The Effect of Human Resource Management Practices on the Relationship between Employee Age and Employee Performance in Kenyan State Corporations

Abstract

A number of studies have established that employee age has a statistically non significant relationship with employee’s performance. This has therefore inspired the need to find out factors that may strengthen this relationship. The study therefore sought to investigate the influence of human resource management practices on the relationship between employee age and employee performance in Kenyan State Corporations. The study was anchored on Expectancy theory which posits that performance depends not only on the magnitude of efforts exerted but also on other factors such as individual abilities and traits. It was also supported by Continuity theory which states that, individuals who age successfully, continue with positive habits, preferences and lifestyles which maintain or improve their performance. The philosophical foundation adopted for the study was logical positivism. A descriptive cross sectional survey research design was used. Employee performance was the dependent  variable, employee age was the independent variable and human resource management practices were the moderating variable. A sample population of 384 employees at all levels was established using the Webster (1995) formula. The number and type of respondents were picked by use of stratified simple random sampling. Primary data was collected on employee performance using a structured questionnaire comprising five point likert type scales. Data was analyzed by use of descriptive and inferential statistical techniques. Both correlation and regression analysis techniques were used to test the relationship hypotheses. Pearson Product Moment Correlation (r) was used to assess direction (positive or negative) and strength of the relationship between the study variables. Simple, multiple and stepwise regression analysis were used to test inferential relationships. Results indicated a statistically non significant relationship between employee age and employee performance contrary to the prediction in hypothesis one. Results indicated that HRM practices moderated relationship between employee age and employee performance. The study concludes that age alone is not enough  to make decisions on issues pertaining to HR development policies and practices that will help to reap maximum benefits from their employees. It is recommended further that State Corporations should facilitate employees to participate in decision making and adequately compensate them to enhance their motivation and performance. The study extents the body of knowledge in age management practices. Further research needs to be done to incorporate other factors such as gender and employee competence. Further research also needs to be extended  to  other sectors like the private sector and non governmental organizations.

Key words: Employee age, Human resource management practices, employee performance.