Strategic Leadership and Human Resource Performance in Nairobi City County Government, Kenya/
Strategic Leadership and Human Resource Performance in Nairobi City County Government, Kenya/ Eunice Wanja - Meru, Meru University, 2025. - xiii,110p.
Includes Indexes and References
This study examined the relationship between strategic leadership and human resource performance in Nairobi City County Government (NCCG), Kenya. The research focused on four key strategic leadership variables: alignment to the corporate statement, developing human capital, ethical practices, and resource allocation. A sample of 80county officials, including chief officers, managers, and human resource personnel, was selected using stratified sampling. Data was collected via a semi-structured questionnaire and analyzed using descriptive statistics, correlation, and multiple regression analysis. Descriptive results indicated generally positive perceptions of strategic leadership practices, particularly in human capital development (Mean = 4.23) and ethical practice (Mean = 4.13), while resource allocation scored relatively lower (Mean =3.87). Correlation analysis revealed significant positive relationships between human capital (r= 0.67, p < 0.01), ethical practices (r = 0.41, p < 0.01), and human resource performance. Regression analysis confirmed that developing human capital (β = 0.703, p =0.001) significantly predicts human resource performance, while alignment to corporate statement, ethical practices, and resource allocation showed positive but non-significant effects. Based on these findings, the study recommends continuous communication of the county’s vision and mission to enhance employee alignment, prioritization of targeted training programs for employee development, enforcement of ethical guidelines and fair hiring practices, and strategic alignment of resource allocation to optimize HR outcomes. Implementing these strategies is expected to foster employee motivation, enhance productivity, and support sustained organizational success. The study suggests future research on the impact of leadership succession and top management changes on human resource performance within county governments.
HD57.7.W3 2025