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 Information 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 Digital 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 Information
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 Information 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 Digital 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 Information 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 Information 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 Information 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 Digital 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
Digital 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 Digital 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
Digital 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 Digital 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 Information
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 Digital 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 digital 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 Information 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 Digital 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 HRIS influence employee
performance.
Third, future studies should adopt longitudinal research designs to examine
how the influence of Digital 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
HRIS 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 Digital 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 Digital
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 Digital 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 Digital 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 Information 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 Digital Human Resource Management Systems to
achieve optimal employee performance outcomes and contribute to the
achievement of broader institutional and national development goals.