Operative Human Resource Management Functions and Employee Work Performance in the County Governments of Kenya

The dynamism in the service industry has prompted organizations to finding ways of providing quality services for sustained competitive advantage. However, little attention is paid to what enhances good service delivery in terms of operative human resource management functions, which provide for and efficiently coordinate the human resources via the daily tasks performed in organizations, thus affecting employee work performance. The study sought to assess the relationship between the operative human resource management functions and employee work performance in the County Governments of Kenya. Data collection was administered using a questionnaire with both structured and unstructured questions. The study adopted descriptive and explanatory research designs. Qualitative data was analysed using content analysis, where key themes were identified and triangulated with the quantitative findings to explain them further. Both descriptive and inferential statistics were used to analyse the data. The Structural Equation Model (SEM) results revealed that the coefficient of operative human resource management functions has a positive and statistically significant relationship with employee work performance in the county governments of Kenya. The paper concludes that the selected operative human resource management functions affect employee work performance. The study recommends the revision of recruitment process of employees periodically, training the employees regularly depending on needs and also compensating them fairly in line with their qualifications, work experience and efficiency in work performance.