The study analyzed human resource management practices focusing on employee performance in public institutions, particularly KRA; HRM practices include workplace culture, training, career development and leadership style. It was established HRM practices and organizational performance had a positive correlation following 85 percent response rate out of the 150 questionnaires distributed to employees. The study was anchored on Resource-Based theory developed by Penrose (2000). Other theories considered in the circumstances were Fielders Contingency theory advanced by Prof Fred Fiedler in the 1960s and AMO (Ability, Motivation, Opportunity) theory developed by Eileen Appelbaum with the support of Daniel Beiley, R. Berg and Arthur Kalleberg in 2000. The pilot study validated the research instrument since all fifteen questionnaires dispatched were returned duly filled. Descriptive research methodology was applied; comprehensive data were collected and in-depth descriptive and inferential statistical analysis of the data conducted and displayed study results using relevant tables. Purposive sampling method, non-probability sampling, was used in the study. It was established that career development and training led to improvements, whereas leadership style and workplace culture followed suit. Further, the study discovered training and career advancement exerted significant positive impact on employee and organizational performance with leadership style and workplace culture as well playing significant roles. The study established good HRM strategies make people more motivated, satisfied, and productive in public organizations. The study recommends further enhancement of career development frameworks, advocating for continuous training, fostering participatory leadership, and creating research units for routine performance evaluations.