Strategic Human Resource Management and Public Sector Performance in Developing Countries: Evidence from County Governments in a Devolved Context in Kenya

Abstract

Application of a strategic approach in managing people in an organization has been touted as acritical component in improving organizational performance. Although the relationship between Strategic Human Resource Management (SHRM) and performance is well established in private sector research, empirical evidence from public sector organizations in developing countries remains limited. This dearth is even more evident since Kenya adopted a devolved system of government in 2010. This study examines the influence of SHRM practices on public sector performance using survey data from County Governments in Western Kenya. This study examines the influence of SHRM practices on public sector performance using survey data from county governments in Western Kenya. Data was analyzed using Multiple Linear Regression Analysis to establish the effects of strategic recruitment and selection, performance management, training and development, and talent retention on performance. Performance was measured using service delivery metrics of organizational effectiveness, accountability and employee motivation. The results show that SHRM practices have a significant positive influence on public sector performance, with performance management and training and development emerging as the strongest predictors. However, the findings also suggest that the effectiveness of SHRM practices is dependent on institutional capacity and leadership commitment. The study extends SHRM–performance research to a devolved public sector context in the Global South and offers practical insights for strengthening county-level performance through strategic HRM.