Demographic Characteristics of Respondents

Variable Category Frequency Percentage (%)

Gender Male 79 57.25
Female 59 42.75
Total 138 100
Age Group Below 35 years 34 24.64
35 to 40 years 42 30.43
41 to 45 years 20 14.49
Over 45 years 42 30.43
Total 138 100
Education Level High school 5 3.62
Diploma 37 26.81
Bachelor’s Degree 55 39.86
Master’s Degree 40 28.99
Doctorate 1 0.72
Total 138 100
Management Level Top-level Management 14 10.14
Middle-level Management 65 47.10
Operational staff 59 42.75
Total 138 100
Length of Service in 1 to 3 years 31 22.46
Ministry 4 to 5 years 5 3.62
Over 5 years 102 73.91
Total 138 100
Source: (Research Data, 2021)

66
Table 4.2 shows the results of demographic characteristics and summary statistics of the

138 respondents in the study. On distribution of respondents by gender, the research

shows that 57.25% were male and 42.75% female. While male respondents appeared to

be slightly more than female respondents, the difference was negligible. As a result, the

study was not skewed towards any specific gender. This is consistent with the

Constitution of Kenya, which highlights such principles as equity, equality and non-

discrimination (GoK, 2010).

On distribution of respondents by age, the research shows that 24.64% were below 35

years, 30.43% were between 35 to 40 years, and 14.49% were between 41 to 45 years

while 30.43% were over 45 years. The results also show an aging workforce in National

Government Ministries. This is consistent with a payroll audit report of April 2016 by

DPSM, which revealed that most senior employees are over 45 years and expected to drift

towards retirement or exit service in the next 10 years. The results further revealed that

the numbers are likely to rise within the next 5 years if necessary measures are not

implemented.

Regarding distribution of respondents by education levels, this research established that

3.62% had secondary school certificates. About 26.81% were diplomas holders, 39.86%

were degree holders while 28.99% had master’s degrees. One director had a doctorate

degree. The result shows that most respondents had requisite academic qualifications for

top and middle-level managerial positions. This is consistent with career paths

requirements as set in different schemes of service/career progression guidelines for staffs

in National Government Ministries. However, the results revealed that these positions

were not alluring to doctorate degree holders.

About distribution of respondents by tenure (length of service) in the Ministry, 22.46%

had served in their respective for 1 to 3 years, 3.62% had served for 4 to 5 years while

67
73.91% had served for over 5 years. This reflects job security levels and low turnover

rates that could be due to supportive work environments in those Ministries.

Concerning the distribution of respondents by level of management, 10.14% were top-

level, 47.10% were middle-level and 42.75% were operational staff. The numbers for top-

level management were small. This indicates escalation to top-level management requires

many years of work experience beside the requisite academic and professional

qualifications. However, lack of vital requirements as stipulated in different schemes of

service/career progression guidelines for National Government Ministries had become an

inhibitor to effective career progression for the middle-level management as well as

operational staff. Besides, the controlled recruitment to top positions or the time taken to

fill vacant posts or delayed declaration of vacant posts had resulted to staffing gaps and

long stagnation periods in the service.

4.3 Descriptive Statistics

This section is organized based on the seven variables under study. Descriptive statistics

were used to measure the mean score and standard deviations. The findings for each

variable are presented as follows:

4.3.1 E-Recruitment and Performance of selected National Government Ministries

Respondents were requested to rate e-Recruitment using a scale of 1 to 5, where 5

represented strongly agree while 1 connoted strongly disagree. Mean score and standard

deviation were computed. The outcomes are illustrated using Table 4.3.

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Table 4.3: Responses on E-Recruitment
Standard
e-Recruitment Mean Deviation Min. Max.
e-Recruitment makes tracking of job 4.45 0.736 1.00 5.00
applicants is reliable and efficient
e-Recruitment enables HR managers and 4.37 0.765 1.00 5.00
supervisors to process appointments and
deployment of potential job candidates
e-Recruitment allows HR managers and 4.07 0.873 1.00 5.00
supervisors to access e-resume forms and
make informed hiring decisions
e-Recruitment helps reduce the costs of 4.50 0.795 1.00 5.00
recruiting employees as compared to use of
traditional and manual hiring systems
e-Recruitment has expedited the process of 4.07 0.956 1.00 5.00
allocating personal numbers to new
employees in the Ministry
e-Recruitment has enhanced efficiency and 4.03 0.904 1.00 5.00
effectiveness of the hiring process in the
Ministry
e-Recruitment is not utilized in this Ministry 3.49 1.216 1.00 5.00
due to lack of funds, human capital, ICT
equipment and infrastructure

Aggregate Scores 4.139 0.892

Source: (Research Data, 2021)

Table 4.3 shows the mean score for e-Recruitment is 4.139 while standard deviation was

0.892. This denotes that respondents confirmed that e-Recruitment as compared to

manual systems, expedites applicant tracking and enables organizations to meet the

requisite staffing requirements. The statement that e-Recruitment is not utilized in the

Ministry got a low mean score of 3.49 while standard deviation was 1.216, indicating use

of e-Recruitment is minimal and that its full potential system has not been achieved and

this could be affecting organizational performance. According to Ogohi (2019),

implementation of the best technology and presence of physical resources without the

right and available personnel can affect organizational success. Hence, the need for every

organization to uptake use of technology to improve efficiency to gain a competitive

advantage over their competitors (Khashman, 2016).

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The item that e-Recruitment saves time and lowers costs as compared to use of manual

systems got a high mean score of 4.50 while standard deviation was 0.795. This implies

e-Recruitment has a positive and significant influence on productivity and organizational

performance. This result corresponds with Midiwo (2016) argument that e-Recruitment

allows organizations to plan their HR costs more effectively which lead to increases in

efficiency and effectiveness. The results further support the argument by RBV theorists

Penrose (1959), Wernerfelt (1984) that effective use of an internal resource is a source of

achieving a superior firm performance and success.

On the contrary, Bogatova (2017) cited that although tracking of job applicants has

become reliable and efficient, e-recruitment can be expensive and time-consuming when

there is inadequate HR planning, funding and creativity by managers in organizations.

Accordingly, Karikari, Boateng and Ocansey (2015) revealed that while e-Recruitment

saves on time and lowers recruitment costs, government organizations should consider

incorporating learning institutions such as universities and technical training institutes to

get a wider pool of potential candidates.

4.3.2 E-Training and Performance of selected National Government Ministries

The respondents were requested to rate e-Training using a scale of 1 to 5, where 5

represented strongly agree while 1 connoted strongly disagree. Mean score and standard

deviations were computed. The outcomes of the study are presented in Table 4.4.

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Table 4. 4: Responses on e-Training
Standard
e-Training Mean Deviation Min. Max.
e-Training is easily accessible. It can 4.01 1.011 1.00 5.00
occur anywhere, anytime
e-Training enables employees to 4.23 0.708 1.00 5.00
increase job skills and efficiency of the
assigned tasks
Managers can plan and project training 4.16 0.804 1.00 5.00
programs for the year
e-Training generates data that HR 4.16 0.795 1.00 5.00
managers can use in career management
and succession planning decision
e-Training assists managers to process 3.93 0.953 1.00 5.00
training requests
e-Training is not utilized in this Ministry 3.57 1.220 1.00 5.00
due to lack of funds, human capital, ICT
equipment and infrastructure

Aggregate Score 4.011 0.915

Source: (Research Data, 2021)

Table 4.4 shows the mean score for e-Training is 4.011 while standard deviation was

0.915. The assertion that e-Training is not utilized in this Ministry got a low mean score

of 3.57 while standard deviation was 1.220, suggesting that automation levels of e-

Training practices are low. As compared to their counterparts in the developed and

developing countries, Kenyan Ministries are yet to realize full potential of the innovation

due to persistent use of manual systems, thus decreasing automation levels.

The assertion that e-Training enables employees to increase job skills and improves

efficiency of the assigned tasks got a high mean score of 4.23 while standard deviation

was 0.708. This supports Rajasekar & Khan (2013) argument that training motivates

staffs to perform better, which translates to higher productivity and invariably improved

organization’s performance. This result supports human capital theory on training of

staffs to raise productivity and aid organizations to yield returns on investments.

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However, according to Rajasekar and Khan (2013), failure to adopt a reliable training

evaluation framework is identified as a cause for increases in attrition cases that are

reported after employee training. Moreover, organizational policies that compel

uninterested employees to attend certain training courses often leads to negative attitudes,

which greatly limit the effectiveness of the training.

4.3.3 e-Appraisal and Performance of selected National Government Ministries

The respondents were requested to rate e-Appraisal using a scale of 1 to 5, where 5

represented strongly agree while 1 connoted strongly disagree. Mean score and standard

deviations were computed. The outcomes are shown using Table 4.5.

Table 4. 5: Responses on e-Appraisal

Standard
e-Appraisal Mean Deviation Min. Max.
e-Performance is easy and convenient 4.02 0.932 1.00 5.00
to use

e-Appraisal helps managers and 3.99 0.993 1.00 5.00

supervisors to monitor staff
productivity and identify training needs

e-Appraisal is used to generate relevant 4.01 1.039 1.00 5.00

appraisal reports that managers and
supervisors can use to support retention
and turnover rates
e-Appraisal has enhanced the rating of 3.78 1.052 1.00 5.00
performance appraisals in the Ministry

e-Appraisal is utilized to measure the 3.55 1.153 1.00 5.00

performance of the HR department in
the Ministry
e-Appraisal is not utilized in this 3.14 1.348 1.00 5.00
Ministry due to lack of funds, human
capital, ICT equipment and
infrastructure

Aggregate Score 3.751 1.086

Source: (Research Data, 2021)

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Table 4.5 shows the mean score for e-Appraisal is 3.751 while standard deviation was

1.086. The statement that e-Appraisal is not utilized in this Ministry got a low mean score

of 3.14 while standard deviation was 1.348, implying use of e-Appraisal system in

Ministries is minimal and that the potential of the innovation has not been fully realized

due to persistent use of manual systems.

The statement on if e-Appraisal is convenient and easy to use got a high mean score of

4.02 while standard deviation was 0.932, implying the system helps improve staffs

performance and job satisfaction. The result supports Olufemi (2014) argument that

organizations should effectively implement e-Appraisals to achieve the expected level of

productivity and performance. This result supports goal model’s argument that goals set

by the mangers should support realization of organizational performance and success.

However, some scholars have cited contrary opinion on performance appraisals. Osabiya

(2014) argued that organizations were doing very little in trying to appraise their

employees. He added that performance appraisal was judged by the subjective

impressions of the reporting officers who appraised employee performance in terms of

intangible executive qualities. This led to ineffective appraisals and low morale since the

evaluations were mainly based on how well the supervisors or managers like or get along

with individual employees.

There was also a tendency of non-disclosure of appraisal results to the employees, which

led to unacceptability and low productivity levels (Al-Raisi, Amin & Tahir, 2011).

Further, it was revealed that some employees in organizations were unsupportive of the

performance appraisals since they had not been sensitized on the same and this was

affecting achievement of desired appraisal results. With the growing recognition that

organizational success id largely attributable to improved productivity, many managers

are now seeking creative ways to improve staff performance (Jimgris, 2007).

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4.3.4 E-Payroll and Performance of selected National Government Ministries

The respondents were requested to rate e-Payroll using a scale of 1 to 5, where 5

represented strongly agree while 1 connoted strongly disagree. Mean score and standard

deviations were computed. The outcomes are shown using Table 4.6.

Table 4. 6: Responses on e-Payroll

Standard
e-Payroll Mean Deviation Min. Max.
e-Payroll has enhanced accuracy and 4.57 0.683 1.00 5.00
speed of processing payrolls in the
Ministry
e-Payroll has reduced use of routine tasks 4.61 0.667 1.00 5.00
and duplication of employee records

e-Payroll helps to generate timely salary 4.67 0.544 1.00 5.00

reports & e-payslips
e-Payroll assists managers to maintain 3.95 1.042 1.00 5.00
accurate attendance data to support pay
decisions
e-Payroll provides accurate and reliable 4.46 0.727 1.00 5.00
data for timely decision making

e-Payroll is not utilized in the Ministry 2.04 1.219 1.00 5.00

due to lack of funds, human capital, ICT
equipment and infrastructure
Aggregate Score 4.050 0.814
Source: (Research Data, 2021)

Table 4.6 shows the mean score for e-Payroll is 4.050 while standard deviation was

0.814. The statement that e-Payroll is not utilized in the Ministry due to lack of skills and

ICT infrastructure got a low mean score of 2.04 while standard deviation was 1.219,

implying e-Payroll is not fully implemented in most National Government Ministries due

to continued use of manual systems. The statement that e-Payroll helps managers to

generate timely salary reports and print e-payslips got a high mean score of 4.67 while

standard deviation was 0.544, implying enhanced efficiency and effectiveness of the

organization.

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The results support Jibrin, Ejura and Augustine (2015) who argued that effective payroll

management is a key to operational efficiency, service success, improved organizational

performance and effectiveness. The results also support Palladan and Palladan (2018)

who posits that e-Payroll has direct and positive effect on employees’ productivity and

organizational performance. However, untimely payment of benefits cause fatigue among

employees, which ultimately leads to the reduction of their productivity, which in turn

affects organizational performance (Palladan & Palladan, 2018).

4.3.5 e-Communication and Performance of selected National Government

Ministries

The respondents were requested to rate e-Communication using a scale of 1 to 5, where 5

represented strongly agree while 1 connoted strongly disagree. Mean score and standard

deviations were computed. The outcomes are shown using Table 4.7.

Table 4.7: Responses on e-Communication

Standard
e-Communication Mean Deviation Min. Max.
e-Communication ensures unlimited 3.99 1.029 1.00 5.00
access to information at any time,
place
e-Communication enables employees 4.03 0.935 1.00 5.00
to access and share information
efficiently
e-Communication enables timely 4.14 0.892 1.00 5.00
dissemination of organizational
information (policy guidelines, reports)
e-Communication reduces costs 4.32 0.810 1.00 5.00
associated with printing of brochures,
newsletters, policies and reports
e-Communication enables the Ministry 4.07 0.991 1.00 5.00
to efficiently disseminate information
contained in policy guidelines and
reports, surveys
e-Communication is not utilized in the 2.82 1.347 1.00 5.00
Ministry due to lack of funds, human
capital, ICT equipment and
infrastructure
Aggregate Score 3.895 1.001
Source: (Research Data, 2021)

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Table 4.7 shows mean score for e-Communication is 3.895 while standard deviation was

1.001. The statement that e-Communication is not utilized in the Ministry got a low mean

score of 2.82 while standard deviation was 1.347. This indicated a low uptake of HRMIS.

Most National Government Ministries were largely dependent on manual processes. This

included use of government postal systems, which are costly (due to transportation of

bulky packages), ineffective (due to delayed communication because of coverage of long

distances) or time consuming (no direct feedback).

Further, written communication is dominant for dissemination of directives, orders or

instructions through letters, emails, memos, advertisements, manuals, circulars or

government policies. While both government postal systems and written communication

are useful and rampant, there is need for National Government Ministries to uptake use of

e-communication as this has a positive and significant influence on productivity and

performance.

The statement that e-Communication reduces costs associated with printing (brochures,

reports, newsletters, manuals, policies), got a high mean score of 4.32, while standard

deviation was 0.810. This result supports Ukamaka, Jyoti & Neil (2016) assertion that e-

Communication is a critical component in achieving organizational goals. This is because

it is an effective managerial tool for information sharing, coordination and collaboration.

This supports RBV’s assertion that cooperation and coordination are valuable resources

to a firm to speed up the decision-making process, which influences the firm’s outcomes.

Barley, Meyerson and Grodal (2011) cited that despite the fact that e-Communication

enhances efficiency in disseminate of organizational communication, the practice has

significantly extended employees work hours (at workplace, at home in the morning,

evening and sometimes on weekends), leading to increased techno-stress and work

overload.

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4.3.6 Government Policy and its Moderator Effect on Performance of selected

National Government Ministries

The respondents were requested to rate Government Policy on various personnel actions

using a scale of 1 to 5, where 5 represented ‘strongly agree’ and 1 ‘strongly disagree’.

Mean score and standard deviations were computed. The results are shown in Table 4.8.

Table 4. 8: Responses on Government Policy

Standard
Government Policy Mean Deviation Min. Max.
Government policy documents are 4.39 0.719 1.00 5.00
applied to provide guidance on
personnel actions (recruitment, training,
performance payroll, communication),
among others)
Government policies are reviewed from 4.14 0.803 1.00 5.00
time to time to reflect policy changes
Government policy promotes 4.20 0.743 1.00 5.00
consistency, equality and excellence in
delivery of public services

Government policy promotes integrity, 4.03 0.862 1.00 5.00

transparency and accountability of
personnel actions in this Ministry
There is laxity on compliance to 3.04 1.264 1.00 5.00
Government policy relevant to HRM
(recruitment, training, performance
payroll, communication), among others

Aggregate Score 3.958 0.878

Source: (Research Data, 2021)

Table 4.8 shows mean score for Government policy is 3.958, while standard deviation

was 0.878. The statement that there is laxity on adherence to Government policy on HR

actions got a low mean score of 3.04 while standard deviation was 1.264. This explains

the presence of illegalities in recruitment, inadequate institutional skills, poor

performance evaluations, payroll irregularities and delayed exchanges across Ministries.

77
The item that government policy documents are applied to provide guidance on HR

actions like recruitment, training, among others got a high mean score of 4.39 while

standard deviation was 0.719. This implies that effective application of relevant

government policy would promote professionalism across Ministries. The result supports

Chelimo & Ouma (2017) who argued that a well-implemented policy is key in achieving

organizational goals. This assertion supports RBV theorists’ argument that control of

internal resources determines a firm’s performance and its competitiveness.

4.3.7 Service Delivery and its Mediator Effect on Performance of selected National

Government Ministries

The respondents were requested to rate service delivery using a scale of 1 to 5, where 5

represented strongly agree while 1 connoted strongly disagree. Mean score and standard

deviations were computed. The outcomes are shown using Table 4.9.

Table 4.9: Responses on Service Delivery

Standard
Service Delivery Mean Deviation Min. Max.
Front office staffs in this Ministry are 3.99 0.778 1.00 5.00
friendly and neat in appearance
The work environment is clean, 3.70 0.985 1.00 5.00
conducive and visually appealing
I have the right equipment (computer, 3.38 1.263 1.00 5.00
internet connectivity) for efficient and
effective service delivery
Information on our Ministry’s mandate, 3.46 1.061 1.00 5.00
strategic plans and performance reports
are easily available to employees

This Ministry has a grievance handling 3.20 1.073 1.00 5.00

mechanisms to address employees’
complaints and grievances
Government services offered to clients 3.91 0.935 1.00 5.00
in this Ministry are reliable,
responsiveness and satisfactory
Aggregate Score 3.606 1.016
Source: (Research Data, 2021)

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Table 4.9 shows mean score for service delivery is 3.606, while standard deviation was

1.016. The statement that our Ministry has a grievance handling mechanism to address

employees’ concerns got a low mean score of 3.20 while standard deviation was 1.073.

The statement that front office staffs in this Ministry are friendly, well dressed and neat in

appearance got a high mean score of 3.99 while standard deviation was 0.778, implying

that respondents somewhat agreed on service reliability and responsiveness.

The results are consistent with the argument by Danjuma & Rasli (2012) that service

quality is as an essential strategy for organizational success and survival. This supports

RBV supports that firms should use valuable resources to establish processes that enable

them to change practices, capabilities or even services. This will not only increase client

satisfaction but also help them improve their performance relative to competitors.

4.3.8 Performance of Selected National Government Ministries

The respondents were requested to rate organizational performance using a scale of 1 to

5, where 5 represented strongly agree while 1 connoted strongly disagree. Mean score and

standard deviation were computed. The results are presented in Table 4.10.

Table 4. 10: Responses on Performance selected National Government Ministries

Standard
Organizational Performance Mean Deviation Min. Max.
The selected National Government 4.20 0.775 1.00 5.00
Ministries are working towards achieving
its strategy, mission, vision
Employees are well-utilized to deliver 3.77 0.970 1.00 5.00
services efficiently and effectively
The Ministries use HRMIS to improve 3.64 0.934 1.00 5.00
employee productivity and
organizational performance
The Ministries make optimal use of its 3.69 0.911 1.00 5.00
resources (funds, people, technology) to
realize its organizational goals
The Ministries are a good place to work
3.80 0.927 1.00 5.00
in. I am satisfied with my job
The Ministries have been able to meet 3.79 0.900 1.00 5.00
the expected organizational goals
Aggregate Score 3.817 0.903
Source: (Research Data, 2021)

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Table 4.10 shows mean score for organizational performance is 3.817 while standard

deviation was 0.903. The statement that the selected National Government Ministries use

HRMIS to improve efficiency and effectiveness got a low mean score of 3.64 while

standard deviation was 0.934. This shows that use of HRMIS is marginal since Ministries

continue to use manual systems in their day-to-day operations, thus narrowing

transformation efforts.

The statement that the Ministry is working towards achieving its strategy, mission and

vision got a high mean score of 4.20 while standard deviation was 0.775. This implies

that Ministries are working efficiently and effectively to achieve organizational goals.

The result supports Khashman (2016) view that organizations must efficiently use

existing resources to improve organizational performance. The result supports the Goal

Model Approach that achievement of intended goals is key to a competitive advantage.

4.4 Inferential Analysis

4.4.1 Test of Regression Assumptions

Prior to multiple regression analysis, 5 diagnostic tests were conducted to establish if

collected data in the study conforms to requisite regression assumptions to ensure

suitability of the model. The findings of the diagnostic tests are as follows.

4.4.1.1 Normality Test

The study tested for normality of data to be used in this study. This test was conducted to

verify whether distribution of data in regression model is normal or not. These measures

of shape were estimated using skewness and kurtosis statistics. According to Field (2009),

data is normally distributed if the skewness and kurtosis values range between -1 and + 1.

The results of the test are presented using Table 4.11.

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Table 4. 11: Findings of the Test for Normality
Std. Error of
Variable Measure Statistic Skewness Conclusion
e-Recruitment Skewness -0.917 0.206
Normal distribution
Kurtosis 1.822 0.410
e-Training Skewness -1.297 0.206
Normal distribution
Kurtosis 4.443 0.410
e-Performance Skewness -0.952 0.206
Normal distribution
Kurtosis 0.935 0.410
e-Payroll Skewness -0.853 0.206
Normal distribution
Kurtosis 1.927 0.410
e-Communication Skewness -0.509 0.206
Normal distribution
Kurtosis 0.379 0.410
Government policy Skewness -0.200 0.206
Normal distribution
Kurtosis 0.360 0.410
Service delivery Skewness -0.308 0.206
Normal distribution
Kurtosis 0.185 0.410
Organizational Skewness -0.576 0.206
Normal distribution
Performance Kurtosis 0.627 0.410
Source: (Research Data, 2021)

Table 4.11 shows that e-Recruitment, e-Training, e-Appraisal e-Payroll, e-

Communication, Government policy, service delivery and organizational performance

had a normal distribution with skewness and kurtosis values ranging between -1 and +1.

This shows that the variables met the threshold for normality test and hence were suitable

to enable further analysis and drawing inferences.

4.4.1.2 Linearity Test

The study tested for linearity to determine whether the relationship between the

independent and dependent variables is linear or not. Thus, Pearson’s Correlation

Coefficients were applied as recommended by Yount (2006). The results for the test are

presented using Table 4.12.

81
Table 4.12: Findings of the Test for Linearity
Organizational
Variable Measure Performance Conclusion
e-Recruitment Pearson Correlation 0.029 Linear
Sig. (2-tailed) 0.732 relationship
N 138
e-Training Pearson Correlation 0.006 Linear
Sig. (2-tailed) 0.941 relationship
N 138
e-Appraisal Pearson Correlation 0.192* Linear
Sig. (2-tailed) 0.024 relationship
N 138
e-Payroll Pearson Correlation 0.074 Linear
Sig. (2-tailed) 0.392 relationship
N 138
e-Communication Pearson Correlation 0.205* Linear
Sig. (2-tailed) 0.016 relationship
N 138
Government policy Pearson Correlation 0.163 Linear
Sig. (2-tailed) 0.056 relationship
N 138
Service delivery Pearson Correlation 0.670** Linear
Sig. (2-tailed) 0.000 relationship
N 138

*. Correlation is significant at the 0.05 level (2-tailed)

**. Correlation is significant at the 0.01 level (2-tailed).
Source: (Research Data, 2021)

Table 4.12 shows a significant linear relationship between the variable with e-

recruitment at 0.732, e-training at 0.941, e-Appraisal at 0.024, e-Payroll at 0.392, e-

communication at 0.016, Government policy at 0.056 and service delivery at 0.000

significance level. The results confirm the data was normally distributed therefore was

suitable for further analysis and reporting.

4.4.1.3 Multicollinearity Test

The study tested for multicollinearity in the data to be used in the research. The study

sought to verify whether there exists a high correlation between the independent and

dependent variables in the regression model. Multicollinearity was tested using Variance

Inflation Factor (VIF) and Tolerance Value. The results are presented in Table 4.13.

82
Table 4.13: Findings of the Test for Multicollinearity

Variables Tolerance VIF Conclusion

e-Recruitment 0.580 1.724 No multicollinearity
e-Training 0.700 1.429 No multicollinearity
e-Appraisal 0.696 1.437 No multicollinearity
e-Payroll 0.652 1.533 No multicollinearity
e-Communication 0.748 1.337 No multicollinearity
Government policy 0.823 1.215 No multicollinearity
Service delivery 0.876 1.141 No multicollinearity
Mean VIF 0.725 1.402

a. Dependent Variable: Organizational Performance

Source: (Research Data, 2021)

Table 4.13 shows the mean score for Tolerance is 0.725 while VIF is 1.402. The results

indicate that all study variables had a VIF that is less than 10 and tolerance value that is

greater than 0.1. This infers that no multicollinearity problem between the study variables

in the model. Thus, data collected on each individual variable was normal and hence

suitable for hypotheses testing and regression analysis.

4.4.1.4 Heteroscedasticity Test

The study tested for heteroscedasticity to verify whether random errors in the regression

model have the same constant variance across observations. Heteroscedasticity was tested

using ANOVA and the results are presented in Table 4.14.

Table 4.14: Findings of the Test for Heteroscedasticity

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 3.956 7 0.565 2.940 0.007b
Residual 24.989 130 0.192 -999.000 -999.000
Total 28.946 137

Predictors: (Constant) = e-Recruitment, e-Training, e-Appraisal, e-

Payroll Management and e-Communication
Source: (Research Data, 2021)

83
Table 4.14 shows a mean squared regression of 0.565 with an associated statistical

significance value of 0.007. The rule of thumb is that, a null Hypotheses (H0) is reject if

the significance level is >0.05. The results indicate that the significance value was greater

than 0.05, hence the null Hypotheses was not rejected, implying that residuals at 0.192

were distributed normally and hence did not have heteroscedasticity problem as p-values

were >0.05. The null Hypotheses (H0) was not rejected at a critical p-value of 0.05 since

the reported residual value was 0.192>0.05.

4.4.1.5 Autocorrelation Test

The study tested for autocorrelation to verify the existence or absence of serial correlation

between the variables in the regression models. The study adopted Durbin-Watson (d) test

as recommended by Durbin & Watson (1971). The results are presented Table 4.15.

Table 4.15: Findings of the Test for Autocorrelation Test

Variable Durbin-Watson Conclusion

e-Recruitment 1.875 No Autocorrelation
e-Training 1.877 No Autocorrelation
e-Appraisal 1.817 No Autocorrelation
e-Payroll 1.878 No Autocorrelation
e-Communication 1.866 No Autocorrelation
Government Policy 1.889 No Autocorrelation
Service Delivery 1.919 No Autocorrelation

a. Dependent Variable = Organizational performance

Source: (Research Data, 2021)

Table 4.15 shows the results each variable met the threshold value for Durbin-Watson

autocorrelation test. The rule of thumb, the statistic values of a Durbin-Watson’s test

should fall between the range of 1.5 and 2.5. Any values under 1 or more than 3 indicates

existence of autocorrelation which renders data unreliable for further statistical analysis.

Thus, the findings of the study indicate that each variable yielded values that are within

84
the acceptable statistical ranges, implying absence of serial autocorrelation. Thus, data for

this study were found to be reliable and suitable for further analysis.

4.5 Regression Analysis

The study sought to establish the relationship between the HRMIS and performance of

selected National Government Ministries in the linear regression model. The regression

results are presented in Table 4.16 (i).

Table 4.16 (i): Goodness-of-Fit of the Regression Model

R R Square Adjusted R Square Std. Error of the Estimate

.692 .479 .451 .49468
Predictors (Constant) = e-Recruitment, e-Training, e-Appraisal,
e-Payroll and e-Communication
Source: (Research Data, 2021)

The results in Table 4.16 (i) show the coefficient of correlation (R) is 0.692. This suggests

a 69.2% direct and significant relationship between HRMIS and performance of selected

National Government Ministries in Nairobi City County. The adjusted R2 for the model is

0.451. This implies that HRMIS jointly determine or explain the 45.1% of variation on

organizational Performance of selected National Government Ministries in Kenya. The

remaining 0.549 (54.9%) is explained by variables not fitted in the model. The findings of

the current study concur with Khashman (2016) whose study established the role and

importance of HRMIS in improving productivity and organizational performance.

Table 4 .16: (ii): Statistical Significance of the Models

17

Sum of Mean
Models Squares df Squares F Sig.
Regression 29.293 7 4.185 17.101 .000
Residual 31.812 130 .245
Total 61.105 137
Dependent Variable = Organizational Performance
Predictors (Constant) = e-Recruitment, e-Training, e-Appraisal, e-Payroll and e-
Communication
Source: (Research Data, 2021)

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The result of F-test as shown in Table 4.16 (ii) found that the calculated F-value equals

17.10 while the significance of p-value is 0.000, which is less than 0.05 (p≤ 0.05). A p-

value of 0.000 signifies that the model was statistically significant and hence was found

to have goodness of fit. The study found that HRMIS has a positive and significant

influence on organizational Performance of Selected National Government Ministries in

Kenya. These findings support Kananu (2014) who established that use of HRMIS

facilitates efficient and effective management of HR matters to improve organizational

performance and competitiveness.

Table 4.16: (iii) Regression of HRMIS on Organizational Performance

Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
(Constant) 1.382 .510 2.711 .008
e-Recruitment .277 .109 .240 2.554 .012
e-Training .191 .073 .254 2.639 .009
e-Appraisal .250 .073 .289 3.403 .001
e-Payroll .403 .086 .358 4.687 .000

e-Communication .153 .066 .178 2.323 .022

Dependent Variable = Organizational Performance

Source: (Research Data, 2021)

Table 4.16 (iii) shows the results for coefficients of the regression model, the t-statistics

and p-values for each HRMIS practice namely e-Recruitment, e-Training, e-Appraisal, e-

Payroll and e-Communication. A unit increase in any of the HRMIS would result in

proportionate increase in organizational Performance of Selected National Government

Ministries in Nairobi City County. In general, there is a significant influence between

HRMIS and organizational performance.

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From the results presented in Tables 4.16 (i), (ii) and (iii), the regression equation to

estimate organizational performance was formulated as:

Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + β5X5 + Ɛ

Where:

Y = Organizational Performance

βo = Constant

X1 = e-Recruitment

X 2 = e-Training

X3 = e-Appraisal

X4 = e-Payroll

X5 = e-Communication

β1, β2, β3, β4 and β5 = Coefficients of Independent Variables

Ɛ = Error term (changes that are explained by other variables not included in the equation)

The regression results of the model were:

Organizational Performance = 1.382 (Constant) + 0.240 (e-Recruitment) + 0.254 (e-

Training) + 0.289 (e-Appraisal) + 0.358 (e-Payroll) + 0.178 (e-Communication) + Ɛ

From the regression results, it is clear that a unit increase in e-Payroll can influence

organizational performance by up to 35.8% while a unit increase in e-Appraisal can

influence organizational performance by up to 28.9%. Similarly, a unit increase in e-

Training can influence organizational performance by up to 25.4% while a unit increase

in e-Recruitment can influence organizational performance by up to 24%. Further, a unit

increase in e-Communication can influence organizational performance by 17.8%. In

general, the Performance of Selected National Government Ministries in Nairobi City

87
County can therefore be summed up as the sum total of e-Recruitment plus e-Training

plus e-Appraisal plus e-Payroll plus e-Communication plus the error margins.

4.4.1 Test of Direct Relationship

The direct relationship between the independent and dependent variables in this research

were tested using multiple regressions as stated in the regression model 3.1. The test

results are presented in Table 4.17.

Table 4 .17: Regression on Direct Relationship between HRMIS and

18

Organizational Performance

Goodness of Fit Test Statistics P-Value

Adjusted R Squared .451
R Square .479
F-Statistics 17.100 0.000**

Regression Results
Constant Coefficient T-Statistics P-Value
e-Recruitment .240 2.71 .008**
e-Training .254 2.55 .012**
e-Appraisal .289 2.63 .009**
e-Payroll .358 3.40 .001**
e-Communication .178 4.68 .000**

Key **Significant level at 0.05

Source: (Research Data, 2021)

Table 4.17 shows the adjusted R squared for the model is 0.451. This infers that the 5

independent variables jointly explain the 45.1% variance in the dependent variable while

the rest is explained by the error term. The remaining 0.351 (35.1%) is explained by

variables not fitted in the model. The F-Statistic is 17.100 with a corresponding p-value of

0.000. This implies that the relationship between the independent and dependent variables

is significant. T-statistics provided information on the significance of the relationship

between the variables. Therefore, the null hypotheses were rejected in favour of the

alternate hypotheses.

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Additionally, the coefficients for the following independent variables namely e-

Recruitment is 0.240; for e-Training is 0.254; for e-Appraisal is 0.289; for e-Payroll is

0.358; while for e-Communication is 0.178. The result shows that the coefficients for the

5 independent variables had p-values˂0.05, implying a significant relationship amongst

the study variable and organizational performance. A unit increase in any of the variables

would result in proportionate increase in Performance of Selected National Government

Ministries in Nairobi City County.

Based on the findings in Table 4.17, the result for the regression model is:

Organizational Performance = 1.382 (Constant) + (0.240e-Recruitment + 0.254e-Training

+ 0.289e-Appraisal + 0.358e-Payroll + 0.178e-Communication) + Ɛ….……..…………3.1

Where:

Y = Dependent Variable (Performance of selected National Government Ministries in

Nairobi City County)

β0 = Constant in the equation

β 1-5 = Multiple linear regression coefficients (the change induced in Y by each X)

X1-5 = Independent Variables (e-Recruitment, e-Training, e-Appraisal,

e-Payroll and e-Communication) that assessed Y

Ɛ = Error term of the model

4.5.2 Hypotheses Testing

The seven (7) hypotheses of the study as outlined in section 1.4 were tested as follows:

4.5.2.1 Hypotheses 1: Relationship between e-Recruitment and performance of

Selected National Government Ministries

Table 4.16 (iii) shows the first null hypothesis (H01) which proposed that there is no

relationship between e-Recruitment and performance of selected National Government

Ministries in Nairobi City County was rejected in the study since β ≠ 0 and p-value =

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0.012. The beta coefficient for e-recruitment is 0.240, implying that a unit increase in e-

Recruitment would to lead to a 24.0% increase in organizational performance.

This implies that e-Recruitment has a significant influence on Performance of Selected

National Government Ministries Nairobi City County. The findings of this study are in

consistent with previous empirically research by Adam, Ogolla & Maore (2017) who

stated that e-Recruitment got a high degree of positive and significant influence on

organizational performance. Thus, top management should ensure the e-Recruitment

practices are implemented in the most efficient and effective manner to enhance

organizational goal attainment and success.

4.5.2.2 Hypotheses 2: Relationship between e-Training and performance of

selected National Government Ministries

Table 4.16 (iii) shows the second null hypothesis (H02) which proposed that there is no

relationship between e-Training and performance of selected National Government

Ministries in Nairobi City County was rejected in the study since β ≠ 0 and p-value =

0.009. The beta coefficient for e-Training is 0.254, implying that a unit increase in e-

Training would to lead to a 25.4% increase in employee productivity and the

organization’s performance.

This infers that e-Training has a positive and significant influence on Performance of

Selected National Government Ministries Nairobi City County. This result corresponds

with past empirical studies by Rajasekar & Khan (2013) that e-Training is very effective

and also saves time and cost. It keeps employees well developed, productive and engaged,

which leads to enhanced organizational performance and competitiveness. The result

corresponds with earlier studies by Khan, Khan and Khan (2011) that e-Training has a

significant influence on organizational performance. Thus, organizations should provide

training to staffs to not only equip them with skills but also increase efficiency.

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4.5.2.3 Hypotheses 3: Relationship between e-Appraisal and performance of
selected National Government Ministries

Table 4.16 (iii) shows the third null hypothesis (H03) which proposed that there is no

relationship between e-Appraisal and performance of selected National Government

Ministries in Nairobi City County was rejected in the study since β ≠ 0 and p-value =

0.001. The beta coefficient for e-Appraisal is 0.289, implying that a unit increase in e-

Appraisal would to lead to a 28.9% increase in employee productivity, job satisfaction

and organization’s performance.

This suggests that e-Appraisal has a positive and significant influence on Performance of

Selected National Government Ministries Nairobi City County. This result corresponds

with earlier studies by Al-Raisi, Amin. & Tahir (2011) and Troshani, Jerram & Rao

(2011) which confirmed that e-Appraisal facilitates regular assessment of an employee's

performance, their potential and personal development, which leads to improved

employee productivity and organizational performance.

4.5.2.4 Hypotheses 4: Relationship between e-Payroll and performance of selected

National Government Ministries

Table 4.16 (iii) shows the fourth null hypothesis (H04) which proposed that there is no

relationship between e-Payroll and performance of selected National Government

Ministries in Nairobi City County was rejected since β ≠ 0 and p-value = 0.000. The beta

coefficient for e-Payroll is 0.358, implying that a unit rise in e-Payroll would lead to a

35.8% increase in organizational performance.

This signifies that e-Payroll has a positive and significant influence on Performance of

Selected National Government Ministries Nairobi City County. The results of this study

agree with the empirical findings of the study by Sam, Hoshino & Tahir (2012) that e-

Payroll provides accurate and comprehensive results of financial operations in the

91
organization, which allows managers to make informed decisions. Similarly, the results of

this study are consistent with the findings by Palladan & Palladan (2018), who argued

that productivity and performance of employees in organizations depends on the

satisfaction levels and largely, rewards or compensation.

4.5.2.5 Hypotheses 5: Relationship between e-Communication and Performance of

selected National Government Ministries

Table 4.16 (iii) shows fifth null hypothesis (H05) which proposed that there is no

relationship between e-Communication and performance of selected National

Government Ministries in Nairobi City County was rejected in the study since β ≠ 0 and

p-value = 0.022. The beta coefficient for e-Communication is 0.178, implying that a unit

increase in e-Communication would to lead to a 17.8% increase exchange and

distribution of information and improved interactions, which ultimately enhances

coordination, collaboration and organizational performance.

This shows that e-Communication has a positive and significant influence on

Performance of Selected National Government Ministries Nairobi City County. The result

of this study are consistent with the empirical findings of the study by Raulea & Raulea

(2014) who outlined the positive influence of e-Communication on organizational

performance and stated its importance in enabling organizational coordination,

distribution of real-time information and collaboration.

4.5.2.6 Hypotheses 6: Moderating effect of Government policy on the relationship

between HRMIS and performance of selected National Government
Ministries

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 Table 4 .18: Regression of Government policy on HRMIS
19 and
Performance of selected National Government Ministries

Variable Coefficients Test Statistic P-Value

(Constant) 2.950 6.501 0.000
Government policy (Moderator) 0.219 1.927 0.056
R-squared 0.027
Adjusted R-squared 0.019
F-Statistic 3.714 0.000
Dependent Variable = Organizational Performance
Predictors: (Constant) = e-Recruitment, e-Training, e-Appraisal, e-
Payroll management, e- Communication,
Service delivery = Mediator Variable
Source: (Research Data, 2021)

Table 4.18 shows the sixth null hypothesis (H06) which proposed that Government policy

has no moderating effect on the relationship between human resource management

information systems and performance of selected National Government Ministries in

Nairobi City County was rejected in the study since β ≠ 0 and p-value = 0.056. The

moderated regression of Government policy on HRMIS and performance of selected

National Government Ministries resulted in an adjusted R-squared of 0.019 while the beta

coefficient for e-Communication is 0.219%.

This denotes that a unit increase in use of Government policy would to lead to a 21.9%

increase in organizational performance. This explains the 21.9% of the variation in the

organizational performance. The findings of this research corresponds with an earlier

empirical research by Chelimo and Ouma (2017) that Government policy provides clear

roles and responsibilities to enable employees to make enables better decisions. This

implies that that Government policy has a strong influence on the organization’s

performance. Therefore, effective implementation of existing Government policy

promotes compliance, which in turn steers organizational performance to greater levels.

93
Since the study had a moderating variable, multiple regression analysis was used to test

the significance of coefficients that represented the moderating effect of Government

policy on the relationship between independent variables and performance of

performance of selected National Government Ministries. The moderating effects of the

hypothesized relationships was tested using the following regression model:

Y = β0 + β1-5X1-5 + + β6 X6 + Ɛ

Where:

Y = Organizational Performance

βo = Constant

X1-5 = Independent Variables

Β 1-5 =Coefficients of Independent Variables.

β6 = Government policy (Moderating variable)

Ɛ = Error term of the model

Consequently, the result for the statistical regression model was:

Organizational Performance = 1.382 (Constant) + (0.240e-Recruitment + 0.254e-Training

+ 0.289e-Appraisal + 0.358e-Payroll + 0.178e-Communication) + 0.219Government

policy.

From the findings in Table 4.17, the study concluded that Government policy has a strong

moderating effect on the relationship between HRMIS and Performance of Selected

National Government Ministries in Nairobi City County.

94
4.5.2.7 Hypotheses 7: Mediating effect of service delivery on the relationship

between HRMIS and performance of selected National Government

Ministries

Table 4.18: Regression of service delivery on HRMIS and

Performance of selected National Government Ministries

Variable Coefficients Test Statistic P-Value

(Constant) 1.488 6.596 0.000
Service delivery (Mediator) 0.646 10.518 0.000
R-squared 0.449
Adjusted R-squared 0.445
F-Statistic 110.635 0.000

Dependent Variable = Organizational Performance

Predictors: (Constant) = e-Recruitment, e-Training, e-Appraisal, e-
Payroll management, e-Communication.
Moderator Variable = Government policy
Source: (Research Data, 2021)

Table 4.18 shows the seventh null hypothesis (H07) which proposed that service delivery

has no mediating effect on the relationship between human resource management

information systems and performance of selected National Government Ministries in

Nairobi City County was rejected in the study since β ≠ 0 and p-value = 0.000. The

mediated regression of service delivery on HRMIS and performance of selected National

Government Ministries resulted in an adjusted R-squared of 0.445 while the beta

coefficient for e-Communication is 0.646. Thus, a unit increase in service quality would

to lead to a 64.6% increase in client satisfaction, loyalty and organizational performance.

This implies that there a positive mediating effect of service delivery on the relationship

between HRMIS and performance of selected National Government Ministries. This

explains the 64.6% of the variation in the organizational performance. The result of this

research corresponds with the empirical study by Swar & Sahoo (2012) and Ali & Bisht

95
(2018) which stated that organizations should provide frequent training to employees in

service delivery units and evaluate their service experiences to enhance client satisfaction,

loyalty and overall organizational performance.

As the study had a mediating variable, multiple regression analysis was also used to test

the significance of coefficients that represented the mediating effect of service delivery on

the relationship between independent variables and performance of performance of

selected National Government Ministries. The mediating effects of the hypothesized

relationships was tested using the following regression model:

Y = β0+ β1-5 X1-5 + β6X6 β7X7 + Ɛ

Where:

Y = Organizational Performance

β o = Constant

X1-5 = Independent Variables

Β 1-5 =Coefficients of Independent Variables.

β6 = Government policy (Moderating variable)

β7 = Service delivery (Mediating variable)

Ɛ = Error term of the model

The result for the statistical regression model was:

Organizational Performance = 1.382 (Constant) + (0.240e-Recruitment + 0.254e-Training

+ 0.289e-Appraisal + 0.358e-Payroll + 0.178e-Communication) + 0.165Government

policy + 0.646Service delivery.

96
From the findings in Table 4.18, the study concluded that service delivery has a strong

mediating effect on the relationship between HRMIS and Performance of Selected

National Government Ministries in Nairobi City County.

Table 4.19: Summary of Hypothesis Testing Results

Estimate T-Statistics Hypothesis Empirical

Hypothesis Testing (Z-Score) (.05 Sig. Level) Testing Results Results
H01: There is no relationship 0.240 0.012 Positive and Supported
between e-Recruitment and significant
performance of National (Rejected)
Government Ministries in
Nairobi City County

H02: There is no relationship 0.254 0.009 Positive and Supported

between e-Training and significant
performance of National (Rejected)
Government Ministries in
Nairobi City County

H03: There is no significant 0.289 0.001 Positive and Supported

relationship between e- significant
Appraisal and performance of (Rejected)
National Government
Ministries in Nairobi City
County

H04: There is no significant 0.358 0.000 Positive and Supported

relationship between e-Payroll significant
and performance of National (Rejected)
Government Ministries in
Nairobi City County
H05: There is no significant 0.178 0.022 Positive and Supported
relationship between e- significant
Communication and (Rejected)
performance of National
Government Ministries in
Nairobi City County
Positive and
H06: Government policy has 0.219 0.056 significant Supported
no moderating effect on the (Rejected)
relationship between human
resource management
information systems and
performance of selected
National Government
Ministries in Nairobi City
County.

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 Estimate T-Statistics Hypothesis Empirical
Hypothesis Testing (Z-Score) (.05 Sig. Level) Testing Results Results
H07: Service delivery has no 0.646 0.000 Positive and Supported
mediating effect on the significant
relationship between human (Rejected)
resource management
information systems and
performance of selected
National Government
Ministries in Nairobi City
County.

4.5 Content Analysis

This section presented findings of qualitative data collected in the study using open-ended

questions. The findings were summarized using a narrative based on 8 major themes

which were developed as broadly outlined in Chapter 3.10. This study used the 8 themes

to present the comments or remarks reported by respondents on the relationship among

study variables and Performance of Selected National Government Ministries in Nairobi

City County. The qualitative data were collected to complement the quantitative

information collected using the questionnaire method.

4.6.1 Theme 1: e-Recruitment and Performance of Selected National Government

Ministries

This section covered some of the comments or remarks reported by respondents on e-

Recruitment in the selected National Government Ministries. One respondent reported,

“The Ministry needs to use e-Recruitment practices to easily and swiftly track job

applicants”. Another respondent stated, “The Ministry should provide a satisfactory pool

of qualified individuals to fill current and future demand of employees”. According to one

participant, the Ministry should “adopt e-Recruitment to cut on printing costs and

enhance efficiency of the hiring process”. One more respondent stated, “The Ministry

should train and sensitize employees especially on e-Recruitment practices to improve

effectiveness of the hiring process.”

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4.6.2 Theme 2: e-Training and Performance of Selected National Government
Ministries

This section consisted of remarks reported by respondents on e-Training in the selected

National Government Ministries. Some respondents cited “There is need to prioritize e-

training to ensure employees are equipped with adequate or requisite skills that are related

to their current job or abilities that will enable them to carry out new jobs”. Another

respondent stated, “There is need to regularly train employees to motivate and empower

them to deliver better services”. One other participant stated, “The Ministry should have

continuous training to allow employees grow their careers.” Another reported, “Train

staff for at least once a year to enable them enhance their abilities and capabilities.”

According to the survey results, most respondents felt that the Ministry should “ensure

proper deployment of trained employees and place them in relation to their qualifications

and acquired skills”. Another response that stood out was from a respondent who opined

that the Ministry should “sensitize and train employees up to the lowest levels on the use

of e-Training to improve productivity”. Another respondent reported, “Older employees

should be given equal opportunities in e-Training to advance their skills”.

4.6.3 Theme 3: e-Appraisal and Performance of Selected National Government

Ministries

This section comprised of comments reported by respondents on e-Appraisal in the

selected National Government Ministries. According to one respondent, the Ministry

should “use e-appraisal reports to not only reward and motivate good performers but also

address career development”. One exceptional response was that “after e-appraisals, staff

should be motivated through promotion on merit”. Another outstanding response was

from a respondent who reported that the Ministry should have “clear policies and

guidelines on e-Appraisal to improve effectiveness of the evaluation process”.

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Indeed, another respondent cited that, the Ministry should “embrace e-appraisals to

enhance communication and improve feedback about past, current and future

performance expectations”. According to one participant, the Ministry should “strengthen

employee supervision to improve efficiency and productivity”. Similarly, another

respondent reported that the Ministry should “train and sensitize employees on e-

Appraisal to enhance evaluation activities”.

4.6.4 Theme 4: e-Payroll and Performance of Selected Government Ministries

This section comprised some of the comments or remarks reported by respondents on e-

Payroll management in the selected National Government Ministries. Most of the

respondents agreed that, “The speed of salary processing had improved due to adoption of

e-Payroll”. One participant remarked that, “the Ministry should embrace e-Payroll “for

employees to be accountable for results”. Another respondent stated that, “the Ministry

should adopt stern disciplinary measures on employees who fail to adhere to existing e-

Payroll guidelines”. A participant noted, “To eliminate irregular payments in the payroll,

there should be regular auditing and reporting”.

4.6.5 Theme 5: e-Communication and Performance of Selected National

Government Ministries

This section contained some of the comments or remarks reported by respondents on e-

Communication in the selected National Government Ministries. Interestingly, one

participant opined that the Ministry should use e-Communication “so that employees can

get a pop-up notifications and access HR information easily.” Another respondent

reported that the Ministry should “increase use of e-Communication to disseminate

information between departments”.

Another participant remarked that, “all employees should use e-Communication since

there is a lot of information available there”. This point was further emphasized by one

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more respondent who reported that, “the Ministry needs to enhance use of e-

Communication platform is to enable employees to interact, share views as well as get

immediate feedback on matters concerning them”. Lastly, there is a participant who

reported, “e-Communication should be made active to enhance distribution of

information to all employees”.

4.6.6 Theme 6: Government Policy and its moderator effect on Performance of

Selected National Government Ministries

This section contains some of the comments or remarks on Government policy in the

selected National Government Ministry. According to one respondent, “the Ministry

needs to encourage employees to use HR policies to improve integrity, transparency and

accountability of personnel actions in the Ministry”. Another respondent reported that the

Ministry should ensure that “Government policy on HRM is communicated to all

employees to enhance compliance”. Another participant reported that the Ministry should

“sensitize employees on relevant Government policy to improve uniformity of personnel

actions.” Yet another employee reported that the Ministry should “ensure employees

observe applicable Government policies to maintain ethical norms and standards”.

4.6.7 Theme 7: Service Delivery and its mediator effect on Performance of Selected
National Government Ministries

This section contains some of the comments or remarks on service delivery in the selected

National Government Ministry. One respondent reported, “More attention is required to

sensitize employees on the importance of service quality to clients”. Another participant

opined that the Ministry should, “ease access to Government services and provide timely

feedback to clients on the promised service.” Another respondent added that the Ministry

should “sensitize and train the front-office employees to equip them with skills to handle

clients with care”.

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4.6 Comments on Performance of Selected National Government Ministries

This section contains comments elicited by different respondents on overall

organizational Performance of Selected National Government Ministries. Similar

response patterns were grouped in manageable clusters to enable easy analysis and

reporting. The findings are summarized as follows:

4.7 Positive Opinions on Performance of Selected National Government

Ministries
Some of the respondents expressed a positive opinion about performance of the Ministry.

For instance, some respondents reported, “Performance of this Ministry is good.

However, there is still room for improvement”. Another respondent stated, “Performance

of this Ministry is good. However, employees lack necessary working tools/equipment

and office space. There is also staff shortage hence employees are being overworked.” A

different respondent added that performance of the Ministry is good but employees are

overworked due to persistent use of traditional and manual HR practices.”

Moreover, a respondent who rated performance of the Ministry as good remarked,

“Enhancement of financial allocation to the Ministry will go a long way towards

achieving the Ministry's mandate.” Some respondent reported, “Performance is good but

additional funds for the department’s development activities be allocated to the Ministry

to facilitate achievement of mandates and set goals”. Some respondent reported,

“Performance of the Ministry is good but there is still a lot more potential to do better.”

Additionally, a respondent of who rated performance the Ministry at 60% reported, “A lot

needs to be done to attain optimal performance.” Quite a number of respondents reported

that performance of the Ministry is good though there is still room for improvement.”

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4.8 Contrary Opinions on Performance of Selected National Government
Ministries
Some respondents expressed a contrary opinion about performance of the Ministry. A

respondent reported, “The Ministry is not performing well due to limited funds hindering

implementation of the planned programmes.” Another reported, “Promote lower cadre

officers who obtain required qualifications to boost their morale.” Some respondent

reported, “Employees be enlightened on the Ministry’s strategic direction to enable them

work towards achievement of its goals.” One more reported, “The Ministry avoid too

many adhoc projects within the year.”

Some respondents reported, “Provide enough computers and employees.” A different

respondent reported, “There is fatigue and burn-out due to under-staffing.” Another

recounted, “There is low morale due to stagnation in same job group. Staffs are not

getting enough training.” Another respondent reported, “The staffs are few”. In addition,

a different respondent reported, “The Ministry should deploy employees according to

their skills and qualifications to improve efficiency”. One more respondent reported,

“There is no employee involvement in decision-making. Thus, it is difficult to know

whether organizational objectives have been met or not.”

Another respondent reported, “Offer a conducive work environment and equip employees

with office equipment for efficient service delivery”. Another respondent reported,

“Employee need adequate provision of working tools/equipment and office space.”

Another respondent reported, “Make available adequate working tools and improve on

office accommodation. “Still one more respondent reported, “Allocate more office space

for better service delivery.”

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4.9 Comments on HRMIS and Performance of Selected National Government
Ministries

This section contains some of the comments reported by the respondents on HRMIS in

their respective National Government Ministries. One respondent reported, “Adoption of

HRMIS have enhanced performance of this Ministry. Another respondent remarked that

the Ministry should, “Increase use of HRMIS to enhance efficiency and ensure timely

delivery of public services”. Another respondent reported, “The Ministry can do much

better through automation of core HR practices”.

However, some of the respondents reported that, “HRMIS is very slow and sometimes

not accessible due to failure of network.” Another respondent remarked, “There is low

utilization of HRMIS in the Ministry due to poor internet connectivity and lack of

appropriate ICT infrastructure”. One more respondent remarked, “HRMIS is up but very

slow. A different respondent remarked, “HRMIS network fails from time to time.

Besides, system hang-ups are too frequent hence affecting productivity”.

4.10 Suggestions on improvement of Performance of Selected National

Government Ministries

This section contains suggestions provided by different respondents on improvement of

performance through use of HRMIS in National Government Ministries. The findings

were as summarized below:

4.10.1 E-Recruitment and Performance of Selected National Government

Ministries

One respondent suggested, “The Ministry should prioritize and increase use of e-

Recruitment to increase efficiency and effectiveness of the HR function.” One respondent

proposed, “The Ministry should ensure appropriate deployment of employees in line with

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their skills and qualifications/specialization.” Another respondent suggested The Ministry

should employees in relation to their duties.”

4.10.2 E-Training and Performance of Selected National Government Ministries

Some respondents suggested, “The Ministry should train all employees to equip them

with requisite skills to enhance efficiency”. Another recommended, “The Ministry should

offer more training to employees as a motivation.” One respondent proposed, “Provide

more e-Training especially on the older workforce who are not conversant with the

technology.” One respondent proposed, “Prioritize and fund sensitization and training of

employees up to the lowest levels to improve productivity and service delivery.”

Some respondents suggested, “The Ministry needs to invest in e-Training programs at

least once a year to boost its overall performance.” A number of respondents proposed,

“Employees in the Ministry need to be given equal opportunities for e-Training because it

is still not clear how to use the module.” One respondent proposed, “The Ministry should

have well-planned and continuous e-Training for employees' to make work easier and

employees more skilled.”

A different respondent reported, “Discourage use of traditional HR systems so that

Ministries can make optimum use of funds budgeted for HRMIS training and

implementation.” Most respondent suggested, “The Government should make HRMIS

use compulsory for employee to perform their duties efficiently.” One respondent

suggested, “There is need to upscale digitization of all HR processes and training of all

employees to realize the intended business goal.

4.10.3 E-Appraisal and Performance of Selected National Government

Ministries

One respondent suggested, “The Ministry should have clear policies and guidelines on

performance management to improve the e-appraisal process.” One respondent proposed,

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“The Ministry should encourage employee to adhere to work plans and team work to

improve reporting during performance appraisals.” One respondent suggested,

“Strengthen e-performance appraisal tool to enhance feedback to employees.”

One respondent proposed, “Employee involvement by cascading performance contracts to

all employees”. Another respondent proposed, “The Ministry should use e-performance

appraisal reports to promote good performers, employee development as well as address

the issue of employees who have stagnated for many years. Some respondents suggested,

“Prioritize training of employees on e-Appraisal and strengthen employee supervision and

improve efficiency and productivity.”

4.10.4 E-Payroll and Performance of Selected National Government Ministries

The participants used different words to describe how the old manual payroll system

adversely affected the employees’ productivity and organization’s overall performance.

One respondent suggested, “The Ministry needs to increase use of e-Payroll to automate

all payroll information and improve efficiency.” Another respondent suggested, “The

Ministry should adopt stern disciplinary measures on employees who fail to adhere to laid

down guidelines on e-Payroll. Another respondent proposed, “The Ministry should

embrace e-Payroll and encourage employees to be accountable for results.” Another

participant suggested, “There is need to reward staffs suitably to improve their morale”.

4.10.5 E-Communication and Performance of Selected National Government

Ministries

One respondent suggested, “The Ministry should utilize e-communication to facilitate

immediate feedback and improve firm performance.” Another respondent suggested,

“Provide employees with computers to enable better processing of information.” Some

respondents suggested, “The Ministry should enhance use of e-communication platform

to enable employees interact, share views and get feedback on matters concerning them.”

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A different respondent recommended, “Utilize e-communication more to facilitate quick

circulation of information.” Another respondent suggested, “All employees should

embrace use of e-communication since there is a lot of information there.”

4.10.6 Service Delivery and Performance of Selected National Government

Ministries

One respondent suggested, “The Ministry should provide more resources (funds, human

capital, HRMIS) to enhance service delivery.” Another suggested, “The Ministry should

“increase use of e-services to ease access and timely delivery of public services.” In

addition, one respondent suggested, “The Ministry should put in place a mechanism in

which employees can get timely feedback on their complaints.” Some respondents

suggested, “The need for reduction on bureaucratic practices and use of e-services to fast-

track provision of public services to clients.” Another suggested, “The Ministry should

“Sensitize and train employees to use e-services effectively and improve efficiency.

4.10.7 Government Policy and Performance of Selected National Government

Ministries

One respondent suggested, “The Ministry should ensure that Government policy guiding

HRM practices are brought to the attention of all employees.” Another respondent

suggested, “Employees in the Ministry should adhere to laid down Government policy

and HRM procedures to promote professionalism and efficiency.” One respondent

suggested, “All relevant Government policies should be well-communicated and made

available on the Ministry's website.” A respondent suggested, “The Ministry should

improve and revise existing policies to improve integrity and transparency.” Another

respondent suggested, “Sensitize all employees on use of relevant Government policies

and existing HR manuals/guidelines to promote compliance.

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4.11 Overall Suggestions to improve use of HRMIS in the Selected National
Government Ministries
In conclusion, majority of the respondent suggested that the Government should,

“Upgrade the HRMIS infrastructure to improve speed, internet connectivity and other

ICT infrastructure”. “Create more innovations and offer technical support to employees

on use of HRMIS to improve efficiency and effectiveness.”

One respondent suggested, “The Ministry should improve the work environment and

facilitate employees with necessary resources such as computers, stationery, office space

and equipment, among others to improve efficiency and HRMIS automation levels.”

Most respondents suggested, “The Ministry should manage and utilize HRMIS resources

efficiently and effectively to achieve the intended organizational goals.”

Other respondents proposed, “Involvement of employees in strategic planning and

decision-making to enable timely achievement of intended HRMIS goals”. Another

respondent proposed, “The Ministry should be allocated sufficient funds to cater for

HRMIS improvements.” Another reported, “The Ministry should be proactive to deal

with expected technological changes so as they occur to get a competitive edge in the

labour market.”

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 CHAPTER FIVE

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter presents the summary of the current study, its conclusion, specific

contributions to the body of knowledge, policy recommendations and suggestions for

further research.

5.2 Summary

Since the 1990s, National Government Ministries in Kenya are experiencing glaring

challenges in terms of performance hindering their appropriate contribution on the

national development agenda. In an endeavour to address the challenges, the Government

in 2003-2007 initiated several public sector reforms aimed at transformation of National

Government Ministries to improve productivity and organizational performance (GoK,

2003; GoK, 2007).

A number of the initiatives introduced include implementation of HRMIS to assist in

management of the human resource practice. However, the implementation of HRMIS

has not realized the desired outcomes as National Government Ministries continue to use

manual or traditional HR systems thus, compounding human resource management

challenges. The resultant effect is that National Government Ministries are unable to

achieve efficiency or deliver services at optimal levels.

It is in light of the above that it was found necessary to undertake this study. Past studies

on performance of selected National Government Ministries in Kenya have paid little

attention to the influence of human resource management information systems on

organizational performance, hence the attention on this study to analyze the influence of

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human resource management information systems on performance of selected National

Government Ministries in Nairobi City County.

The specific objectives were to investigate the relationship between e-Recruitment and

performance of selected National Government Ministries in Nairobi City County; To

determine the relationship between e-Training and performance of selected National

Government Ministries; To explore the relationship between e-Appraisal and

performance of selected National Government Ministries; To evaluate the relationship

between e-Payroll and performance of selected National Government Ministries; and To

analyze the relationship between e-Communication and performance of selected National

Government Ministries.

The research further examined the moderating effect of Government policy on the

relationship between human resource management information systems and performance

of selected National Government Ministries. It also investigated the mediating effect of

service delivery on the relationship between human resource management information

systems and performance of selected National Government Ministries.

The research was a descriptive survey, which adopted the positivism research philosophy.

Data were collected using questionnaires. Respondents were picked using proportionate

stratified random samples. Data were analyzed using descriptive and inferential statistics

and summarized using aggregate mean while standard deviations. Multiple regressions

were employed to test the linear relationship s between the hypothesized variables and

organizational performance.

The first research objective was to establish the relationship between e-Recruitment and

performance of selected National Government Ministries in Nairobi City County. The

null hypotheses indicated that there is no relationship between e-Recruitment and

110
performance of selected National Government Ministries Nairobi City County and

therefore, it was rejected in favour of the alternate hypotheses. This implies that e-

Recruitment has a significant influence on performance of selected National Government

Ministries in Nairobi City County.

Appropriate e-Recruitment practices are essentially significant to any organization in

need of identification, attraction and acquisition of potentially qualified pool of human

resources. Acquisition of competent employees enables them to handle tasks efficiently

and effectively. This in turn enhances their productivity, which consequently leads to

improved performance. Thus, organizations should uptake e-Recruitment practices to

facilitate hiring of potentially qualified pool of human resources to achieve the

predetermined business goal efficiently and effectively.

The second research objective was to determine the relationship between e-Training and

performance of selected National Government Ministries in Nairobi City County. The

null hypotheses stated there is no relationship between e-Training and performance of

selected National Government Ministries in Kenya and therefore, it was rejected in favour

of the alternate hypotheses. This denotes that e-Training has a major influence on

performance of selected National Government Ministries in Nairobi City County.

When employees become aware that the organization has drawn attention on their

training, they in turn show commitment and apply their best creativity to achieve

organizational goals. Without proper e-Training, employees cannot develop requisite

skills required for performing assigned tasks. Well-trained staffs always get good results

and this is significant to productivity and performance. Thus, top managers should realize

that inculcating a continuous learning culture makes employees become more efficient

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and satisfied with their jobs, which contributes towards achievement of organizational

goals and objectives.

The third research objective was to explore the relationship between e-Appraisal and

performance of selected National Government Ministries in Nairobi City County. The

null hypotheses specified that there is no relationship between e-Appraisal and

performance of selected National Government Ministries in Nairobi City County and

hence, it was rejected in favour of the alternate hypotheses. This denotes that e-Appraisal

has a significant influence on performance of selected National Government Ministries in

Nairobi City County.

When employees become aware that performance of assigned tasks is being evaluated,

they become motivated and are willing to take up extra responsibilities to achieve

intended organizational outcomes. Such employees have higher levels of productivity and

job performance, which eventually leads to improved organization’s performance. When

organizations implement effective e-Appraisal practices, the managers can identify areas

that need enhancement, which has a significant effect on organizational performance.

The fourth research objective was to evaluate the relationship between e-Payroll and the

performance of selected National Government Ministries in Nairobi City County. The

null hypotheses indicated that there is no relationship between e-Payroll and performance

of selected National Government Ministries in Nairobi City County and hence, it was

rejected in favour of the alternate hypotheses. This means that e-Payroll has a positive

and statistically significant influence on performance of selected National Government

Ministries in Nairobi City County.

Organizations should have an e-Payroll system that provides access to timely information

that top management can use to make better business decisions. The system should also

112
generate payroll data to assist managers analyze departmental trends in terms of

attendance, absence, leave, turnover, among others to gain understanding whether the

organization is efficient or effective or vice versa. Besides, data from the payroll can be

useful in benchmarking against competition, thus enhancing the payroll process. Thus,

top management should ensure e-Payroll practices are effectively implemented as this in

turn contributes towards achievement of the organization’s goals

The fifth research objective was to analyze the relationship between e-Communication

and performance of selected National Government Ministries in Nairobi City County. The

null Hypotheses indicated that there is no relationship between e-Communication and

performance of selected National Government Ministries in Nairobi City County and

therefore, it was rejected in favour of the alternate hypotheses. This suggests that e-

Communication has a positive and significant influence on performance of selected

National Government Ministries in Nairobi City County.

E-communication is an essential part of a business strategy. Organizations that encourage

employees to use of e-Communication achieve their organizational goals and have clear

values, mission and vision. Employees who are facilitated with an effective e-

Communication system are able to exchange and coordinate information within the

workplace, which is key to organizational effectiveness and excellence. It is therefore

important for National Government Ministries to ensure that e-Communication practices

are put in place as they promote cohesive relations between employees and external

clients, which are critical to productivity and performance of the organization.

The sixth research objective was to examine whether Government policy has a

moderating effect on the relationship between human resource management information

systems and performance of selected National Government Ministries in Nairobi City

113
County. The null hypotheses specified that there is no relationship between Government

policy and performance of selected National Government Ministries in Nairobi City

County and therefore, it was rejected in favour of the alternate hypotheses. This suggests

that Government policy has a significant moderating role on the relationship between

human resource management information systems and performance of selected National

Government Ministries in Nairobi City County.

A Government policy is the pivot on which other organization’s resources such as funds,

human capital and innovations revolve on, hence are important in achieving

organizational goals. Therefore, top managers should ensure that every Government

policy is implemented effectively to boost compliance, equity and transparency. The

managers should also provide clear roles and responsibilities to ensure the right HR

regulations, standard and norms are practised to facilitate better senior management

decisions and enhance organizational goals.

The seventh research objective was to establish whether service delivery has a mediating

effect on the relationship among human resource management information systems and

performance of selected National Government Ministries in Nairobi City County. The

null hypotheses indicated that there is no relationship between service delivery and

performance of selected National Government Ministries in Nairobi City County and

therefore, it was rejected in favour of the alternate hypotheses. This suggests that service

delivery has a significant mediating role on the relationship between human resource

management information systems and performance of selected National Government

Ministries in Nairobi City County.

Public organizations were established to serve people and thus service quality is dictated

by client’s expectations and satisfaction. Hence, public organizations that provide quality

114
services win clients’ commitment and make them loyal for a long time. To achieve

optimal client expectations and satisfaction levels, National Government Ministries in

Kenya should intensify efforts to bring about an attitudinal change in public service that

values transparency and accountability to the citizens of Kenya. This is key to survival,

growth, competitiveness and sustainability.

5.3 Conclusions

One of the public sector reforms initiatives was implementation of HRMIS, which was

aimed at transforming National Government Ministries to improve productivity and

overall organizational performance. To achieve this goal, National Government

Ministries were expected to uptake and use HRMIS. To achieving this goal, National

Government Ministries are expected to create a conducive and enabling environment to

enable employees to deliver services efficiently and effectively. However, the full

potential of HRMIS has not been realized as National Government Ministries continue to

use manual or traditional HR systems in their day-to-day operations

Earlier empirical studies on performance of public sector organizations including

National Government Ministries in Kenya have not fully addressed the role of HRMIS in

improving organizational performance. While there exists empirical evidence on studies

conducted elsewhere, there is little to no empirical research in the context of the selected

National Government Ministries in Nairobi City County. Furthermore, most scholars had

their focus on the direct relationship among HRMIS and performance of organizations.

Sparse research exists on effect of Government policy as a moderator and service delivery

as mediator on the relationship among HRMIS and performance of organizations. It is

against this setting that the researcher sought to fill this evident knowledge gap. With

focus on research objectives, the researcher made the following conclusions.

115
The first research objective was to investigate the relationship between e-Recruitment and

performance of selected National Government Ministries in Nairobi City County. The

study concluded that e-Recruitment positively influences organizational performance.

Thus, National Government Ministries should uptake the practices to forecast current and

future demand and supply of employees to achieve the business goal.

The second research objective was to determine the relationship between e-Training and

performance of selected National Government Ministries in Nairobi City County. The

study concluded consistent human capital development should be given great importance

and value for the organization’s continuity and success. The study also concluded that

organizations should embrace the culture of e-Training as it greatly contributes towards

high job performance results and long-term organizational success.

The third research objective was to explore the relationship between e-Appraisal and

performance of selected National Government Ministries in Nairobi City County. The

study concluded that organizations in Africa including National Government Ministries in

Kenya should effectively implement HRMIS to achieve the expected level of efficiency,

productivity and organizational performance.

The fourth research objective was to evaluate the relationship between e-Payroll and the

performance of selected National Government Ministries in Nairobi City County. The

study concluded that e-Payroll has direct effect on employees’ productivity and

performance. Therefore, organizations should lay emphasis on the system to manage

public funds in the most effective and economic manner.

The fifth research objective was to analyze the relationship between e-Communication

and performance of selected National Government Ministries in Nairobi City County. The

study concluded that that e-Communication is effective for sharing organizational

116
information. Thus, greater attention should be given to e- e-Communication because it is

an important lifeline in every organization.

The sixth research objective was to examine whether Government policy has a

moderating effect on the relationship among human resource management information

systems and performance of selected National Government Ministries in Nairobi City

County. The study concluded that effective application of Government policy promotes

compliance. Therefore, effective implementation of existing Government policy boosts

employees’ compliance, which ultimately steers organizational performance to greater

levels.

The seventh research objective was to investigate whether service delivery has a

mediating effect on the relationship among human resource management information

systems and performance of selected National Government Ministries in Nairobi City

County. Based on the findings, the researcher concluded that service quality is as an

essential strategy for organizational success and survival. Accordingly, National

Government Ministries should enhance service quality to meet clients’ expectations in

order to positively impact on organizational performance.

5.4 Contributions of the Study to Knowledge

The study sought to examine the influence of HRMIS on organizational performance.

Existing studies have looked at the relationship among HRMIS and organizational

performance. However, most studies were undertaken in the developed countries like UK

and USA. In the developing countries, some researchers have attempted to conduct a

study in this area. However, few researchers have measured the moderating effect of

Government policy and mediating effect of service delivery on organizational

performance.

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The current study therefore, contributes to knowledge in this topic, based on a Kenyan

context with special emphasis on selected National Government Ministries in Nairobi

City County. The conclusions of the study will shed some light for policy makers in

National Government Ministries and assist them to increase their uptake on HRMIS

because of its significance in improving organizational performance. Theoretically, the

current study contributes to HRM and HRMIS literature by supporting the RBV, TAM,

human capital theory and the Goal Model Approach, which highlights the need for

organizations to utilize technology to improve performance and gain a sustainable

competitive advantage.

Finally, the current study contributes to the unexplored research area on performance of

selected National Government Ministries in Kenya. Previous studies have revealed a

significant integration between HRMIS and organizational performance. However, most

studies were conducted in very different contexts such as public universities, private

hospitals, banks or hotels with very little attention being given to the public sector in

particular, National Government Ministries in Kenya. This gap in knowledge has

therefore been addressed through this study in the context of selected National

Government Ministries in Nairobi City County.

5.5 Policy Recommendations

The policy recommendations have been drawn from the conclusions as discussed in

section 5.3 of this Thesis. From the study findings, it was evident that e-Recruitment, e-

Training, e-Appraisal, e-Payroll, e-Communication, Government policy (moderator) and

service delivery (mediator) have a positive and significant influence on Performance of

Selected National Government Ministries in Nairobi City County. Based on the

conclusions of the study, the researcher’s recommendations are as follows:

118
On e-Recruitment, which was found to have a significant influence on organizational

performance, the study recommends that National Government Ministries should uptake

the use of e-Recruitment practices to ensure newly recruited candidates are duly informed

about necessary recruitment information to increase their level of efficiency and

effectiveness in the organization.

On e-Training which was found to have a significant influence on organizational

performance, the current study recommends that National Government Ministries should

conduct regular e-Training programs to equip employees with requisite skills as well as

boost knowledge management aspects and facilitate skills capture and audits for effective

performance. The study also recommends capacity building of HRMIS developers to

cater for ever-changing user requirements. Additionally, the Ministries should strengthen

training impact assessments to check the value for public funds spent on programs and

evaluate the outcome on productivity and performance.

On e-Appraisal, which was found to have a significant influence on organizational

performance, the study recommends strengthening while standardization of e-

performance evaluations to provide for identification of employees with training needs

(using the annual appraisal forms), enable execution of a disciplinary action or promotion

of good performers with focus on staff mobility and career progression.

On e-Payroll, which was found to have a significant influence on organizational

performance, the study recommends that National Government Ministries should engage

different arms of Government to conduct regular payroll audits to avert fraud and

embezzlement of public funds. Further, Ministries should oversee regular payroll

cleansing to check duplicate records or inactive (ghost) employees. In addition, the study

119
suggests integration of e-Payroll to existing information systems in Government to curb

misuse of resources and enhance payroll controls.

On e-Communication, which was found to have a significant influence on organizational

performance, the study recommends that National Government Ministries should uptake

use of HR portals to distribute information and increase coordination and collaboration

between departments. The study also recommends that employees should utilize online

platforms to interact and obtain timely responses or resolutions to their grievances. The

study further suggests that Ministries should automate institutional repositories (circulars,

policies, strategic plans, reports) and effectively manage them for future use.

On Government policy, which was found to have a significant influence on organizational

performance, the study recommends that National Government Ministries should review

and harmonize existing Government policy to incorporate changes necessitated by rapid

technological advances, re-organization of Government or new legislation. The study

further recommends that Ministries should conduct frequent compliance surveys and

audits on Government policy to check the levels of adherence amongst employees and

enforce stringent measures to address professional misconduct.

On service delivery, which was found to have a significant influence on organizational

performance, the study recommends that National Government Ministries should

establish and rollout self-service centres manned by competent employees to enhance

delivery of government services. Further, the study recommends Ministries should

undertake regular client satisfaction surveys to gather information about positive and

negative perceptions that could improve service quality. Additionally, Ministries should

provide frequent training to contact employees to evaluate their service experiences and

120
provide the latest technology in terms of computers in order to avert unnecessary delays

thereby enhancing service quality in National Government Ministries.

On HRMIS, the study recommends that the Government should come up with an

economic model that will be implemented consistently over a sustained period of time to

achieve the intended goal of improved performance, efficiency and effectiveness. Further,

should allocate enough funds for upgrades and maintenance of ICT facilities and

infrastructure to enhance integration of main server capabilities and strengthen use of

HRMIS in Ministries.

On organizational performance, the study recommends that National Government

Ministries should provide a conducive environment for employees to increase

productivity and job satisfaction. Further, Ministries should maintain optimal staffing

numbers and provide employees with appropriate work equipment to improve efficiency

and effectiveness. Additionally, the Government should adequately fund Ministry for

successful implementation of projects.

Lastly, National Government Ministries should effectively implement the existing HR

plan to create room for recruitment of new employees and training of young professionals

to take up jobs upon exit of older staffs. On staffing gaps, Ministries should develop

modalities and criteria to identify and promote staffs with relevant skills to higher grades

within the existing grading structures to cater for career management.

5.6 Suggestions for Further Study

This research was a cross-sectional descriptive survey on the influence of HRMIS on

performance of selected National Government Ministries Nairobi City County. Therefore,

longitudinal survey is necessary in the context of County Governments in Kenya to

investigate the unexplored HRMIS in the study such as selection, development, planning,

121
leave management, reward management, employee relations among others to determine

the causal links more explicitly.

Further, the findings of the current study may not suit all National Government Ministries

or public organizations in the developing countries mainly in Africa, due to varying types

of geographical locations, economic, cultural or institutional characteristics, workforce

sizes or internal business operations and processes. Therefore, further research is needed

using different theoretical models of measurement to obtain a broader understanding of

the topic as well as facilitate generalizability of the study findings.

122
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 APPENDICES

APPENDIX I: SELECTED NATIONAL GOVERNMENT MINISTRIES

The selected National Government Ministries in Nairobi City County are:

S/No. Selected National Government Ministry

1. Ministry of Public Service and Gender

2. Ministry of Information and Communication Technology

3. The National Treasury and Planning

4. Ministry of Education

5. Ministry of Interior and Co-ordination of National Government

6. Ministry of Foreign Affairs

Source: Executive Order on Organization of Government of Kenya (GoK, 2018)

136
 APPENDIX II: COVER LETTER

Janet C. Kipchoge
P.O. Box 30050-00100
NAIROBI

To Whom It May Concern

Dear Sir/Madam,

RE: HUMAN RESOURCE MANAGEMENT INFORMATION SYSTEMS AND

PERFORMANCE OF SELECTED NATIONAL GOVERNMENT MINISTRIES IN
NAIROBI CITY COUNTY

I am a Postgraduate student pursuing a degree in Master of Science (Human Resource

Management (Option) at Kenyatta University, Nairobi.

As part of the requirement for the award of the Masters’ degree, I am expected to carry
out a research study on “Human Resource Management Information Systems and
performance of selected National Government Ministries in Nairobi City County”. To
enable completion of this thesis, I humbly request your assistance to provide data from your
Ministry.

I have attached a copy of the questionnaire. Kindly answer all the questions appropriately.
The information you provide will be used for academic purposes only and will be treated
with utmost confidentiality. No specific references were made on your Ministry.
However, the summary results/findings of the research study were made public.

I look forward to your utmost support and cooperation

Kind Regards,

Janet C. Kipchoge
Reg. No. D58/CTY/PT/21847/2012
Kenyatta University
School of Business

137
 APPENDIX III: QUESTIONNAIRE

KENYATTA UNIVERSITY
School of Business

Dear Sir/Madam,

The purpose of this questionnaire is to collect information as part of a research for the
award of Master of Science (HRM Option) at Kenyatta University, Nairobi. The topic of the
study is “Human Resource Management Information Systems and performance of selected
National Government Ministries in Nairobi City County”.

I will be thankful if you respond to the questions accurately. This is only academic paper and
your responses will be treated with utmost anonymity and confidentiality. Thank you

PART A: DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS

Kindly respond to all questions. Tick (√ ) appropriate box that best defines your response.
.

1. Kindly indicate your gender:

Male [ ] Female [ ]
2. What age group are you in?
Below 35 years [ ] 35 to 40 years [ ] 41 to 45 years [ ] Over 45 years [ ]

3. What is your highest education level:

High School Certificate [ ] Diploma [ ] Bachelor’s degree [ ]
Masters’ Degree [ ] Doctorate [ ]

4. Indicate your Ministry:

Interior and Coordination of National Government [ ] Education [ ]
Public Service, Youth and Gender [ ] Foreign Affairs [ ]
Information and Communication Technology [ ]
The National Treasury and Planning [ ]

5. Indicate your department:

HRM [ ] ICT [ ] Finance [ ]

6. Indicate your Management level:

Top management [ ] Middle-level management [ ] Operational staff [ ]

7. Length of service in current Ministry:

1 to 3 years [ ] 4 to 5 years [ ] Over 5 years [ ]

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PART B: HUMAN RESOURCE MANAGEMENT INFORMATION SYSTEMS
(HRMIS) AND ORGANIZATIONAL PERFORMANCE

The following statements/items have been used to seek your views on the influence of
e-Recruitment, e-Training, e-Appraisal, e-Payroll and e-Communication on
Performance of selected National Government Ministries in Kenya.

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on e-Recruitment and performance of your Ministry (5=Strongly
agree (SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and 1=Strongly disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

5 4 3 2 1
S/No e-Recruitment and performance of your Ministry SA A NT D SD
1. e-Recruitment makes tracking of job application fast and
easy
2. e-Recruitment enables employers to manage diverse job
applicants and appointment of potential candidates
3. e-Recruitment allows employers to pre-screen CVs,
shortlist best candidates and manage online resumes for
future staffing needs
4. e-Recruitment lowers costs on printing, photocopy and
advertisements as compared to use of manual systems
5. e-Recruitment helps managers to manage personal number
allocation requests for new staff in Ministries
6. e-Recruitment enhances the quality and efficiency of the
hiring process
7. e-Recruitment module is not utilized in this Ministry

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on e-Training and performance of your Ministry (5=Strongly agree
(SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and 1=Strongly disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

5 4 3 2 1
S/No e-Training and performance of your Ministry SA A NT D SD
8. e-Training is easily accessible. It can occur anywhere,
anytime.
9. e-Training enables employees to increase job skills and
efficiency of the assigned tasks
10. HR Managers can plan and project e-training programs as
well as generate reports on training costs per year
11. HR Managers can use data that HR managers can use in
making career management and succession planning
decisions
12. e-Training assists HR managers to process training
requests and conduct e-training needs analysis
13. e-Training module is not utilized in this Ministry

139
On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on e-Appraisal and performance of your Ministry (5=Strongly
agree (SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and 1=Strongly disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

5 4 3 2 1
S/No e-Appraisal and performance of your Ministry SA A NT D SD
14. e-Appraisal system is convenient and easy to use
15. e-Appraisal helps supervisors to monitor productivity and
identify employee training needs
16. e-Appraisal system generates relevant data that managers
can use to support decisions on promotions, training
17. e-Appraisal has enhanced the appraisal rating system
18. e-Appraisal is utilized for appraisal activities (target
setting, work planning) in this Ministry
19. e-Appraisal is not utilized in this Ministry

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on e-Payroll and performance of your Ministry (5=Strongly agree
(SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and 1=Strongly disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

5 4 3 2 1
S/No e-Payroll and performance of your Ministry SA A NT D SD
20. e-Payroll facilitates accuracy and speed of processing
monthly payrolls and e-payslips
21. e-Payroll has reduced paper work, duplicate records and
printing costs in this Ministry
22. e-Payroll helps managers to generate timely salary reports
23. e-Payroll provides attendance records to support decisions
on personnel emoluments and budgeting
24. e-Payroll is utilized to manage the wage bill and resources
(human capital, funds, innovations) in this Ministry
25. e-Payroll is not utilized in the Ministry

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on e-Communication and performance of your Ministry
(5=Strongly agree (SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and 1=Strongly
disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

5 4 3 2 1
S/No e-Communication and performance of your Ministry SA A NT D SD
26. e-Communication is accessible from various locations
within the Ministry
27. e-Communication provides real-time HR updates and
employees are able to interact in the Ministry

140
 5 4 3 2 1
S/No e-Communication and performance of your Ministry SA A NT D SD
28. e-Communication allows dissemination and easy access to
organizational information (policies, Acts and regulations)
29. e-Communication reduces costs associated with printing
(brochures, posters, reports, newsletters)
30. e-Communication enables the Ministry to efficiently
disseminate information contained in policy guidelines,
manuals
31. e-Communication module is not utilized in the Ministry

PART C: EFFECT OF GOVERNMENT POLICY ON PERFORMANCE

OF NATIONAL GOVERNMENT MINISTRIES IN KENYA

The following statements/items have been used to seek your views on the moderating
effect of government policy on performance of your Ministry

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on the moderating effect of government policy on performance of
your Ministry (5=Strongly Agree (SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D)
and 1=Strongly Disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

The moderating effect of government policy on 5 4 3 2 1

S/No performance of your Ministry SA A NT D SD
32. Government policy documents are applied to provide
guidance on HR actions like recruitment, training
33. Government policies on HRM are reviewed from time to
time to reflect policy changes
34. Government policy promotes consistency, equality and
excellence in delivery of public services
35. Government policy promotes integrity, transparency and
accountability of personnel actions in the Ministry
36. There is laxity on adherence to Government policy on
personnel actions

PART D: THE MEDIATING EFFECT OF SERVICE DELIVERY ON

PERFORMANCE OF YOUR MINISTRY

The following statements/items have been used to seek your views on the mediating
effect of service delivery on performance of your Ministry

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on the mediating effect of service delivery on performance of your
Ministry (5=Strongly Agree (SA), 4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and
1=Strongly Disagree (SD)

141
Tick (√ ) appropriate box that best defines your response.
.

The mediating effect of service delivery on 5 4 3 2 1

S/No performance of your Ministry SA A NT D SD
37. Front office employees in this Ministry are friendly and
neat in appearance
38. The work environment is clean, conducive and visually
appealing
39. I have appropriate equipment (computer, printer,
telephone, furniture, internet connectivity) for efficient
and effective service delivery
40. Information on our Ministry’s mandate, strategic plan
and performance reports are easily available to
employees
41. Our Ministry has a grievance handling mechanism to
address employees’ concerns
42. The services offered in this Ministry are reliable,
responsiveness and satisfactory

PART D: PERFORMANCE OF YOUR MINISTRY

The following statements/items have been used to seek your views on overall
Performance of your Ministry

On a scale of 1 to 5, please indicate the extent to which the following statements are
accurate or inaccurate on overall performance of your Ministry (5=Strongly Agree (SA),
4=Agree (A), 3=Not sure (NT), 2=Disagree (D) and 1=Strongly Disagree (SD)

Tick (√ ) appropriate box that best defines your response

.

5 4 3 2 1
S/No Overall Performance of your Ministry SA A NT D SD
43. The Ministry is working towards achieving its strategy,
mission, vision which are effectively communicated to
staffs
44. Employees are well-utilized to deliver services
efficiently and effectively
45. The Ministry uses HRMIS to improve operational
efficiency and organizational effectiveness
46. The Ministry makes optimal use of its resources (funds,
people, innovations, assets) efficiently to realize its
organizational goals
47. This Ministry is a pleasant place to work in. Employee
productivity is measured. Most are satisfied with their
current deployment and job
48. During the last 3 years, the Ministry has met expected
goals and objectives

142
 49. In view of the statements/items above, what are your additional
remarks/comments on performance of this Ministry?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

50. What other suggestion(s)/recommendation(s) would you propose to improve

performance of the Ministry’s?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

Thank you for your time

143
APPENDIX IV: RESEARCH LICENSE

144
 APPENDIX V: RESEARCH AUTHORIZATION/ CLEARANCE LETTER

Kipchoge Janet Chavuya

P.O. Box 30095 - 00100
NAIROBI
___ / ___/ 2021
The Principal Secretary
Ministry of _________
P.O. Box _______
NAIROBI

Dear Sir/Madam,

RE: PERMISSION TO COLLECT RESEARCH DATA IN YOUR MINISTRY

I am a post-graduate student at Kenyatta University, in the School of Business,

Department of Business Administration. I am pursuing a Master of Science Degree in
Human Resource Management.

I am undertaking a research titled “Human Resource Information Systems and

Performance of Selected National Government Ministries in Nairobi City County”.

The purpose of this study is to assess the perception of employees on the influence of
Human Resource Management Information Systems on the Performance of selected
National Government Ministries situated in Nairobi City County.

Through this letter, I am seeking for your permission to collect data from members of
staff in your Ministry.

I wish to assure you that the information obtained from the employees in your Ministry
were used solely and strictly for the purpose of this research.

On completion of this study, I undertake to submit a bound hard copy of this thesis report
to your office/resource centre.

Attached please find copies of my NACOSTI research permit, thesis proposal and a copy
of the questionnaire for your consideration.

Thanking you in anticipation.

Yours faithfully,

Janet C. Kipchoge
Reg. No. D58/CTY/PT/21847/2012
Kenyatta University
School of Business

145