Influence of Staffing and Promotion on Employee performance
The first objective of the study was to establish the influence of staffing and promotions on
employee performance in Public Universities in Western Kenya. In this regard, staffing and
promotions was found to have a positive influence employee performance (β=.302, p=.000)
thereby rejecting the null hypothesis H01, which state that staffing and promotions does not
significantly affect employee performance in Public Universities in Western Kenya. This means
that a unit change in staffing and promotions strategy causes 0. 302 unit change in employee
performance and the change is significant. This implies that staffing and promotions is a critical
determinant of employee performance in Public Universities in Western Kenya.
The finding that staffing and promotions significantly influence employee performance is in
agreement with the previous studies by Tuwei et al., (2013), Gathingu et al., (2008), Oguwa
(2011) and Opisa (2008). This study is however, at variance with the previous study by Gathingu
et al., (2008), whose variables were different from those of this study and the results indicated
that promotion had a significant relationship with Employee Performance for contract, while for
permanent employees, there was no significant relationship. This study did not categorize staff
into subgroups.
This study was a great milestone in terms of empirical testing and establishing the links between
staffing and promotions and employee performance that hitherto remained unexplored especially
in the context of Universities like the Public Universities in Western Kenya.
Influence of training and Development on Employee Performance
The second objective of the study was to determine influence of employee training and
development on employee performance in Public Universities in Western Kenya. In this regard,
training and development strategy was found to have significant influence on employee
performance in Public Universities in Western Kenya (β=.202, p=.000) thereby rejecting the null
hypothesis H02, which state that training and development does not significantly affect employee
performance in Public Universities in Western Kenya. This means that a unit change in training
and development strategy causes 0. 202 unit change in employee performance and the change is
significant. This implies that training and development is a critical determinant of employee
performance in Public Universities in Western Kenya.
The finding that training and development significantly influence employee performance is
in agreement with the studies done previously by Kiyana & Bett (2017), Afroz (2018)
Farooq & Khan, (2011) Khan, et.al. (2011) and Asfaw et al. (2015). These studies focused
on County government, Administration offices, and Banking sector. None of them focused
of training and development and employee performance in the public universities.
Consequently, the effect of Training and development on employee performance in public
Universities is not known.
This study has made contribution to new knowledge in terms of empirical testing and
establishing the links between training and development and employee performance that
hitherto remained unexplored especially in the context of Universities like the Public
Universities in Western Kenya.
Influence of Performance Appraisal on Employee Performance
The third objective of the study was to ascertain the influence of performance appraisal on
employee performance in Public Universities in Western Kenya. In this regard, performance
appraisal strategy was found to have significant influence on employee performance in
Public Universities in Western Kenya (β=.411, p=.000). Thereby rejecting the null
hypothesis H03, which states that Performance appraisal does not significantly affect
employee performance in Public Universities in Western Kenya. This means that a unit
change in performance appraisal strategy causes 0. 411 unit change in employee
performance and the change is significant. This implies that performance appraisal is a
critical determinant of employee performance in Public Universities in Western Kenya.
The finding that performance appraisal is significantly influence employee performance is in
congruence with the studies done previously by Omboi (2011), Mwema & Gachunga,
(2014), Wanjala & Kimutai (2015). The study contradicted Kuvaas, (2007), who majored
only on employee‟s intrinsic motivation to find out employees work performance and found
out that for employees with a weak autonomy orientation, the relationship was positive, but
for those with a strong autonomy orientation, the relationship was negative.mTherefore, this
study was a great milestone in terms of empirical testing and establishing the links between
performance appraisals and employee performance that hitherto remained unexplored
especially in the context of Universities like the Public Universities in Western Kenya.
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