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STRATEGIC HRM'S ROLE IN STRATEGIC PLANNING IMPLEMENTATION BY THE HIGH EDUCATION TRAINING INSTITUTIONS IN KENYA


Mary Ragui

Jomo Kenyatta University of Agriculture and Technology (JKUAT)

David Gichuhi

Jomo Kenyatta University of Agriculture and Technology (JKUAT)

 

ABSTRACT

In the turbulent environment facing organizations, strategic human resource management (SHRM) is looked upon as the savior to the strategy implementation.  Human resource or human capital is recognized as a major factor for organization's success (Armstrong, 2008). An organization with all the other resources minus effective human resource can accomplish very little of its objectives if any. From O'Regan & Ghobadian (2004), strategic planning is necessary for organizational purpose, realistic goals and objectives, consistency with the organization's mission, communication, priorities, productivity corrective action, consensus, efficiency, effectiveness and teamwork. These reasons create urgency for implementation of the strategic plans for an organization's success. For strategic planning implementation to be achieved, there is need for a 'fit' between the SHRM and the organization's strategy calling for tighter SHRM strategies. This paper is work-in-progress research with main objective being identification of the factors hindering strategy implementation in the higher education institutions (HEIs) in Kenya and corrective action that can be taken to address them. The study will adopt an exploratory approach using a descriptive survey design, which will ensure ease in understanding the insight and ideas about the problem. The main instruments for data collection will be a semi-structured questionnaire and face-to-face standardized interview. Multiple regression analysis will be carried out to establish relationships of the independent variables to the dependent and enable modeling of the factors hindering strategic planning implementation in the higher education institutions (HEIs) in Kenya.


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