Human resource information systems and employees' performance at Nairobi city water and sewerage Company limited in Nairobi city county, Kenya

Abstract

The public organizations face challenges in fully utilizing its Human Resource Information System, with issues such as system compatibility, outdated records, and inefficiencies in performance evaluation undermining its potential to enhance employee performance. Despite the known benefits of Human Resource Information System, the specific impact of features like e-recruitment, e-performance appraisal, and e-training on employee performance, particularly in public service utilities, remains underexplored. This study focused on the impact of Human Resource Information Systems on employee performance at the Nairobi City Water and Sewerage Company Limited. The study aimed to assess the effectiveness of key Human Resource Information Systems components, including e-recruitment, e-training, e-payroll management, and e-performance management, on employee performance. The main objectives were to evaluate the effect of e-recruitment and e-training on employee performance, assess the impact of e-payroll management, and determine how e-performance management influenced performance at Nairobi City Water and Sewerage Company Limited. Theoretical frameworks, including the Social System Theory and the Technology Acceptance Model, guided the study. A descriptive research design was used, targeting a population of 89 employees. A census was carried out using a structured questionnaire. The data was analyzed the mean and standard deviation and inferential analysis (Pearson’s correlation and Multiple linear regression) carried through the software, SPSS. Consequently, the study showed that e-recruitment, e-performance appraisal, and e-training for human resources were being practiced at Nairobi City Water and Sewerage Company Limited and the mean scores for all the variables attained were 4.0 and above. It was also seen that to employee performance, e-recruitment had a moderately strong positive influence while e-performance appraisal had a strong positive influence and the impact of e-training was not very strong perhaps due to narrow corresponding ending to job requirements. The specific findings of the study highlighted that e-recruitment and e-performance appraisal were strategic to organizational objectives, and e-training needed to link more strongly with role competencies. Thus, the study recommends for the improvement of e-training activities to fit the needs and expectations of the workplace and consideration of incorporating e-payroll management in performance-improving systems. Subsequent work could elaborate on the relationship between HRIS and employee performance in diversified sectors and also analyze how the level of organizations’ culture and leadership endorsement affects the function of Human Resource Information Systems. The assumption of this study leads to the postulation that for Human Resource Information Systems to boost employee performance, e-recruitment, e-performance appraisal, and e-training should be aligned with specific job requirements, organizational objectives, and the leadership backing of the system.