The Human Resource Development Strategies in Improving Employee Performance in Cooperatives

Yuslem, Nawir; Sugianto, Sugianto; Ichsan, Reza Nurul

doi:10.30659/akta.v9i3.25745

Cited by 4 publications

(2 citation statements)

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“…The method of choosing respondents to make up a sample is known as the sampling technique (Kothari & Garg, 2014). The following statistical formula from Yamane (1967) was used to extract the sample from the population: n = N/ (1+N (e) 2 ) Where: n: Sample size N: Population under study e: Margin error (0.05) 1: Constant According to Yamane (1967), the maximum sample size at a particular confidence level can be obtained by computing the sample size with a margin error of 0.05. The formula above yields a sample size of 375 when the target population of 6,266 and the margin error of 0.05 are substituted.…”

Section: Sample and Sampling Techniquementioning

confidence: 99%

The Nexus between Training and Development and Employee Performance in the County Government of Kakamega, Kenya

Job Luvonga Wanjala,

Dr. Bonface Imbali Mudi

2024

theijhss

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The Constitution of Kenya, 2010 promised Kenyans a devolved system of county governments that would bring services closer to people and allow local people and communities to make decisions and manage their affairs through their elected leaders and representatives. Furthermore, article 10, read together with article 232 of the constitution, promises Kenyans good governance and a public service that upholds the principles of integrity. However, the environment for the implementation of devolution has had several obstacles due to various challenges experienced over time. Since the onset of devolution, county governments in Kenya have faced serious performance challenges, some of which have been attributed to the fact that they have not been able to achieve their desired results due to poor employee performance on service delivery. This study sought to investigate the effect of training and development on employee performance in the county government of Kakamega, Kenya. The study used a descriptive research design. The target population for this study was 6,266 employees of the County Government of Kakamega. The study used a sample size population of 375 employees. The data collected for the study were presented using tables and analyzed using Statistical Package for Social Sciences (SPSS). The validity of data instruments was ascertained by both theoretical and empirical literature, while data reliability was confirmed using Cronbach’s alpha test approach. The findings revealed that there was a statistically significant relationship between training and development and employee performance among employees of the County Government of Kakamega. The study recommended that the County Government of Kakamega should prioritize the training and development of employees by committing more budget allocation and supporting these commitments with strategic plans, clear policies, and dedicated establishments to enhance employee performance and service delivery.

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Section: Sample and Sampling Techniquementioning

confidence: 99%

The Nexus between Training and Development and Employee Performance in the County Government of Kakamega, Kenya

Job Luvonga Wanjala,

Dr. Bonface Imbali Mudi

2024

theijhss

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“…This reality necessitates the development of response alternatives that allow for levels of adaptability to changing conditions while remaining effective and low-cost. To achieve the development of alternatives that meet these conditions, companies currently take into account strategies based on scientific approaches to human resource management (HRM) that place special emphasis on the qualifications of employees and their individual characteristics (Nawir et al, 2022).…”

Section: Theoretical Background 1usefulness Of Kash Training Models I...mentioning

confidence: 99%

Kash Training Models: Increasing Levels of Commitment and Organizational Effectiveness

Moya

Vasudevan

Prieto-Rodríguez

2023

Business: Theory and Practice

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The purpose of this article is to propose a strategic evaluation framework based on KASH training models, applicable in the first instance to SMEs in the clothing manufacturing sector in Bogota (Colombia), which in turn allows the possibility of developing new methodologies based on this proposal to be replicated in organisations from different sectors, as well as taking advantage of the possibility of increasing levels of commitment and motivation. The population of formal employees in this sector in 2021 was 626,350, and therefore the sample will be 384 employees. This framework is proposed as a set of postulates or tentative hypotheses in such a way that its approach becomes the support of a general framework and its subsequent verification through the analysis of the information collected in the sample about the perception of the relationship of the 4 KASH dimensions with commitment and organisational effectiveness. The main conclusion of this article proposes that each employer has differential expectations regarding the knowledge, skills, attitudes, and habits of employees and that, for this reason, the standard recruitment profiles must be complemented with adjusted training models that allow the use of the interaction of these 4 dimensions for the improvement of the levels of organisational effectiveness and commitment of the employees with the objectives of the firm.

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Impacts of human resources management strategies and practices on workers performance in construction industry: a review

Maliha,

Tayeh,

Abu Aisheh

2024

JCEM

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Human resource management (HRM) plays a vital role in the growth and sustainability of companies and in achieving company objectives, as HRM relates to the workers’ practices and their functional roles. The main objective of this paper is to identify the HRM strategies, practices and their impact on worker’s performance in the Architecture, Engineering, and Construction (AEC) Industry. The method which was used in this study was based on three stages. After the completion of the database and web engine search, the total number of sources found were 149. Next, the sources’ titles and abstracts were reviewed and those marked as relevant to the review were chosen to be retrieved and thoroughly reviewed. The sources were chosen based on the following inclusion criteria: (a) the sources implied in HRM strategies in the AEC industry, (b) the sources released between 2010 and 2023, (c) the online sources, and (d) the English-language sources. Also, the selected sources are reviewed to extract the factors using the content analysis method which is a thorough and systematic study of the contents of a specific body of material. In addition, content analysis is carried out to extract practices of HRM strategies and their impact on worker performance. This can be followed up and observed through the figures and tables that come later. As a final result, which concludes the outputs of the previous stages which results in a first-round total of 31 HRM strategies practice but in the second-round result of reaching 39 different sources from 149 related sources. After that, discussing the most popular between them based on the appearance of it in the sources which reviewed beside that, the impact of it on worker’s performance were viewed in the AEC industry. Based on that, it was found the following 5 categories of strategies: (1) Human Resources Planning; (2) Polarization and Recruitment; (3) Training and Development; (4) Human Resources Following-up; (5) Career Planning. At the same time the most popular practices are based on appearance in sources: In terms of Human Resources Planning Strategy, “The company’s management analyses the functions accurately”. In Polarization and Recruitment Strategy, “The company’s internal resources are the best to provide its human resource needs” and “Selection and recruitment policies are in line with the company’s current and future needs”. In Training and Development of Human Resources Strategy, “The company evaluates the results of development and training programs to achieve the purpose of feedback”. In Human Resources Following-up Strategy, “There is a fair incentive system in the company”. In Career Planning Strategy, “There is a clear description of the relationship of workers to each other”. Finally, human resource management strategies and practices are one of the major players in the AEC industry, which is evidenced by its impact on the performance of workers. First published online 22 October 2024

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The Human Resource Development Strategies in Improving Employee Performance in Cooperatives

Cited by 4 publications

References 0 publications

The Nexus between Training and Development and Employee Performance in the County Government of Kakamega, Kenya

The Nexus between Training and Development and Employee Performance in the County Government of Kakamega, Kenya

Kash Training Models: Increasing Levels of Commitment and Organizational Effectiveness

Impacts of human resources management strategies and practices on workers performance in construction industry: a review

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