This study examines the relationship between participation in decision making and job satisfaction among academic staff in public University of Nairobi. This study was conducted on the positivism approach to research. The study adopted a descriptive survey research design. The population of the study was all non-management members of academic staff at the school of Business, University of Nairobi. A structured questionnaire was prepared and distributed to all selected respondents. The study comprised of two major variables, namely participation in decision making, which was the independent variable and job satisfaction which was the dependent variable. A five point scale was used to collect data and analysis was based on averages, percentage, correlation coefficient and linier regression.The findings indicate that a significantly strong positive correlation was found to exist between job satisfaction and participation in decision-making (ρ=0.888). The findings indicate also a positively strong correlation between participation in decision-making and job satisfaction in relation to general working conditions (ρ=0.640); pay and promotion potential (ρ=0.703); use of skills and abilities (ρ=0.895); job design (ρ=0.750); and job feedback (ρ=0.632). The findings indicate that the level of job satisfaction for workers at the SOB increases proportionately with an increase in their level of participation in decision-making.

No abstract

This study focused its attention to the link among firm size and CEO compensation of firms listed at the NSE.Previous researchers have identified firm's characteristics that influence the firm's ability to perform. The identified characteristics include firm size, age, reputation and legitimacy. A firm's characteristics could be described through reference to resources the firm owns and by the organization's objectives. Previous researches examined the factors influencing CEO compensation revealed a lack of consensus to the explanation of increases in CEO'S compensation. While most of the studies confirm linkages between organizational performance and CEO compensation, they measured organizational performance using financial indicators of performance, this study investigates the link between firm size and CEOs compensation. The study's population constituted 40 firms listed at the NSE. A mixed design was adopted in the study. Primary data was gathered to capture the opinion of board members on firm size characteristics that determine levels of CEO'S compensation using semi structured questionnaire. Secondary sources of data were used to gather information on financial performance from the financial statement of the listed organizations for 2016-2017 financial periods. Descriptive statistics, correlations, linear, multiple and stepwise regression were applied in analyzing and interpreting the data that was collected. The research revealed that there was significant and positive relationship between firm size and CEOs compensation. The findings of this study are of benefit to board members of organizations in identifying the performance measures that are important to consider when making decisions on CEO remuneration.

Purpose: The objective of the study was to establish the employee’s perception of strategic change management at Tourism Fund. Methodology: The study population are all employees of the Tourism Fund (CTDLT) Kenya. The respondents were 100 employees. This formed the population. The collected data was analyzed using quantitative procedures. Quantitative data was analyzed using descriptive statistics. The descriptive statistics involved frequencies, standard deviation and means.Results: The study findings indicated that the organization had established a sense of urgency in the need of change, it also created the guiding coalition for all employees to follow during the process and the company developed a vision and strategy that can be achieved. Results further revealed that the organization ensured there was good communication strategies for communicating the change vision to all employees, and ensured that all employees were empowered with broad-based action which helped the employees feel empowered to adopt the new changes. The study findings also indicated that the company ensured that it generated short-term wins, consolidated gains and producing more change and anchored new approaches in the culture. This was to ensure that the employees felt as part of the process to make it a success.Unique contribution to theory, practice and policy: The study recommends that managers at Tourism Fund can use the results to craft strategies on which areas to improve and which areas to excel at. For instance, the managers may highlight the toughest challenges so that they may find ways to improve on the drivers of the weaknesses and also identify the drivers of Strengths with an intention to excel in these areas. It is also suggested that since the employee perceptions were that formation of strategic change management have brought about competitive advantages, it may be important to consider investing in the area of change management with a hope of building and enjoying further competitive advantages.   This investment would take the form of more human and financial resources allocated to strategic change management.

Organizations use human resource management practices to change employee attitude in order to enhance employee performance. Disposition is a form of behaviour expressed by individual over time in different conditions. Individual dispositions include personality traits which explain one’s behaviour in different situations and are genetically determined. The aim of this study was to establish effect of employee disposition on the relationship between human resource management practices and employee performance. The research was based on ability, motivation and opportunity theory and social exchange theory Positivism research philosophy and descriptive cross-sectional survey were used. Stratified random sampling was used to study a sample of 384 National Police Service officers. primary data was collected using structured questionnaires. Data was analyzed using both descriptive and inferential statistics. The study findings showed that employee disposition mediates the relationship between human resource management practices and employee performance. The findings further revealed that positive affectivity and negative affectivity individually significantly mediates the relationship between human resource management practices and employee performance. The findings supported the argument that social exchange theory assumed that employer-employee relationship depends on the fulfilment of each party’s obligation, thus rewards must be commensurate to performance. It is concluded that firm must emphasis on employee balance between positive and negative affectivity since both of the has an impact on performance. However, more emphasis should be on positive affectivity.