Effects of Selected Human Resource Management Practices and Organizational Citizenship Behaviour: A Case of Employees in Energy Sector Organisations in Nakuru County, Kenya

Abstract

OCBs are behaviours that positively impact the organization or its members. Studies have found that various human resource management practices (HRM) have been found to positively influence OCB among employees. The main objective of this study was to analyse the effect of selected human resource management practices on organizational citizenship behaviour among employees in the energy sector in Nakuru County, Kenya. The specific objectives of the study was to analyse the effect of training, compensation practices, communication and employee involvement in decision making on organizational citizenship behaviour among employees in the energy sector in Nakuru County. The study used descriptive survey research design. The study derived a sample of 224 respondents from a target population of 511 employees working in the energy sector organisations in Nakuru County. Questionnaires were used to collect primary data.  Descriptive statistics was analysed using frequencies, means, standard deviation and percentages which were presented in tables and charts. Inferential statistics was used in hypotheses testing namely, Pearsons Correlations analysis, simple and multiple regression analysis. The study hypotheses were tested at 5% significance level. The results of Pearsons correlations analysis showed that training, communication and employee involvement in decision making had significant positive relationships with OCB (p < 0.05) while compensation practices had insignificant positive relationship with OCB (p > 0.05). The results of multiple regression analysis found that training (β = 0.221, p = 0.006), compensation practices (β = -0.187, p = 0.008) and communication (β = 0.427, p = 0.000) employee involvement in decision making had significant effect on OCB (p < 0.05) whereas compensation practices had insignificant effect on OCB (p > 0.05). Finally, Hypothesis Five found that the selected HRM jointly had significant positive effect on OCB (p < 0.05). The study recommends that  managers of the energy sector organisations should consider employees input during formulation and execution of the human resource practices since well-formulated HR practices, such as compensation practices, training, communication and participation in decision making among others will enhance employees’ commitment and organizational citizenship behaviours, thus lower employees intention to quit their jobs.

Keywords: Human Resource Management, Organizational Citizenship Behaviour, Kenya

DOI: 10.7176/EJBM/17-5-08

Publication date: June 30^th 2025