• Jacob Muthuri Mutwiri School of Health Systems Management Zetech University
  • Eunice Muthoni Mwangi School of Health Systems Management Kenya Methodist University
  • Osiyel Daniel Edwin School of Health Systems Management Zetech University



human resource management practices, performance of health workers


Purpose: The general objective of the study was to establish the role of human resource management practices on the performance of health workers in Kiambu County, Kenya.

Methodology: The study adopted cross sectional research design, using both descriptive quantitative and qualitative techniques. The study targeted managers and workers of four hospitals which were purposefully chosen. The data was collected by administering questionnaires to the respondents and conducting KII to the managers. The data was analyzed using SPSS V27. The data was presented using tables and charts to summarize responses. For further analysis and comparison, the generated quantitative reports were subjected through tabulations, percentages, measure of central tendencies, correlation coefficient, chi square test, and inferential statistics.

Findings: The study reviewed that training opportunities and performance management practices improves staff motivation and performance (mean of 4.23, and 4.13). Planning (2.66) was biggest hindrances to utilizing training to improve performance. The managers were not well trained on using appraisals, ratings and feedback (2.06) for performance management. The institutions were not embracing performance culture (2.60), and using it for continuous improvement (1.82). Additionally, the study showed that hospitals did not carry out performance measurement regularly (2.81) and the systems for data collection were inadequate (2.43).

Unique contribution to theory, practice and policy: The study showed that human resource management practices improve health workers performance. Institutions should formulate and review policies to support human resource management practices that improve performance of the health workers


Download data is not yet available.

Author Biographies

Jacob Muthuri Mutwiri , School of Health Systems Management Zetech University


Eunice Muthoni Mwangi, School of Health Systems Management Kenya Methodist University



Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474.

Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice (13th Edition). Philadelphia, PA: Kogan Page Ltd.

Arslan, A., & Staub, S. (2013). Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District. Procedia - Social and Behavioral Sciences, 75, 102–111.

Burma, Z. (2014). Human Resource Management and Its Importance for Today’s Organizations. International Journal of Education and Social Science, Vol.1 No.2, 1–10.

Chapagain, D. (2009). Japanese Style Management. Retrieved from

Chuang, S.-F. (2013). Evaluating training and development practices in Taiwan: challenges and opportunities. Human Resource Development International, 16(2), 230–237.

Chubb, C., Reilly, P., & Brown, D. (2011). Performance Management; Literature Review. IES HR Network, 45.

Dieleman, M., Gerretsen, B., & van der Wilt, G. J. (2009). Human resource management interventions to improve health workers’ performance in low and middle income countries: a realist review. Health Research Policy and Systems, 7(1).

Elarabi, H., & Johari, F. (2014). The Impact of Human Resources Management on Health Quality. Asian Journal of Management Sciences & Education, Vol.3 No.1. Retrieved from

Hamid, S. (2011). A Study of Effectiveness of Training and Development Programmes of UPSTDC, India-An Analysis, VOL. 4, No.1. Retrieved from

HR Council Canada. (2016). Performance Management | Keeping the Right People | HR Toolkit | Retrieved August 17, 2016, from

Hutchings, K., Zhu, C. J., Cooper, B. K., Zhang, Y., & Shao, S. (2009). Perceptions of the effectiveness of training and development of ‘grey-collar’ workers in the People’s Republic of China. Human Resource Development International, 12(3), 279–296.

Jeerapaet, P. (2014). The Impact of Organization Development Interventions on Performance Management:A Case Study of C.I.T. Property Consultants Co., Ltd. Retrieved from

Kwon, K., Bae, J., & Lawler, J. J. (2010). High Commitment HR Practices and Top Performers: Impacts on Organizational Commitment. Management International Review, 50(1), 57–80.

Lutwama, G. W., Roos, J. H., & Dolamo, B. L. (2013). Assessing the implementation of performance management of health care workers in Uganda. BMC Health Services Research, 13(1).

Machado, C., & Davim, J. P. (2014). Work organization and human resource management. New York: Springer.

Madanchian, M., Hussein, N., Noordin, F., & Taherdoost, H. (2016). Effects of Leadership on OrganizationalPerformance.

McClean, E., & Collins, C. J. (2011). High-commitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms. Human Resource Management, 50(3), 341–363.

MERCER. (2013). 2013 GLOBAL PERFORMANCE MANAGEMENT SURVEY REPORT ExECUTIVE SUMMARY (p. 20). Retrieved from file:///H:/JOB%20lIT/Assess-BrochurePerfMgmt.pdf

MSH, & AMREF. (2009). Competency Gaps in Human Resource Management in the Health Sector An exploratory study of Ethiopia, Kenya, Tanzania, and Uganda.

Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative and qualitative Approaches. Nairobi: African Centre for Technology Studies.

Musyoka, F. N., Adoyo, M., & Oluoch, M. (2015). Influence of Performance Appraisal on Performance of Health Care Workers in Public Hospitals: A Case of Mbagathi Hospital, Nairobi County. The Journal of Global Health Care Systems, 5(3). Retrieved from

Paauwe, J., Guest, D., & Wright, P. M. (Eds.). (2013). HRM and performance: achievements and challenges. Chichester, West Sussex: Wiley.

Rathnaweera, R. (2010). Do HRM Practices Impact Employee Satisfaction, Commitment or Retention? (Empirical Studies of Sri Lankan Public Sector Banks) (Masters Thesis). University of Agder, Norway. Retrieved from

Shaw C. (2003). How can hospital performance be measured and monitored? Retrieved from

Stredwick, J. (2014). An introduction to human resource management (Third edition). London ; New York: Routledge.

Sullivan, J. (2011, May 16). Increasing Employee Productivity: The Strategic Role That HR Essentially Ignores. Retrieved July 20, 2016, from

Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R.-J., & Beek, S. van. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human Resources for Health, 12:35, 1–9.


Weltgesundheitsorganisation (Ed.). (2006). Working together for health. Geneva: World Health Organisation.

White, M., & Byson, A. (2011). HRM and Workplace Motivation: Incremental and Threshold Effects. In NIESR Discussion Paper No.1 (p. 33). London, UK. Retrieved from




How to Cite

Mutwiri , J. ., Mwangi, E. ., & Edwin, O. . (2021). INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERFORMANCE OF HEALTH WORKERS IN KIAMBU COUNTY, KENYA. Journal of Health, Medicine and Nursing, 7(2), 1 – 18.