CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter presents the summary of findings, conclusions, and recommendations derived from
the study on the influence of Human Resource Management Systems on employee performance
at Jomo Kenyatta University of Agriculture and Technology (JKUAT). The chapter synthesizes
the key findings from the data analysis presented in Chapter Four and draws conclusions based
on the research objectives. Additionally, the chapter provides practical recommendations for
university management, policymakers, and human resource practitioners on how to enhance the
effectiveness of Human Resource Management Systems to improve employee performance. The
chapter also suggests areas for future research and highlights the contributions of the study to
theory and practice.
5.2 Summary of Findings
The study sought to examine the influence of Human Resource Management Systems on
employee performance in public universities in Kenya, with specific reference to JKUAT. The
study was guided by three specific objectives: to determine the effect of digital recruitment
systems on employee performance, to assess the influence of digital performance management
systems on employee productivity, and to evaluate the role of digital training and development
systems on employee efficiency. The study achieved a response rate of 92.6 percent, which was
considered excellent and sufficient for generalization of findings to the target population.
Regarding the first objective, the study established that digital recruitment systems positively
influence employee performance at JKUAT. The findings revealed that the university uses digital
platforms for hiring staff, as evidenced by a mean score of 4.31. Respondents agreed that digital
recruitment systems enhance fairness and transparency during the selection process, reduce the
time taken to fill vacancies, and improve communication with job applicants. The aggregate
mean score of 4.16 indicated that respondents generally agreed that e-recruitment systems
contribute positively to employee performance. These findings support Equity Theory, which
emphasizes that fairness and transparency in organizational procedures enhance employee
motivation and satisfaction.
Concerning the second objective, the study found that digital performance management systems
significantly influence employee productivity at JKUAT. The findings showed that the university
uses digital systems to evaluate employee performance, with a mean score of 4.28. Respondents
agreed that digital performance systems provide accurate and reliable data, enhance
accountability, enable effective performance tracking, and facilitate timely feedback from
supervisors. The aggregate mean score of 4.14 indicated that respondents agreed that digital
performance management systems improve employee productivity. The statement that digital
systems have improved employee productivity recorded a mean score of 4.21, demonstrating the
positive impact of automated appraisal systems on work output. These findings align with
Herzberg's Two-Factor Theory, which identifies feedback and recognition as critical motivators
that enhance employee satisfaction and performance.
Regarding the third objective, the study established that digital training and development
systems positively influence employee efficiency at JKUAT. The findings revealed that the
university provides digital and online training platforms, with a mean score of 4.22. Respondents
strongly agreed that digital training programs improve their job-related skills, as shown by the
highest mean score of 4.30. Employees also agreed that online training is flexible and
convenient, enhances their efficiency at work, and improves access to learning materials. The
aggregate mean score of 4.17 indicated that respondents agreed that digital training systems
contribute to improved employee efficiency. These findings support Social Exchange Theory,
which suggests that employees reciprocate organizational investment in their development
through improved commitment and performance.
The inferential statistics further confirmed the positive relationship between Human Resource
Management Systems and employee performance. Correlation analysis revealed strong positive
relationships between digital recruitment systems (r=0.681), digital performance management
systems (r=0.734), digital training and development systems (r=0.702), and employee
performance. Regression analysis showed that the three independent variables collectively
explained 65.9 percent of the variation in employee performance, as indicated by an R-squared
value of 0.659. The ANOVA results confirmed that the regression model was statistically
significant (F=74.681, p=0.000), indicating that Human Resource Management Systems
significantly influence employee performance at JKUAT. The regression coefficients revealed
that digital performance management systems had the strongest influence on employee
performance (β=0.347), followed by digital training and development systems (β=0.312), and
digital recruitment systems (β=0.281). The hypothesis testing led to the acceptance of the
alternative hypothesis that there is a statistically significant relationship between Human
Resource Management Systems and employee performance at JKUAT.
5.3 Conclusions
Based on the findings of the study, several conclusions can be drawn regarding the influence of
Human Resource Management Systems on employee performance in public universities in
Kenya, with specific reference to JKUAT. The study concludes that the adoption and effective
utilization of digital recruitment systems have a positive and significant effect on employee
performance. Digital recruitment systems enhance fairness, transparency, and efficiency in the
hiring process, which in turn contributes to the selection of qualified and competent employees.
When employees perceive that recruitment processes are fair and transparent, they are more
likely to be motivated and committed to their work, leading to improved performance outcomes.
The study therefore concludes that e-recruitment systems are essential tools for improving
staffing quality and overall organizational effectiveness in public universities.
The study further concludes that digital performance management systems play a critical role in
enhancing employee productivity at JKUAT. The use of automated performance appraisal
systems improves accountability, enables objective evaluation, facilitates timely feedback, and
enhances performance tracking. When employees receive regular and constructive feedback
through digital platforms, they are better able to identify areas for improvement and align their
efforts with organizational goals. The study concludes that digital performance management
systems contribute significantly to employee motivation, engagement, and productivity. The
strong correlation between performance management systems and employee performance
demonstrates that effective performance monitoring and evaluation are essential for achieving
high levels of employee output in public universities.
Additionally, the study concludes that digital training and development systems positively
influence employee efficiency at JKUAT. Online learning platforms provide employees with
flexible and convenient access to training resources, enabling continuous professional
development and skills enhancement. When employees acquire new knowledge and
competencies through digital training programs, they become more efficient in performing their
tasks and adapting to changing work demands. The study concludes that investment in digital
training systems is a strategic approach to improving employee capabilities, work efficiency, and
overall institutional performance. The findings demonstrate that employees who receive adequate
digital training are better equipped to utilize other HR systems effectively, creating a cycle of
continuous improvement.
The study also concludes that Human Resource Management Systems collectively have a
significant influence on employee performance in public universities. The regression analysis
revealed that digital recruitment, performance management, and training systems explain a
substantial proportion of the variation in employee performance, with digital performance
management systems having the strongest impact. This suggests that while all three components
of HRIS are important, performance management systems may be the most critical in directly
influencing day-to-day employee productivity and outcomes. The study therefore concludes that
a holistic approach to implementing Human Resource Management Systems, with particular
emphasis on performance management, is essential for maximizing employee performance in
public universities.
Finally, the study concludes that the theoretical frameworks anchoring this research—Equity
Theory, Social Exchange Theory, and Herzberg's Two-Factor Theory—are relevant and
applicable in explaining the relationship between Human Resource Management Systems and
employee performance in the context of Kenyan public universities. The findings confirm that
fairness, transparency, organizational support, feedback, and recognition are critical factors that
mediate the influence of digital HR systems on employee outcomes. The study concludes that
when digital HR systems are designed and implemented with these theoretical principles in
mind, they are more likely to achieve their intended objectives of improving employee
performance and institutional effectiveness.
5.4 Recommendations
Based on the findings and conclusions of the study, several recommendations are made to
university management, policymakers, human resource practitioners, and other stakeholders
involved in the implementation of Human Resource Management Systems in public universities.
5.4.1 Recommendations for University Management
The study recommends that the management of JKUAT and other public universities should
continue investing in and upgrading digital recruitment systems to enhance their effectiveness.
While the findings indicate that e-recruitment systems are already in use, there is room for
improvement in areas such as user-friendliness, communication with applicants, and integration
with other HR functions. University management should ensure that recruitment platforms are
regularly updated to incorporate emerging technologies such as artificial intelligence and data
analytics, which can further improve the accuracy and efficiency of candidate selection.
Additionally, management should establish clear policies and guidelines governing the use of
digital recruitment systems to ensure consistency, transparency, and compliance with legal and
ethical standards.
Regarding digital performance management systems, the study recommends that university
management should strengthen the use of these systems by providing regular training to both
supervisors and employees on how to effectively utilize performance appraisal platforms. Since
digital performance management systems were found to have the strongest influence on
employee productivity, management should ensure that these systems are designed to provide
timely, constructive, and actionable feedback. Performance targets should be clearly defined,
measurable, and aligned with both individual job roles and overall university objectives.
Furthermore, management should link digital performance management systems with reward and
recognition programs to motivate employees and reinforce positive performance behaviors.
The study further recommends that university management should expand and enhance digital
training and development systems to improve employee efficiency. While the findings indicate
that digital training platforms are available, respondents expressed moderate satisfaction with the
extent to which training meets their professional needs. Management should conduct regular
training needs assessments to identify skill gaps and design relevant online training programs
that address these gaps. The university should also invest in modern learning management
systems that offer interactive features, self-paced modules, and certification programs to
motivate employees to engage in continuous learning. Additionally, management should ensure
that all employees have adequate access to digital training resources, including reliable internet
connectivity and appropriate devices.
5.4.2 Recommendations for Human Resource Practitioners
Human resource practitioners at JKUAT and other public universities should play a proactive
role in promoting the adoption and effective utilization of Human Resource Management
Systems. HR departments should develop comprehensive change management strategies to
address employee resistance to technological change. This includes conducting awareness
campaigns, providing hands-on training, and offering ongoing technical support to employees
who experience difficulties using digital HR platforms. HR practitioners should also establish
feedback mechanisms that allow employees to report system challenges and suggest
improvements, ensuring that digital HR systems evolve to meet user needs.
Additionally, HR practitioners should regularly monitor and evaluate the performance of Human
Resource Management Systems to identify areas for improvement. This involves collecting and
analyzing data on system usage, user satisfaction, and performance outcomes. By adopting a
data-driven approach, HR departments can make informed decisions about system upgrades,
training priorities, and resource allocation. HR practitioners should also benchmark their digital
HR practices against those of other leading institutions, both locally and internationally, to
identify best practices and innovative solutions that can enhance employee performance.
5.4.3 Recommendations for Policymakers
Policymakers at the Ministry of Education, the Public Service Commission, and other relevant
government agencies should develop and implement policies that promote digital transformation
in human resource management within public universities. The study recommends that the
government should allocate adequate funding and resources to support the acquisition,
implementation, and maintenance of modern Human Resource management Systems in public
universities. This includes investing in ICT infrastructure, software licensing, technical support,
and capacity building programs for HR personnel and university staff.
Policymakers should also establish minimum standards and guidelines for the implementation of
Human Resource Management Systems in public universities to ensure consistency,
interoperability, and data security. These standards should address issues such as data protection,
system reliability, user training, and performance reporting. Furthermore, the government should
encourage collaboration and knowledge sharing among public universities regarding best
practices in HR implementation. This can be achieved through the establishment of a national
forum or working group on digital transformation in higher education HR management.
5.4.4 Recommendations for Future Research
While this study has provided valuable insights into the influence of Human Resource
Management Systems on employee performance at JKUAT, several areas remain for future
investigation. First, future research should consider expanding the scope of the study to include
multiple public universities in Kenya to allow for comparative analysis and generalization of
findings across the entire public university sector. Second, researchers should explore other
components of Human Resource Management Systems not covered in this study, such as digital
payroll systems, digital leave management systems, and digital employee record management
systems, to provide a more comprehensive understanding of how HRMS influence employee
performance.
Third, future studies should adopt longitudinal research designs to examine how the influence of
Human Resource Management Systems on employee performance evolves over time,
particularly as employees become more familiar with the systems and as the systems themselves
undergo upgrades and improvements. Fourth, researchers should investigate the moderating
effects of factors such as employee digital literacy, organizational culture, and leadership support
on the relationship between HRMS and employee performance. Finally, qualitative studies
involving in-depth interviews and focus group discussions should be conducted to gain deeper
insights into the lived experiences of employees using digital HR systems, including the
challenges they face and the strategies they employ to overcome these challenges.
5.5 Contributions of the Study
This study makes several contributions to theory, practice, and policy in the field of Human
Resource Management. From a theoretical perspective, the study demonstrates the applicability
of Equity Theory, Social Exchange Theory, and Herzberg's Two-Factor Theory in explaining the
relationship between Human Resource Management Systems and employee performance within
the context of public universities in a developing country. The findings confirm that fairness,
transparency, organizational support, feedback, and recognition are critical mechanisms through
which digital HR systems influence employee outcomes.
From a practical perspective, the study provides empirical evidence that can guide university
management and HR practitioners in making informed decisions regarding the design,
implementation, and improvement of Human Resource Management Systems. The specific
recommendations offered in this study provide actionable strategies for enhancing recruitment,
performance management, and training systems to maximize employee performance. From a
policy perspective, the study highlights the need for government intervention in promoting
digital transformation in public universities, including adequate funding, infrastructure
development, and the establishment of standards and guidelines for digital HR implementation.
5.6 Limitations of the Study
While this study achieved its objectives and provides valuable insights, several limitations
should be acknowledged. First, the study was limited to a single public university, JKUAT, which
may affect the generalizability of the findings to other public universities in Kenya that have
different organizational contexts, resources, and levels of technological adoption. Second, the
study employed a cross-sectional research design, which captures data at a single point in time
and cannot establish causal relationships between Human Resource Management Systems and
employee performance. Third, the study relied primarily on self-reported data from respondents,
which may be subject to social desirability bias and personal perceptions rather than objective
performance measures. Fourth, the study focused on only three components of Human Resource
Management Systems, leaving out other potentially important dimensions such as digital payroll
systems and digital employee self-service portals.
5.7 Final Remarks
In conclusion, this study has successfully demonstrated that Human Resource management
Systems have a significant positive influence on employee performance in public universities in
Kenya, with specific evidence from Jomo Kenyatta University of Agriculture and Technology.
The findings reveal that digital recruitment systems enhance fairness and efficiency in hiring,
digital performance management systems improve accountability and productivity, and digital
training and development systems increase employee efficiency and skills. The study confirms
that the adoption and effective utilization of digital HR technologies are essential strategies for
improving employee performance and institutional effectiveness in the increasingly competitive
and resource-constrained environment of public higher education. It is therefore imperative that
university management, HR practitioners, and policymakers work collaboratively to invest in,
implement, and continuously improve Human Resource Management Systems to achieve
optimal employee performance outcomes and contribute to the achievement of broader
institutional and national development goals.