HRMG310: HR Aspects in Kenya - Country Analysis & HRM Issues

This report provides a comprehensive overview of human resource (HR) aspects in Kenya, focusing on key considerations for businesses operating in the country. It begins with an introduction to Kenya's HR landscape, highlighting the manufacturing industry's role and the challenges in implementing effective human resource management (HRM) practices. The report then delves into specific HRM issues such as performance management, spousal support, repatriation, COLA implications, sudden illness, language readiness, industrial relations, and personal risk. It analyzes how factors like organizational culture, leadership vision, and stakeholder engagement impact performance management. The report also discusses the importance of spousal support in business transactions and the need for strategies that facilitate family reunions. Furthermore, it addresses the challenges of repatriation, resistance to change, and corruption, as well as the significance of occupational health and safety (OHS). The role of language in business communication and the need for global business languages are also explored. The report concludes by emphasizing the importance of mentoring and development for business stakeholders and recommending government support for business investments to foster economic growth and job creation. This document is available on Desklib, a platform offering study tools and solved assignments for students.

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HR Aspects in Kenya
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Executive summary
Human resource is the process by which an organization manages their employees. In most
organizations, human resource is focused to give knowledge on maximum utilization of labor. It
also focuses on creating better ways of recruitment. The paper reviews the aspect of HR in
Kenya giving. The paper aims at giving knowledge that will be necessary for application in the
business field.

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Table of Contents
Executive summary.........................................................................................................................2
HR Aspects in Kenya.......................................................................................................................4
Introduction: Brief description of Kenya’s HR aspect....................................................................4
Performance Management...............................................................................................................4
Spousal support................................................................................................................................5
Repatriation......................................................................................................................................6
Cola implications.............................................................................................................................6
Sudden illness..................................................................................................................................7
Language readiness..........................................................................................................................7
Industrial relations...........................................................................................................................8
Personal risk.....................................................................................................................................8
Preparation and induction training required....................................................................................8
Mentoring and development............................................................................................................9
Conclusion.......................................................................................................................................9
List of references...........................................................................................................................10

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HR Aspects in Kenya
Introduction: Brief description of Kenya’s HR aspect
Human resource management (HRM) includes the management of human resources by
organizations in order to realize a competitive edge in the business field. In Kenya, the
manufacturing industry has offered the most employment opportunities. As a result, the field
leads in the execution of human resource management. The companies are mainly agro-based
and experience low-value addition, low levels of employment and low quantity of exports
resulting from low capacity utilization. The stagnation is blamed on the poor application of
human resource management. The government of Kenya did monitor the slow progress in the
manufacturing sector and proposed for reforms in the manufacturing sector relations. Despite the
effort by the government, the execution of the policies remained a challenge since most of the
manufacturing industries had not embraced HRM (Mathews & Amayi, 2013, 433).
Performance Management
Performance management is a strategically integrated process that ensures the success of
an organization by improving the performance of employees. In Kenya, most of the
manufacturing does uphold organization culture which is a factor that determines performance
management of the organizations. The cultures are based on the beliefs and behaviors of the
organization stakeholders. They also aid in solving the problems facing the business
organizations (Kanana, 2016, 11). The culture is in most cases developed by the management of
the business. In institutions where the culture is aimed at the business success, the business
realizes a significant growth. Such a culture involves responsible leadership and values. The
other aspect that determines the performance of a business is the leadership vision. Most
industries in Kenya do have set goals that the business is to achieve in a given period of time. In

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line with the objectives, the HR department sets objectives that the various stakeholders are to
meet in realizing the set goal. The stakeholder’s performance is then evaluated according to the
responsibilities awarded. Despite the well set out plan most businesses in Kenya do not meet
their desired goals. The failure is brought about by the inefficiency of the stakeholders in their
services delivery. This is contributed to by the failure of the HR department to provide the
necessary information to the stakeholders concerning the performance management system
implementation. As a result, the employees are not aware of what is expected of them and end up
delivering inefficient services in return. In addition, the companies fail to set up a rewarding
system where the employees with outstanding performance are rewarded. On the other hand, the
employees who underperform should be reprimanded. This failure in HRM execution leads to
poor business performance.
Spousal support
Spousal support refers to the agreement for the execution of a particular task by a couple
more so in business matters. In Kenya, the marital aspect is very vital in business transactions.
This is usually a consideration whenever the transaction is involving materials that may affect
families living. In cases where a family organization is to be sold out, it is the responsibility of
the buyer to consult and research on the marital relationship of the stakeholders (Sirma, 2014,
62). This helps avoid problems that may arise in future following a disagreement over the
decision made. The disagreements may lead to an organization closure following g a court
order. This results in losses on the business since it is not operational. Also, HRM should
develop strategies that allow for family reunions. This will help gain support for the employees
from their relatives.

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Repatriation
Repatriation is the act of giving to the owner or sending back to the origin. In Kenya,
companies do hire people for labor and pay them for the services they provide in the production
process. The employer is also responsible for solving the challenges faced by the employer in
order to create a conducive working environment (Andai, 2015, 12). There is also a need for a
good relationship between the employer and the employee in order for maximum production to
be realized. This requires the effective application of the HRM for its realization. In this case, the
employer has to repatriate some of his earning as payments for the labor provided. As a result of
the compensation of employees, they develop a positive attitude towards achieving their
responsibilities and deliver as expected of them. Also, the company has to give back to the
society by paying of taxes to the government and starting of projects that empower the society.
Cola implications
Cola implications give an insight into the hazards that hinder the effective application of
the HRM strategies. Among the challenge include; resistance to change by the organization
stakeholders. This applies to a situation where the HRM intends to change the labor into a more
skilled one in order to remain competitive in the business field. Employers do view human
resource planning to be costly since it involves training and research (Eunice, 2012, 15). Also,
there is a challenge in training and development since the top management and the line managers
are unwilling to offer support. This hinders the effective execution of HR recommendation. In
Kenya, most HRM activities are hindered by corruption in the business fields. The COLA
implication in New York is the opposite of the Kenyan one. Whereas the Kenyan inflation rate
is very high, that of New York is stable making the human resources planning cheaper. In New

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York, the COLA does not affect the HR strategies in that the inflation is stable and the cost of
living does not go beyond the capability of the citizen.
Sudden illness
Sudden illness refers to the problem of occupation health and safety (OHS). Preventive
measures should be developed in the HRM decisions having the employees considered in the
developments. Concerns have been made on serious OHS, for example, muscle-skeletal and
mental health. In Kenya, sudden illness among the employees may be contributed to by the
pressure the management mounts on the employees to deliver (Gravel et al, 2013, 5). As a result,
the workers are overworked and psychologically tortured. This leads to the prolonged absence of
employees. The absence negative affects the business production. This challenge has been on
the rise and there is a need for HRM to develop strategies that will help cope with the challenge
in future.
Language readiness
In business, the language used usually determines the type of communication that takes
place in the business. In Kenya English has been the most used language in business. Following
the existence of unskilled labor in the business sector, the leadership developed the use of
Kiswahili to allow for communication between the employer and the employee. As a result, good
communication has existed in the companies leading to high production due to good relationship
terms. However, there is a need for Kenyan companies to develop global development strategies.
This calls for the involvement of global business languages (Brown, 2017). Therefore, in the
development of the business expansion plan, the business should put into consideration the
embracing of new languages to increase its business relations.

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Industrial relations
The industrial relation is a study of the relationship between an organization and its
employees. The relationship is responsible for the interaction between the employee and the
employer. It is also responsible for solving problems that may arise in the organization. In
Kenya, labor relations are categorized into three major parts i.e. employees and the organization,
employees and the labor unions and labor unions and the government (Wachira, 2010, 2). The
three groups do help in resolving conflicts that may arise between the employee and the
employer. They also help in creating an understanding between the employer and the employee
creating a conducive business environment.
Personal risk
As businesses undertake growth strategies they do face the risk of business failure since
there is no guarantee that the business venture must be a success. As a result, there is the need to
develop strategic risk management plans in a business. The success of the risk management plan
depends on the rational character of the business management. The HR department identifies the
possible risk exposure and develops alternative ways to deal with the risk posed (Gibbons et al,
2010, 5). The employer implements the plan through the line manager and determines the
effectiveness of the plan. The HR might also recommend for the restructuring of the business. In
Kenya, the government supports business development plans by providing capital. However,
banks do pose a lot of hazards to funding business development.
Preparation and induction training required
Induction process helps employees to familiarize with the business environment. The
induction programme is administered upon the reporting of an employee. The induction process
equips the employee with the knowledge on the objectives and policies of the organization and

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the organization's culture. It also gives the employee an insight on the role and responsibilities
awarded to him or her. In Kenya, the ministry of labor is responsible for the induction process
and the development of the induction programmes for public servants (Public Service
Commission, 2017, 3).
Mentoring and development
Economists have discovered that the world has realized a significant business growth in
the economy as a result of business development mentorship activities. Consequently, there is
the need to mentor business stakeholders so that they can nurture their ideas into income
generating projects. In Kenya, researchers have observed low investments caused by lack of
mentors to the upcoming businesses. The research has recommended for the mentoring of HR
departments in their business development process (Chebii, 2017, 7).
Conclusion
In Kenya, the slow growth rate has been a result of poor application of HRM in the
business field. The government should enact laws that will ensure the existence of the HR
department in any business organization. It should also advocate for the position of line
managers in business organizations who will help enforce the HR decision on the organization
matters. In addition, the government should offer support to the business investments in order to
realize business growth. This will also result in economic growth in the country and create more
job opportunities for the youths.

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List of references
Andai, O. (2015) Relationship between labor practices and firm productivity in the export
processing zone in Kenya, pp. 1-164. Retrieved from https://hdl.handle.net/123456789/1719
Brown, S. (2017) The most important business languages in the global market. Retrieved
October 4, 2018 from blog.languageline.com/
Chebii, A. (2017) Entrepreneurial mentoring and its outcomes among small and medium
enterprise in Eldoret, Uasingishu County in Kenya. Longhorn publishers pp. 1-172
Christine, M. (2013) Relationship between human resource management practices and quality
service delivery in Kenya public secondary schools in Taita Taveta County, pp. 1-71. Retrieved
October 4, 2018 from http://ir-library.ku.ac.ke/handle/123456789/10199
Eunice, N. (2012) Challenges facing human resources management among international
humanitarian relief organizations in Kenya, pp. 1-58. Retrieved October 4, 2018 from
epository.uonbi.ac.ke/bitstream/handle/11295/13677/ABSTRACT.pdf
Gibbons et al. (2010) Risk management for Kenya SME’s: Demand-side constraint to the update
of insurance by SME’s in Kenya, pp. 1-27. Retrieved October 4, 2018 from https://iifdc.org/wp-
content/ uploads/2017/04/
Gravel et al. (2013) Interaction between human resources management and OHS: preparing
future managers, pp. 1-39. Retrieved October 4, 2018 from www.irsst.qc.ca/en/publication-
tools/application/i/100640/n/

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Kanana, R. (2017) Challenges of implementing performance management systems in Kenyan
parastatals: A case of Kenya Electricity Generating Company (KENGEN), pp. 1-36. retrieved
October 4, 2018 from http://erepo.usiu.ac.ke/bitstream/handle/11732/3197
Mathews, G.& Amayi, B. (2016) “Analysis of human resources management practices and firm
efficiency of consumer goods manufacturing firms in Kenya.” International journal of
innovative research and development Vol. 5 Issue 10, pp 432-461. Retrieved October 4, 2018
from www.ijird.com
Public Service Commission. (2017). Induction handbook for public service. Government printer
pp. 1-54. Retrieved October 4, 2018 from http://www.publicservice.go.ke/images/pdfs/
Sirma, J. (2014) Lending on the security of material property in Kenya: The issue of spousal
consent, pp. 1-88. Retrieved October 4, 2018 from
http://erepository.uonbi.ac.ke/bitstream/handle/11295/77228
Wachira, N. (2010) Factors affecting industrial relations in Kenya Power and Lighting
Company Limited, pp. 1-35. Retrieved October 4, 2018 from
htttp://erepository.uonbi.ac.ke/bitstream/handle/11295/14816/abstract.pdf