Department of Human Resources Development
Permanent URI for this collectionhttp://localhost:4000/handle/20.500.12092/1877
Browse
4 results
Search Results
Item Pedagogical skill of part-time lecturers effects on quality of university education in public universities in Kenya(2016) Wambui, Tabitha Wangare; Ngari, . James Mark; Waititu, AnthonyThe study aimed at establishing the effect of pedagogical skills of part-time lecturers on quality of university education in the public universities in Kenya. The study was driven by the complaints by many authors, Federation for Kenya Employers (FKE) and the Commission for University Education Kenya (CUE) which had pointed out again and again that the quality of university education has gone down. The study employed descriptive research design and correlation research design. It targeted external part-time lecturers, internal part-time lecturers and Heads of Departments from the public universities that were established from 2000 and chartered in 2013. Simple random sampling was used to pick the 241 respondents. The questionnaires duly filled and returned were 202 which constituted 84% of the response rate and this was a good threshold for further subsequent analysis. ANOVA was used to test the hypothesis. Simple linear regression was also done to establish whether the independent variable explained dependent variable. The study established a positive relationship between predictor variable and outcome variable. One of the major finding was that half (50%) of part-time lecturers were not teachers by profession.Item The Perceived Supervisor and Organizational support on Organizational Climate(2014-03) Wangombe, James Gachahi; Wambui, Tabitha Wangare; Kamau, Alice WanguiABSTRACT Organizational Climate Was Viewed To Be Comprised Of Qualities That Discriminate One Firm From Another, That Endure Overtime And Help To Control Actions Of Employees Within The Organization (Forehand And Von Gilmer, 1964). Approximately 50 To 70 Percent Of An Organization’s Climate Can Be Traced To Its Leadership Or Management Style. Perceived Organization Support (Pos) Can Be Positive If Reciprocation Of Support And Respect Occurs Between Employer And Employee. If The Reciprocation Does Occur And The Employee Feels That He Or She Is Being Appreciated And Respected For The Work That He Or She Is Doing, The Pos Is Increased (Dean, 1996). If The Respect And Appreciation Is Either Not Present Or Is Not Expressed Adequately, Then The Employee May Begin To Harbor Suspicion, Which May Increase Organizational Cynicism (Eisenberger, 1986). Organizational Commitment May, At That Point, Be Lessened; Thus Jeopardizing The Stability Of The Organization. Reciprocation Can Include A Wide Array Of Things, Such As Pleasing Pay And Benefits, A Promotion, Mutual Respect Between Employer And Employee (Levy, 2013). Good Climate Has Been Correlated With Desirable Outcomes Like Job Satisfaction, Confidence In Management, Effective Commitment, Intention To Quit, Emotional Exhaustion, Faith In Organizational And Performance. It Is Also Linked With Desirable Behaviors Like, Risk-Taking (Strategic), Departure From The Status Quo, Open Communication, Trust, Operational Freedom And Employee Development (Levy,2013). This Reviewed Literature Has Been Put Together For Easy Access To Public At Large.Item Managing Workplace Diversity:A Kenyan Pespective(International Journal of Business and Social Science, 2013-12) Wangombe, James Gachahi; Wambui, Tabitha Wangare; Muthura, Margaret Wanjiku; Kamau, Alice Wangui; Jackson, Solomon MurııkiWorkplace diversity is a must have for all organizations in a country incase they want to have social, economic and political gains.Diversity is generally said to mean acknowledging, understanding, accepting, valuing and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual orientation and public assistance status (Esty, Griffin, and Schorr-Hirsh, 1995). By managing diversity, companies interact with different cultures and clients. It increases creativity, productivity, new attitudes, new language skills, global understanding, new processes, and new solutions to difficult problems. Greater agility, better market insight, stronger customer and community loyalty, innovation, and improved employee recruitment and retention. The businesses that fail to see the importance of diversity and inclusion might find themselves unable to attract and retain the kinds of customers, employees, and business partners that will be a requisite in the International Human Resource Management era that we are headed to in the future. It is because of this reasons that this literature was put together in a comprehensive way so as to let all the human resources, management, public and government leaders read and understand the importance of managing diversity at workplace.Item Linking Human Resource Management to Knowledge Transfer for Organizational Development(International Journal of Business and Social Science, 2013-09) Wambui, Tabitha Wangare; Wangombe, James Gachahi; Muthura, Margaret WanjikuKnowledge is a key element to all the Human Resources and a major reason as to why some companies do better than the others. The more knowledgeable employees are in the organization, the more competitive that organization is. If the management is able to help employees to share this knowledge they have with the rest of the team, the organization becomes more productive. Human Resource Management is the management of an organization’s workforce. Knowledge transfer is the process through which one unit such as department, group, team, division etc. is affected by the experience of another (Argote and Ingram, 2000).Organizational knowledge can be observed through changes in the knowledge or performance of the recipient of the unit. It should always be noted that transfer of this organizational knowledge is not an easy task. Knowledge transfer is of two types: tacit and explicit. Tacit knowledge is more subjectively related to individuals making it difficult to formalize and transmit. Tacit knowledge has inherent value because it is inimitable, rate, unique and path dependent (Ghemawat, 1991). From individual perspective, tacit knowledge is acquired by experience through learning by doing and learning by using (Collins, 1991). On the other hand, explicit knowledge can be codified and is conveyed through formal and methodical language. Knowledge transfer is important to the organization in that it can produce more innovations and organization enjoys better performance if they occupy central network position that provides access to new knowledge developed by other units. Knowledge transfer can be done using two mechanisms which includes face-to-face communication and written media. The role of human resource management is to ensure that the organization has the knowledge that the company need for its success. The management faces a lot of challenges in transfer of knowledgewithin the organization among them being language barrier, trust problems, communication challenges and faulty information.