IMPACT OF HUMAN RESOURCES PLANNING ON THE ACTUALIZATION OF

ORGANIZATIONAL GOAL (A CASE STUDY OF FINLAY’S LIMITED COMPANY)

SOT TECHNICAL TRAINING INSTITUTE

DEPARTMENT OF BUSINESS MANAGEMENT.

PREPARED BY : JACOB CHERUIYOT ROTICH

INDEX NUMBER : 5830010103

CENTER CODE : 583001

CENTER NAME : SOT TTI

PAPER CODE : 207

SUPPERVISOR : MADAM NERIZAH

PRESENTED TO: THE KENYA NATIONAL EXAMINATION COUNCIL (KNEC) IN PARTIAL

FULFILMENT FOR THE AWARD OF CERTIFICATE IN HUMAN RESOURCE
MANAGEMENT.

EXAMINATION SERIES: JULY 2023.

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DECLARATION
I declare that this is my original work. Particularly for fulfillment for ward of craft, certificate in
Human Resource Management at end of the course.
Name: JACOB CHERUIYOT ROTICH.
Sign... ....................
Date:

This trade project has been submitted to;

Name: MADAM NERIZAH
Sign: .................................
Date:

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ACKNOWLEDGEMENT.
I return all my thanks and honor to almighty God who has continually remain faithful in me
throughout the period of my project In Sot technical training institute and my parents for their
financial support.
Also as the researcher, I thank my supervisor madam Nerizah for providing guidance needed for
successful completion of project.
Special emphasis goes to Sot technical training institute and all lecturers for preparing the
researcher technically for the project.

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DEDICATION.
I would like to dedicate this trade project to my beloved parents for all support they gave me and
I want to wish them along life. I also appreciate my friends and entire sot technical training
institute community and above all to my family members for their moral and emotional support

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ABSTRACT

In any organization, human resources are the foremost important assets or the corner stone of

every organization. They are the foremost utilize their full potentials. Every organization is

therefore human oriented a component without which the organization is reduced to zilch.

Planning the resources could also be a useful gizmo within the actualization of organizational

goal. It is ironical to urge that tons of meaningful and powerful organizations do not see the need

to carry out planning activities in human resources. This has accounted for the continual rise in

conflicts in organizations, slow rate of growth, poor productivity and low profitability. Many

organizations have neglected this aspect of designing believing it cost much to start it, forgetting

that it cost far more to not actualize a group goal. Therefore, every organization must plan its

work force needs, so on meet-up their personal requirements and its overall goals and objectives

effectively and efficiently. Keywords: Cooperatives, Socio-economic Development, Women's

and Youth Empowerment

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Contents
DECLARATION..............................................................................................................................................ii
ACKNOWLEDGEMENT.................................................................................................................................iii
DEDICATION................................................................................................................................................iv
CHAPTER ONE..............................................................................................................................................1
1.0 INTRODUCTION............................................................................................................................1
1.1 OVERVIEW.........................................................................................................................................1
1.2 BACKGROUND OF THE STUDY............................................................................................................1
1.2.1 James Finlay (Kenya) Limited..........................................................................................................2
1.3 STATEMENT OF THE PROBLEM..........................................................................................................2
1.4 General Objective..............................................................................................................................2
1.5 Specific Objectives.............................................................................................................................3
1.5 Research questions............................................................................................................................3
1.4. Objectives of the Study.....................................................................................................................3
1.6 Justification of the Study...................................................................................................................4
1.7 SIGNIFICANCE OF THE STUDY............................................................................................................4
1.5 The Research Question......................................................................................................................4
1.6. Scope of the Study............................................................................................................................5
CHAPTER TWO.............................................................................................................................................6
2.0 LITERATURE REVIEW..........................................................................................................................6
2.1. Introduction......................................................................................................................................6
2.2. The Concept of HRM.........................................................................................................................6
2.3. Aligning Human Resource Management to Organizational Strategic goals......................................7
2.4. Role of Human Resource Management in Ensuring Optimal Staffing...............................................7
2.5. The role of Human Resource Planning on Employee Motivation.....................................................8
2.6. The role of HRP Succession Planning................................................................................................9
2.7. Human Resource Planning and Organizational Performance...........................................................9
2.8. Resource Based View Theory............................................................................................................9
2.9. Conceptual Framework...................................................................................................................10
2.12. Research Hypotheses....................................................................................................................11
CHAPTER THREE........................................................................................................................................12
METHODOLOGY OF THE STUDY.............................................................................................................12
3.1. Introduction....................................................................................................................................12

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 3.2. Research Design..............................................................................................................................12
3.4. Sampling Technique and Sample Size.............................................................................................12
3.5. Data Collection Procedures............................................................................................................12
3.6. Data Reliability Statistics.................................................................................................................13
3.7. Data Validity...................................................................................................................................13
3.8. Data Analysis..................................................................................................................................14
CHAPTER FOUR..........................................................................................................................................15
ANALYSIS, FINDINGS AND DISCUSSION.................................................................................................15
4.1. Introduction....................................................................................................................................15
4.2. Response Rate................................................................................................................................15
4.3. Demographic Information of the Respondents..............................................................................15
4.3.1. Age of the Respondents...............................................................................................................16
4.3.2. Gender of the Respondents.........................................................................................................16
4.4. The extent to which aligning HRP to the ministry’s strategic goals impact the MOH performance.
...............................................................................................................................................................17
4.5. The impact of optimal staffing on the FINLEYS performance..........................................................18
Impact of HRM on organizational performance at the Finley’s.............................................................21
Chapter Five..............................................................................................................................................22
5.0 Summary, Conclusion and Recommendation..................................................................................22
5.1 Summary..........................................................................................................................................22
5.2 Conclusion...........................................................................................................................................23
5.3 Recommendations...............................................................................................................................23
REFERENCES..........................................................................................................................................24

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CHAPTER ONE
1.0 INTRODUCTION
1.1 OVERVIEW
With specialties within the 1980s, human resource management has started gaining and sustaining
competitive advantage because it does to reinforce competitiveness and to feature valve to the
firms in everything’s. It does with the, human resources management has repositioned what won’t
to be called personnel management by giving it greater acceptance, scope responsibilities and
position of influence and has started playing strategies roles in a number of the subsequent areas.
Through better management and utilization of individuals and improvement within the
professional skills of managers. The human resource is that the only sorts of organization resources
capable of self-management also as managing others resource for the achievement of the
organization goal(s).

1.2 BACKGROUND OF THE STUDY

The history of designing is old, as man, himself planning had started from the traditional era
during the primitive period when there have been no industries or firms. Planning may be a basic
function of management thus therefore means planning pervades all the functional area of
management, which include personnel, production, research and development, marketing and
finance. Through planning organization, goals and objective are determined; the resources
available must be strategies to realize the goals and objectives. Planning provide answers to
what? How? When? In addition, their relationship to organization activities. In personnel
management function, human resources panel may be a basic function. Human resources
planning is sometime mentioned as workforce planning, which is defined because the process of
the proper number of qualified people into the proper job at the proper time. To ensure adequate
workforce within the organization, management must plan properly, proper planning during this
respect involves accurate projection of the longer term , taking inventory of existing workforce,
comparing the force with the prevailing one and take corrective measure. Productivity means rate
of output, degree of result and success which is directly associated with profitability and
turnover. This research study concentrates on the possible impact of human resources planning
on workers productivity. The human resources mean the human that are within the organization.
Without them, there cannot be production. Therefore, there is need for the organization to plan
well for its human resource.
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1.2.1 James Finlay (Kenya) Limited
James Finlay was established in the year 1750 and Swire group owns the company, which is a
diversified global business group. The company has business interests in horticulture and tea
farming sectors in Kenya, China, Sri Lanka and South Africa. The company has its primary
markets in Asia, USA, UK and part of Europe continent. There are three multinational
companies in Kericho producing tea in large scale, which includes George Williamsons limited,
Unilever limited and James Finlay (Kenya) limited. The largest of them all is James Finlay
(Kenya) limited. In Kenya James Finlay (Kenya) 6 Limited is among the biggest suppliers of tea.
The company is involved in sourcing of tea and packing operation, which is being done in
Mombasa. In Kericho, the company has nine tea farms, four black tea factories, and one instant
tea factory
1.3 STATEMENT OF THE PROBLEM
One of the foremost serious problems facing Finlay’s is that the acute shortage of qualified
resources. The problem of inadequate skilled work force in Kenya Limited sector might be
traced to variety of things, which include the colonial administrative policies, which gave the
local population more opportunity to develop.

Some of the matter faced by the human resources planners is as follows:

1. Management of fund, funds kept for the right planning management of the organization is
usually converted to their private pocket by the highest management.

2. As results of lack of motivation money of our expertise in Kenya have gone to a board where
they are going to be paid and sleep in a comfortable house with all kinds of fringe benefits

3. The rate of labour turnover is increasing due to lack of facilities in our higher institutions,
irrelevance of the tutorial curriculum to the necessity of the economic.

1.4 General Objective

The general objective of the study was to assess the relationship between human resource
information system and management of human capital at James Finlay (Kenya) limited.

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1.5 Specific Objectives
The study was guided by the following objectives
i. To establish the training of human resource management and management of human
capital at James Finlay (Kenya) limited.
ii. To evaluate the recruitment human resource management of human capital at James
Finlay (Kenya) limited.
iii. To determine the performance management of human resource management of human
capital at James Finlay (Kenya) limited.
iv. To assess the self-service human resource management of human capital at James Finlay
(Kenya) limited.
v. To investigate the human resources planning information system and management of
human capital at James Finlay (Kenya) limited.
1.5 Research questions
Generally, the research sought to answer the question on how James Finlay influenced
organizational performance at the James Finlay. It also sought to answer the following
specific questions: -

i. To what extent does aligning HRM to the Ministry’s Strategic Goals influence the
James Finlay performance?
ii. How does ensuring optimal staffing level affect the James Finlay performance?

iii. How does employee motivation impact the James Finlay performance?

1.4. Objectives of the Study

The main objective of this research was to determine how HRP affected organizational
performance at James Finlay.
The specific objectives, which guided the study, were -
i. To determine the extent to which aligning HRP to the ministry’s strategic
goals influence the James Finlay performance.
ii. To assess the impact of optimal staffing on the MOH performance.
iii. To establish how employee motivation influences the James Finlay
performance.

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1.6 Justification of the Study
Organizations worldwide grapple with how best to utilize the most important of all the factors of
production and that is the human resource, to gain commitment, to retain the best skills,
knowledge and experience and most importantly to deliver competitive advantage through
people. Technology provides an opportunity to turn around the employee experience and to truly
understand the needs and motivations of employees. To this end, organizations invest in the
information systems integrating human resource in order to automate the HR tasks and
streamline processes. Efficiency gains accrue and productivity improves with investment in
technology. All investments must return back value and therefore the research sought to ascertain
the relationship between the systems of information related to human resources and management
of human capital.
1.7 SIGNIFICANCE OF THE STUDY
This study is necessitated by the urge and the need for the research, reader and organizations in
general to understand the advantages of implementation of human resources on productivity stem
that will function tool for achieving higher organization productivity. The following are the
importance of study to the researcher:
1. To function guide to corporate individuals, organization and student alike in furtherance to
their research on the topic matter
2. To help government within the determination of how productive is both public and personal
sector of the economy
3. To function a reference materials for college kids who will wish to conduct similar studies on
this subject.
1.5 The Research Question
The research question on the role of human resources planning in the actualization of
organizational growth objective one as follows:

1. Does lack of human resources planning hinder the achievement of organizational

corporate goal?
2. Does wastage of resources caused by non-employment of result of underemployment?
3. Does high rate of labour turn over witness as a result of underemployment
4. Does lack of knowledge of strength and weakness of staff the effectiveness and
efficiency of the organization?
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1.6. Scope of the Study
This study is of the view that human resources is extremely important believe the assembly,
management and government as an entire. Human resources will not be of any value if it is not
productive. Therefore, to spot factor, which hamper the effective and efficient operation of
Finlay’s, the management of Finlay’s must strategize using the all resources available in their
care to form sure that their objective is achieved at the highest of the day.

Therefore, on guide the study, subsequent objectives are put forward:

 To determine how employees are being compensated.

 To ascertain whether the service rephrasing to customer are of optimum quality

 To find out the particular problem affecting the management of Finlay’s System Association
Business Management Limited.

 To find out the extent of the labour turnover and thus the way it effect on the productivity
within the organization.

 To see how human resources planning has change the extent of production capacity within the
Finlay’s.

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CHAPTER TWO
2.0 LITERATURE REVIEW
2.1. Introduction
This chapter reviewed literature of previous researches related to this study topic. It was
organized according to the objectives of the study and has the following sub-sections: the
concept of HRP, aligning HRP to organizational strategic goals; role of HRP in ensuring
optimal staffing; succession management plans; and impact of HRP on performance of the
organization.

2.2. The Concept of HRM

Globalization, competition, information technology, innovations, new market and consumer
trends, together with other emerging issues affect the supply of labour. Consequently, there is
need for professional HR practices. This is essential for future HR demand and supply
forecasting to ensure organizations maintain optimal staffing levels. HR is that process of
ensuring the organization has adequate employees with the right competences deployed or
placed according to their expertise (Gilley & Maycunich, 2000). As provided by Cascio (2005),
HR is seen as an attempt by an organization to predict future business needs and environmental
demands. There will also be need to provide competent people to execute these business needs
and gratify the environmental demands. HR is a major component of the HRM function and is
deemed as that process which identifies the workforce needs of an organization. At the same
time, it develops the interventions, innovations and initiatives to enable the organization meet
its needs. The process involves analyzing the job (by developing job descriptions and job
specifications) and designing career progression guidelines for the upward mobility of the
employees (Gilley & Maycunich, 2000). Therefore, HR is a very essential aspect of HRM and
it plays a big role towards achievement of goals and objectives of an organization.

A study on the effect of employee resourcing strategies on the performance of commercial banks
in Kenya (Ngui et al., 2014) established that, employee-resourcing strategies have a significant
positive effect on performance of the aforementioned banks. In addition, the study findings
indicated that, there is a positive relationship between strategic employee resourcing and
employee performance in commercial banks in Kenya. One of Ngui et al.’s (2014)
recommendations was that banks should develop and document strategies for human resource
planning to enhance employee and organizational performance. Katua et al. (2014) inferred that,
6
2.3. Aligning Human Resource Management to Organizational Strategic goals
To successfully achieve its goals and objectives, every organization is expected to undertake
development of strategic plan. Strategic planning includes identification of the
organization’s long-term goals and objectives and providing the means to realize them
(Woodhall, 2006). To enables an organization to achieve its strategic goals, it requires
resources, which normally fall into three main categories namely: technology, finance and
people. Therefore, HR is necessary to work out the number and categories that will be
needed by the organization to successfully achieve its mandate.

HRM can be explained as a procedure to recognize present as well as expected requirements the
workers to enable the institution attain its objectives (Gupta, 2008). It is a vital for every
organization to align its HR with its organizational goals and objectives because hiring the
incorrect workforce or incapacity to foresee fluctuations in appointment requirements might be
dear in the end. HR guarantees an organization’s workforce contains necessary talent and
competencies to enable it achieve its objectives (Ghazala & Habib, 2012). Aligning of HR to an
organization’s strategic goals makes sure that the workforce gets necessary expertise and
competencies that the organization requires in order to accomplish its objectives (Ghazala &
Habib, 2012). HR, therefore, acts to connect HRM with strategic management of the
organization. According to Reilly (2003), HR allows organizational approximation of required
workforce; evaluates extent, character, and basis for supply fundamentally necessary for demand
of the organization as well as desired practices.
2.4. Role of Human Resource Management in Ensuring Optimal Staffing
According to Woodhall (2006), HR demand forecasting is the process of making estimates of
future staff needs according to the right quantity and the desired quality. HR requirement estimates
should be carried out in view of the organizations plan during a specific period, for example
annually. For any firm to determine its human resource needs in terms of numbers, composition,
competencies with respect to services provided and productivity levels in meeting organizational
needs demand forecast must be undertaken (Ghazala & Habib, 2012). After the identification of
the work force gaps the organization then puts into motion plans to bridge them (Griffins, 2006).

The procedure of approximation of accessibility of workforce essential to meet the HR demand is

what is termed as supply forecasting of human resource (Reilly, 2003). It identifies where the

7
required quantity of workers with the necessary knowledge, expertise and skill, will be supplied
from (Kwon, 2009). Additionally, it is also necessary in shaping the criteria of employing
resource inside the prearranged scheduling prospect to ascertain if future supplies will be enough
to meet future demands of HR (Mutuaet al., 2012). Kavoo (2013) opines that, to meet their supply
demands, organizations require assessing internal and external workforce. Labour supply can
come from within or outside the organization. Schuler (2000) supports this argument when he
emphasizes that supply forecasting engages a thoughtful look at potential suppliers of HR.

Optimizing staffing levels is one of the objectives HRM and is achieved by assessing supply as
well as demand for workers including corresponding all to the shortages therein and the
surpluses (Wright & Gardner, 2003). To establish optimum staffing levels, the organization
needs to address the gaps identified through the comparison of the demand and supply forecast
(Muhammad, 2009). In this view, contrast can disclose a shortfall or excess of human resources
in future. Shortfalls will indicate a need for employing more people whereas excesses show a
need for laid-offs or reassignment (Armstrong, 2006). This is supported by Wright & Gardner
(2003) who asserts that optimizing staffing levels is one of the objectives HRM and is achieved
by assessing organizations demand and workforce supply so as to establish any shortfalls in
supply. Organizations can rectify a demand gap using a variety of techniques like employment,
transfer, transfer and motivation of employees (Shirey, 2008).

2.5. The role of Human Resource Planning on Employee Motivation

According to Armstrong and Taylor (2014), employee motivation refers to an individual’s
need to work to their fullest potential in order to accomplish a desired goal. Motivation is
highly regarded in attracting and retaining employees (Armstrong, 2012). According to
Mackay (2006) and Nel (2015), identifying the factors that motivate employees in the
workplace is vital because this affects their performance. Employees who are well
compensated and provided with opportunities for promotion, career progression, proper
working tools, and training opportunities and generally a favorable work environment will
be highly motivated. Stone (2013) observes that if an organization motivates its employees
well, it should result in enhanced productivity in the workplace thus improving both the
employee and customer satisfaction. This will also lead to creation of a competitive
advantage over competitors. According to Sharma (2006), motivated employees are the
lifeblood of any organization hence improved performance.
8
2.6. The role of HRP Succession Planning
Succession planning refers to the decision by an institution to promote and endorse a
frequent growth of workers in order to guarantee consistency and retention of major job
positions. This is usually done to ensure that the organization maintains a systematic fill up
of positions (de

Koning, 2005). Succession planning is pegged on a wider procedure of preparing and

keeping up with the HR gap analysis. This procedure is normally elastic and adjustable. It
varies according to the requirements as well as organization of the department. However,
the main aim is to have knowledge of what the major positions are and how to grow talent
and skills and the expansion of an aptitude team to obtain the competency (Griffins, 2006).
As part of a broader HRM framework, succession planning can be said to be a strategy to
assist and offer support to the organization in addressing HR challenges such as an ageing
labour force, rising departure of workers, possible talent and skill pitfalls as well as other
capability gaps (Muhammad, 2009). Planning for succession enables a smooth succession
planning, offers a smooth transition of information as well as ensuring that there is
successor’s in available mission critical placements.

2.7. Human Resource Planning and Organizational Performance

Organizational performance entails the definite production or the output obtained by an
organization and is derived from the planned productivity measured against the intended
objectives of the organization (Shirey, 2008). Organizations that have embraced HRM
realize better output as opposed to those that have not because a variety of HRM steps are
put in place which are likely to enhance the attainment of organizational goals (David,
2001). HRM offers a structure to ensure management as well as organizational actions and
thorough execution of decisions all the way through location of goals and objectives that
offer a foundation in the measure of organizational performance (Shirey, 2008; Green &
Downes, 2005; Arasa & K’Obonyo, 2012).
2.8. Resource Based View Theory
The RBV assumes that a firm uses resources to exploit the available opportunities and
neutralize any threats for achieving a competitive advantage over the others. Those
advancing this theory believe that the resources that are found in the organization determine
any performance by any organization. The resources used by organizations can be grouped
9
into the physical resources, the human resources, and the organizational resources (Selzinick
& Recardo, 2007). Human resources encompass all workers in the organization, all
trainings, any experience acquired, intelligence, skills, competences, knowledge and their
unique abilities. According to this theory HR is one of its internal resources that if utilized
properly has the potential to deliver competitive advantage to the organization in this case
the FINLAYS.

2.9. Conceptual Framework

In this study the independent variable is HRM, whose indicators include HR plans aligned to
strategic goals of the organization, ensuring that set goals are in line with expected results;
forecasting to ensure staff gaps and positions are filled adequately and optimizing staffing levels
and succession planning to ensure HR plan is linked to overall organizational goals. This calls
for streamlined recruitment strategy, maintenance of optimal staffing levels, a skilled workforce
in place, effective utilization of employees and effective succession planning. Alignment of
HRM to the organizational goals ensures that workers receive the necessary expertise and
therefore, serves as a connecting bond between HRM and the organization performance.
Forecasting HR needs will affect the procedure for approximation of future HR requirement to
ensure particular class of workers as well as the right numbers. Staffing levels ensures choice of
persons suitable for particular position and aligning people appropriately in accordance to their
skills. Succession planning affects development of employees’ skills through training and
prepares them to take over key positions in future

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Figure 1: Conceptual Framework Model

Independent variables depended variable HRP

Organizational Performance

 HR plans mainstreamed  Responsive healthcare

to organization goals Services

 Customer satisfaction
 Optimal staffing levels
 Motivated employees  High Employee productivity.

Source: Author, 2019

2.12. Research Hypotheses
The study advanced the following four (4) hypotheses
i. H1: Aligning HRM with the strategic goals of the Finlay’s will significantly affect the
Ministry’s performance.
ii. H2: Optimal staffing levels at the Finlay’s will significantly affect the ministry’s
performance.
iii. H3 Motivating employees at the Finlay’s will significantly affect the ministry’s
performance.

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CHAPTER THREE
METHODOLOGY OF THE STUDY

3.1. Introduction
This chapter describes the methodology and the procedures that were used to undertake this
study. It included; research design, target population, sampling techniques, sample size, data
collection and data analysis.

3.2. Research Design

The study adopted a cross-sectional design whereby by data collection was undertaken at a
particular point in time and that there was no manipulation of variables. This method is
suitable because it is used to prove and/or disprove an assumption. This method is cheap to
execute and was suitable within the timeframe of the research. Another advantage is that
multiple variables and findings can be analyzed to create new theories.

3.4. Sampling Technique and Sample Size

This study employed purposive sampling method to select the sample. For obtaining a
desired representation, respondents were clustered into three groups of top managers,
middle managers and support staff. Inside these clusters were different cadres of officers
like doctors, nurses, HR practitioners and other categories of staff. Table 3.1 indicates the
actual population and the sample.

Table 3.1: Sample Size

Structure Actual Population Sample

Top Managers 30 15
Middle Level Managers 120 50
Other Support Staff 150 27
Total 300 92

3.5. Data Collection Procedures

Primary data for the study was collected by means of a questionnaire. The data was in
qualitative. The questionnaires constructed by the researcher and were organized according
to the study objectives. They consisted of closed ended. The study adopted Likert scale type

12
of questionnaire. The questionnaires were dropped and picked later since the sample
consisted of personnel based within Nairobi. In order to encourage feedback the researcher
followed up the questionnaires through making personal visits, phone calls, and sending e-
mails.

3.6. Data Reliability Statistics

Reliability is a measure of the extent to which a research instrument yields consistent results
after repeating the same for several times (Mugenda and Mugenda, 2003). In this study data,
reliability was tested through administering the questionnaires to nine (9) respondents from
each of the three categories on a pilot basis. Cronbach's Alpha coefficient, which is used to
assess the internal consistency among the research instrument items, was applied. This was
with a view to test whether the variables were within acceptable range. The Coefficient was

0.861 is well above the recommended 0.6.

Table 3.2 illustrates that a Coefficient of 0.861 is well above the recommended 0.6.

Table 3.1: Reliability Test

Cronbach’s Alpha Number of items

.861 10

3.7. Data Validity

Validity is the degree to which results achieved through analysis of data represent problem
under review. Ideally, an instrument should be able to measure what it is supposed to
measure with precision (Bridget & Lewin, 2005). Validity can either be face validity,
criterion validity, content validity, or construct validity. In this study, during construction
of the instrument, quality control and face validity was ensured. This was specifically by the
advice obtained during the proposal defense, which benefit to the instrument and the
guidance offered by the supervisor.

3.8. Data Analysis

The researcher ensured that questionnaires returned were dully answered. The information
was coded for accuracy and analysis. It was then categorized according to different thematic
13
areas. The data was analyzed using the Statistical Package for Social Sciences (SPSS).
Qualitative data was analyzed according to thematic areas as per the study variables.
Quantitative data was presented in percentages (%), Means and Frequencies. The reports
were presented by use of pie charts, tables and graphs.

CHAPTER FOUR
ANALYSIS, FINDINGS AND DISCUSSION
4.1. Introduction
This chapter details analysis, presentation as well as interpretation of the findings of the
study. The results are presented in line with the objectives of the study which were: to
determine the extent to which aligning HRM to the ministry’s strategic goals impact the

14
Finlay’s performance; to assess the impact of optimal staffing on the Finlay’s performance;
to establish how employee motivation impacts the Finlay’s performance; and to generally
ascertain the overall impact of HRM on organizational performance at the Finlay’s.

4.2. Response Rate

Out of 92 questionnaires that were administered, 46 were returned.
Table 4.1 indicates the response rate, which was 50%. This percentage was therefore fair
and representative. Mugenda and Mugenda (2003) stipulate that a response rate of 50% is
adequate for analysis and reporting.
Table 4.1: Response Rate
Questionnaires Frequency Percentage (%)

Distributed 92 100

Returned 46 50

Source: Field data

4.3. Demographic Information of the Respondents
This section analyzed demographic data of the respondents and was intended to establish
certain attributes like age, gender, years of experience and level of education. Demographic
information breaks down the overall survey response data into meaningful groups of
respondents for purposes of prudent decision-making. Analysis of demographics enables the
researcher to get a feel of the characteristics of the respondents.

4.3.1. Age of the Respondents

Figure 2: Age of the Respondents

15
 21 To 30 years
31 To 40 years
41 To 50 years
Over 50 years

Source: Field data

As shown in Figure 2 above, the majority of the respondents at 37% were aged between 41
to 50 years. Those followed this over 50 years at 35% and those between 31 to 40 years
were 22% while only 6% were aged between 21 and 30 years. These study findings imply
that the Ministry of health is faced with an aged population and therefore it is important to
ensure proper HR planning is done to avoid succession management challenges.

4.3.2. Gender of the Respondents

Figure 3: Gender of the Respondents

Source: Field data

According to Figure 3, the gender breakdown in the sample comprised of 48 % male employees
and 52 % female employees, which is almost equally balanced. This study finding shows that the
Ministry complies with the requirement of two third gender rule as per COK 2010.

16
4.4. The extent to which aligning HRP to the ministry’s strategic goals impact the
MOH performance.
This section of the study sought to establish the extent to which aligning HRP to the ministry’s
strategic goals impact the MOH performance in line with objective number 1 (one) of the study.

Using Likert Scale where: 1=Strongly Agree, 2=Agree, 3=Don’t Know, 4=Disagree and 5=strongly
disagree; respondents were required to answer various questions in relation to objective one of
this study. The results are indicated in Table 4.2

Table 4.2: Descriptive Statistics

N Mean STD
The Ministry of health undertakes comprehensive HRP annually 46 4.72 .834

The Ministry Of Health mainstreams HRP in its strategic plan 46 4.76 .794

HRP is based on required skill, knowledge and abilities of 46 4.74 .880

employees

HR manager is a member of Ministry top management 46 4.87 .453

committee

Ministry’s top management understand how HR affects 46 4.74 .880

organizations objective

The results in Table 4.2 indicate that the practice of the HR manager being a member of the
Ministry’s top management committee was highly refuted by most respondents at a Mean =

4.87 Which translates to 97.4%. Employees’ issues are not well presented this indicator to
the top management for resolution hence may lead to poor morale. It is noted that when
employees are aggrieved their performance is affected negatively and in return, this affects
the general performance in the organization.

The other question sought to find out if HR planning was based on required skill, knowledge
and abilities of existing employees at FINLEYS. The respondents refuted this at a mean of 4.74
translating to 94% refusal. It also tied with the next question on whether the Ministry’s top
management understood how HR affected organizations objectives. As seen in the literature
review, organizations usually ensure employees are well trained and developed to increase their
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levels of skills and competences for better performance (Noe, 2003) and therefore these two
factors being refuted at ratings of 94% is very high and will consequently impact negatively on
the overall organizational performance. The question on whether the Ministry of health
undertakes comprehensive HRM annually scored a Mean = 4.72. This means that 84% of the
respondents refuted the statement that the FINLEYS undertakes comprehensive HRM annually.

The results indicate a consensus that the Ministry does not align HR planning to the overall
organizational goals. The scores ranged between 84% - 97% as an indication that HRM is not
aligned to strategic plan in the FINLEYS largely.

4.5. The impact of optimal staffing on the FINLEYS performance

This section of the study sought to assess the impact of optimal staffing on the MOH
performance in line with objective two of the study. Using Likert Scale where: 1=Strongly
Agree, 2=Agree, 3=Don’t Know, 4=Disagree and 5=strongly disagree, respondents were
required to answer various questions on HRP that are related to staffing levels as indicated
in the graph below. The results were as shown in Figure 6;

Figure 6: Optimal staffing levels

Source: Field data

According to Figure 6, the question that sought to know whether the Ministry provides the
employees with training and development opportunities to equip them with better skills required
in higher positions was the most refuted at a mean score of 4.7 (94%). This is an indication that
training is not given a priority at Finley’s. Lack of training and development can led to

18
inadequacy of skills, knowledge and poor attitudes among the workers hence negatively affect
performance.

Another question sought to find out whether HRP in Campbell, J. P. (2000).The definition and
measurement of performance in the new age. The changing nature of performance. Implications
for staffing, motivation, and development, (pp. 399–429).SanFrancisco: Jossey-Bass.

Helps in effective utilization of human resources and was rated at a mean score of
4.61(92%) showing that a majority of respondents were in disagreement that workers were
effectively utilized. The next question asked if HR planning process leads to fair distribution
of work and received a mean score of 4.54, which translates to over 90% showing that
majority felt that there was no fairness in distribution of work. Unfair distribution implies
that some employees are overloaded while others have less workload. Inequity in any aspect
may lead to tension cause low morale among the employees, which affects performance.

Lastly, this section of the study sought to establish if Finley’s. Had sufficient employees and the
results were at a Mean score of 4.52, which is 90% indicative of majority of respondents
disagreeing that the Ministry was adequately staffed. These questions were all disagreed at
responses of above a mean score of four (4) which is about 90%. Generally, these results
indicated HRP at Finley’s. was limited as majority of the respondents indicated that the
organization had inadequate staffing, unequal distribution of work, and ineffective utilization of
HR as well as lack of training and development opportunities. In this respect, it can be
interpreted that the Finley’s. does not have optimal staffing levels, which will negatively affect
the ministry’s performance

In this section of the study, the respondents were required to rate labour turnover for the
period in question. According to figure 7 above a mean of between 1.19 - 1.98 was
recorded for the period between 2005 to 2011 showing a bit of fluctuations. From 2012 to
2015, the mean increased from 2.04 to 2.46 showing more employees left the organization
after the promulgation of the new COK 2010, which brought about devolution of the health
function to the counties.

The new employees joining the organization will also be [Link] they try to fit in the
new and volatile work environment. This situation is likely to cause succession

19
management challenges leaving gaps in critical positions thus affecting performance of the
organization downwards.
4.6 How employee motivation impacts the Finley’s performance.

Figure 8: Employee Motivation

Source: field data

This section sought to determine how employee motivation influences the MOH
performance.

Using Likert Scale where: 1=Strongly Agree, 2=Agree, 3=Don’t Know, 4=Disagree and
5=strongly disagree, respondents were required to indicate the extent to which the HRP
motivates employees in the Finley’s. by answering various questions on HRP that are
related to employee motivation.

According to Figure 8 the question on whether the Finley’s. prepares training projections
annually obtained a mean score = 4.59 (92%) meaning that respondents refuted the fact they
were trained and promoted regularly. Preparation of training projections is very important for an
organization as it brings out the areas where employees are lacking in capacity to perform better.
The results indicate training is not given a priority in the organization. If workers are not well
compensated this will affect their performance. The other question was on whether Finley’s has
clear career guidelines with a mean score =4.22 (84%).

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Impact of HRM on organizational performance at the Finley’s
This section of the study sought to establish the impact of HRP on organizational performance at
the Finley’s. Using Likert Scale where: 1=Strongly Agree, 2=Agree, 3=Don’t Know, 4=Disagree
and 5=strongly disagree, respondents are required to indicate the extent to which specified
factors in Figure 9 influence performance in the Finley’s.

Figure 9: Factors That Influence Performance

Source: Field data

The Finley’s. is a public institution and thus the performance of the organization is not
measured by profits as is in the case of private organizations. Therefore, in view of the
forgoing, this study sought to use other parameters related to HRP other than
monetary/profits to measure the organizational performance of the Ministry as indicated in
the conceptual framework.

Using the Likert scale mentioned, the respondents were to indicate whether the Ministry
ensures it has adequate employees that are qualified and placed according their area of expertise.
This resulted to a mean score of 4.59, which tied with another question on whether the Ministry
ensures it has the right mix of skills at 92%. These results confirmed there were inadequate
staffing as well as low staff capacity building at Finley’s, which will adversely affect
performance. These points to inadequate HRP.

Regarding the questions as to whether employees were properly trained and involved in
developing strategic plans had Mean scores of 4.63 (92%) and 4.65(93%) respectively.
21
Chapter Five
5.0 Summary, Conclusion and Recommendation
5.1 Summary
The study has revealed that human resources planning plays a vital impact in the growth of an
organization.
The study started from chapter one where the background of the study was reviewed to help the
organization know the role of human resources planning in the growth resources planning in the
growth of an organization.
This study revealed that human beings are the most different thing to handle because what will
motivate the other person. Some of the employees are motivated when you compensate them,
some when you let them do a job without monitoring them etc. that is why the human resources
manager should be friendly to worker to enable him find out their problems and how to tackle it,
in order to keep the organization growing.
Every organization need to plan its work force needs so as to meet up their personnel
requirement and its overall goals and objective efficiently.

The instruments used were personal interview, structured questionnaire and secondary data
source such as journal, magazine, textbook etc. all these data instrument were explored and he
emerging data analysis with the use of simple percentage method and subsequent, the test of
hypothesis with chi-square method.

Based on the presentation and analysis of the data collection within the scope and limitation of
this research work the researcher therefore summaries her findings as follows:

1. That human resources planning play a vital impact on the growth of an organization
2. That proper human resources planning helps in the recruitment of qualified employees
3. That proper human resources planning helps the organization to achieve its corporal
objectives and goals
4. That proper human resources planning bring about increase in production level.

22
5.2 Conclusion
Based on the findings of this work it was concluded that human resources planning play a vital
impact in the growth of an organization. Further for organizations to achieve their corporate
objectives effectively and efficiently they must meet up with their work force requirements.
More so human beings are most difficult to handle and they are the people that control other
machines and equipments. Human resource planning being administered within the company
may help the human capital managers to spot the areas where shortage or excess work force is
probably going to occur in future. Having administered human resource planning after
recruitment exercise, it gives an organization a much better opportunity of recruiting the right
skilled personnel require for the work , by organizing training program for her employees after
recruitment. In addition, placement helps to extend the standard of employee’s performance. It
decreases labour turnover and as a motivational tool. It is pertinent to say that manpower or
human resource planning have positive impact on the organizational performance effective
human resource planning are the essential for optional and successful operation of the
organizations. Finally, organization having the right number and sort of people at the right
places, at the right time, is capable of efficiently completing in achieving its overall objectives.

5.3 Recommendations
Based on the findings and conclusions of this work, they following recommendations were
include:

1. The organizations should attach great importance to their human resources department to
enable them achieve their co-operate objectives.
2. The human resource managers should know how to motivate their employees to put more
effort on their work
3. The employees when they are remunerated and compensated should put more to increase
production
4. The human resources managers should make sure that there should be job rotation to find
out where the workers perform best.

23
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