Human Resources Engagement as a Competitive Strategy for Performance in Small and Medium Enterprises in Kenya: A case Study of Jirani Engineering Services.

Abstract

The business environment within which Small and Medium Enterprises (SMEs) operates in Kenya is very dynamic. Internal and external forces are fast changing the style of management and human resource engagement to an extent that SMEs must as a matter of urgency amend or adopt new human resource strategies as key source of their strategic advantage in order to grow, remain competitive and profitable. A change in employees engagement strategy is widely believed will determine the direction of the SMEs in unlocking their potential and competitiveness. There is also a wide believe that human resource engagement affect labour performance, productivity, commitment and they create comparative advantage for the enterprise. The aim of this study was to establish the influencing factors that affect employee engagement and subsequent performance. This study was a descriptive and exploratory research, a case study of Jiran Engineering services. It employed questionnaires and interviews. The findings of this study indicated that an effective human resource strategy on communication, equal pay, equal opportunities and recognition affects employee engagement in the firm and has a direct impact on labour productivity and firm competitive edge. The study therefore recommended that Jirani Engineering Services should adopt a strategic human resource plan despite its nature of operations in order to tap the potential that goes with effectively engaged people. The firm should also have a clearly defined and well aligned human resource plans to drive the identified factors. This will enable the firm to focus on its market position and other value addition services.

Key words: engagement, communication, equal opportunity, pay and benefits and recognition