期刊名称：International Journal of Business and Management
印刷版ISSN：1833-3850
电子版ISSN：1833-8119
出版年度：2016
卷号：11
期号：9
页码：192
DOI：10.5539/ijbm.v11n9p192
出版社：Canadian Center of Science and Education
摘要：The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. This study adopted an explanatory design that used an in depth investigation of an Institution in form of case study which was undertaken at MTRH Eldoret. The target population was all the staff of MTRH, who numbered 2,040, but a sample of each department was selected, totalling 510 respondents through simple random and stratified sampling techniques out of which 505(99%) subjects responded. The study utilized questionnaires for data collection. Data collected was analyzed using descriptive and inferential statistical tools. Specifically Manova analysis, Correlation analysis, Factor analysis and SEMPATH model, with the help of SPSS /Amos model programme, were used to validate and test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p>.05. This was supported by a strong correlation between leadership and attitude at .85 as compared with .37 with implementation of performance management. A second model was therefore tested whereby leadership style were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determine employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place: the right strategies which can position the organization well and allow all the concerned parties execute their duties to great heights.
其他摘要：The purpose of this paper is to examine human resource factors on implementation of performance management framework in Kenya and, specifically, at Moi Teaching and Referral Hospital (MTRH). The theory of planned behaviour and the Balanced Score Card Model were used to show how people are linked to the success of the organization. This study adopted an explanatory design that used an in depth investigation of an Institution in form of case study which was undertaken at MTRH Eldoret. The target population was all the staff of MTRH, who numbered 2,040, but a sample of each department was selected, totalling 510 respondents through simple random and stratified sampling techniques out of which 505(99%) subjects responded. The study utilized questionnaires for data collection. Data collected was analyzed using descriptive and inferential statistical tools. Specifically Manova analysis, Correlation analysis, Factor analysis and SEMPATH model, with the help of SPSS /Amos model programme, were used to validate and test the hypotheses. Results of hypothesis testing indicate that employee attitude and leadership style have a significant relationship with implementation of performance management. The first model showed that leadership style was found not to likely affect implementation with other variable at the standardized regression measured .01 and was not significant at p>.05. This was supported by a strong correlation between leadership and attitude at .85 as compared with .37 with implementation of performance management. A second model was therefore tested whereby leadership style were conceptualized to influence attitude and in retrospect attitude affect implementation of performance management. The standardized regression between attitude and performance management directly was .41. The study established that leadership style influence attitude which, in turn, determine employee relationship with the implementation of performance management framework. It was therefore recommended that, to effectively manage the implementation of performance framework, an organization should put in place: the right strategies which can position the organization well and allow all the concerned parties execute their duties to great heights.
