EFFECT OF EMPLOYEE HUMAN RESOURCE GRIEVANCES ON MANAGEMENT DECISION MAKING AMONG PUBLIC UNIVERSITIES IN KENYA – International Journal of Social Sciences and Management Review

EFFECT OF EMPLOYEE HUMAN RESOURCE GRIEVANCES ON MANAGEMENT DECISION MAKING AMONG PUBLIC UNIVERSITIES IN KENYA

Author: Josiah Roman Aketch

ABSTRACT

Employee grievances are a common challenge in many organizations, and their management plays a critical role in shaping the decision-making processes of management, especially in public institutions such as universities. In Kenya, public universities face significant challenges related to employee grievances, which include complaints about promotions, compensation, workload, and workplace relationships. These unresolved grievances can lead to employee dissatisfaction, decreased productivity, and poor decision-making by management. This study investigates the effect of employee human resource grievances on management decision-making among public universities in Kenya. The study focuses on understanding how grievances impact the quality and nature of decisions made by university management and explores the strategies used to handle these grievances. The study was conducted across five public universities in Kenya, with a sample size of 214 participants, including human resource officers, departmental heads, and academic staff. Data was collected using structured questionnaires and analyzed using Pearson correlation and linear regression analysis via SPSS. The results revealed a strong positive relationship between employee grievances and management decision-making (r = .642, p < 0.001), indicating that unresolved grievances negatively impact the decision-making processes of management. This suggests that as grievances increase, the effectiveness and objectivity of management decisions are compromised, often leading to reactive rather than proactive decision-making. The primary objectives of the study were to: (1) assess the relationship between employee grievances and management decision-making, (2) identify the types of grievances most prevalent in public universities, and (3) explore how grievance handling mechanisms influence decision outcomes. The study concluded that proper grievance management mechanisms are essential to ensuring effective, fair, and transparent decision-making processes. The study recommends that public universities implement comprehensive grievance redress systems, provide ongoing training for staff on grievance handling, and use grievance patterns as feedback to improve institutional decision-making. Additionally, management should be proactive in addressing grievances to foster a healthy work environment that enhances overall institutional performance.

Keywords: Employee grievances, human resource management, management decision-making, public universities, grievance redress mechanisms, conflict resolution, organizational performance, institutional decision-making, employee satisfaction.

REFERENCES

Getanda, P., & Miroga, R. (2024). Influence of Alternative Dispute Resolution Mechanisms on Crisis Management in Selected Public Universities in Kenya. Strategic Journal of Business & Change Management, 11(1), 45-60.
Muthoni, N. W., & Muathe, S. M. A. (2021). Conflict Management Techniques and Employee Performance in Selected Public Universities in Kenya. European Scientific Journal, 17(30), 1857-7881.
Nyitse, R. G., & Zamani, M. B. (2024). Impact of Employee Grievance Management on Organizational Performance. Journal of Human Resource Management, 12(1), 23-35.
Oyigo, B. A., & Ntabo, V. (2019). Influence of Grievance Handling Process on Conflict Management in Public Universities in Nakuru County, Kenya. European Journal of Business and Management, 11(30), 76-82.
Adebayo, S. O., & Ogunsina, S. O. (2011). Influence of Supervisory Behaviour and Job Stress on Job Satisfaction and Turnover Intention of Police Personnel in Ekiti State. Journal of Management and Strategy, 2(3), 13-20.
Anyango, A. M., Nyambuga, C., & Adams, Y. (2018). Evaluation of Internal Communication Channels Used to Communicate to Employees During Unrest in Public Universities in Western Kenya. Maseno University Repository. Retrieved from https://repository.maseno.ac.ke/handle/123456789/4571
Commission for University Education. (2020). University Statistics. Nairobi: CUE.
Dickens, L., & Hall, M. (2006). Fairness – Up to a Point. Assessing the Impact of New Labour’s Employment Legislation. Human Resource Management Journal, 16(4), 338-356.
Government of India. (2021). Centralized Public Grievance Redress and Monitoring System. Retrieved from https://en.wikipedia.org/wiki/Centralized_Public_Grievance_Redress_and_Monitoring_System
Gross, J. A. (1995). Broken Promise: The Subversion of U.S. Labor Relations Policy, 1947-1994. Temple University Press.
Kaufman, B. E. (2008). Managing the Human Factor: The Early Years of Human Resource Management in American Industry. Cornell University Press.
New Zealand Legislation. (2000). Employment Relations Act 2000. Retrieved from https://en.wikipedia.org/wiki/Employment_Relations_Act_2000
Ngobeni, E. K., & Bezuidenhout, A. (2011). Engaging Employees for Improved Retention at a Higher Education Institution in South Africa. African Journal of Business Management, 5(23), 9961-9970.
Oyigo, B. A., & Ntabo, V. (2019). Influence of Grievance Handling Process on Conflict Management in Public Universities in Nakuru County, Kenya. European Journal of Business and Management, 11(30), 76-82.