Moderating effect of organizational culture on the relationship between strategic human resource management practices and service quality in the County Government Of Elgeyo Marakwet

Abstract

The evolving global marketplace and technological advancements necessitate organizations to cultivate a flexible and skilled workforce for adaptability and competitiveness. In the context of government, efficient Service Quality is crucial for good governance, with decentralization emerging worldwide, showcasing successes and challenges in enhancing public service delivery, particularly in Sub-Saharan Africa. Delivery of quality service is about effective Hiring, selection, training and management. Since the inauguration of County Governments in 2013 in Kenya, little is known of the extent to which the strategic human resource management agencies within counties have facilitated the hiring, performance evaluation, competency development and engagement initiatives of staff for Service Quality. The purpose of this study therefore was to assess the moderating effect of the organisational culture on the relationship between Strategic Human Resource Management practices and Service Quality in Elgeyo Marakwet County. The Specific objectives of this study were to identify the influence of hiring practices, performance evaluation, competency development and employee engagement initiatives on Service Quality in Elgeyo Marakwet County and also, to determine the moderating effect of organisational culture on the relationship between Strategic Human Resource Management Practices and Service quality in Elgeyo Marakwet County in Kenya. Objective Factor Theory (OFT), The Employee-based Service Quality (EBSQ) model (service quality) model and Human capital theory, will be used. This study was based on an explanatory research design. The target population was 244 employees working in Elgeyo Marakwet County. A sample size of 152 respondents was selected using stratified, simple random sampling. Cronbach alpha and factor analysis were used to test the reliability and validity of the research instrument, respectively. Hierarchical and multiple regression models using Hayes Process macro 4.2 were applied to analyse the obtained data and to test the hypotheses. The study found that hiring practices (β = .463, p < .001), performance evaluation (β = .664, p < .05), employee engagement (β = .661, p < .05) were significant predictors of service quality. Competency development (β = .066, p <.05) did not significantly predict service quality. Organisational culture moderated the relationship between performance evaluation and service quality (β = .1694, p < .05). Organizational culture moderated the relationship between competency development and service quality (β = .1920, p < .05), employee engagement and service quality (β = .1433, p < .05). Organisational culture did not moderate the relationship between hiring practices and service quality (β = .1075, p > .05). The study contribution to knowledge is entrenched in the theoretical model developed that explains service quality for county government. The study contributes to knowledge by bringing the moderating effect of organisational culture in explaining performance evaluation, competency development and employee engagement in literature. These findings have implications for practice in that county governments need to develop performance evaluation processes, hiring processes and enhance employee engagement scores. The study recommends a longitudinal study to examine the causal effects of the variables by future researchers.