Strategic human resource practices elements are characterised by recruitment and selection, training, and development. A void is created in the organisation when talented and capable workers leave, leading to the loss of vital skills, knowledge, and professional relationships. High employee voluntary turnover rates usually affect or interfere with organizational performance. In order to fill these gaps, this study examined the relationship between strategic HRM practices and employee retention in Kenyan public institutions, using the Public Service Commission (PSC) as a case study, and the specific objective was to establish the influence of recruitment and selection, and training and development on employee retention at the PSC. Anchor theory is human capital theory, reinforced by institutional theory and goal-setting theory. A descriptive design was adopted. The target population is 539 employees of PSC. Stratified random sampling was adopted. With the help of two research assistants, structured questionnaires were utilized to collect data, and the pick-and-drop approach was employed to obtain primary data. Results were displayed using tables. The results show a substantial correlation between employee retention and the strategic human resource management practices (p < 0.05, P = 0.00). The statistical significance of variables' values (p = 0.05) suggests that raising their mean index should enhance employee retention. The head of PSC should be aware that recruiting, identifying, and keeping the best talent in an organisation depends on having effective selection and recruitment procedures. The study recommends that Such policies improve organizational effectiveness, fairness, and transparency when they are properly drafted. PSC should incorporate training and development into the hiring process to guarantee that new hires are not only properly positioned but also prepared to function and advance within the company. A well-organised, fair, and impact-driven T&D policy increases worker engagement, lowers attrition, and boosts organizational competitiveness. Therefore, it is necessary to do more research encompassing a large geographic region, such as the other private institutions, as well as a comparison study to look at how various SHRM affect employee retention in other private institutions.

Small and Medium Enterprises (SMEs) remain pivotal to Kenya’s economic development through job creation, innovation, and income generation. Despite their importance, professional service SMEs often experience weak financial performance due to poor execution and inadequate monitoring of strategic plans. This study examined the effect of strategy implementation and strategy evaluation on the financial performance of professional service SMEs in Kisumu County, Kenya. Anchored on the Balanced Scorecard Model and the Dynamic Capabilities Theory, the study adopted a descriptive research design targeting 245 professional service SMEs, with a sample of 152 selected through stratified random sampling. Data were collected using structured questionnaires and analysed through descriptive and inferential statistics using SPSS version 28. Reliability was confirmed with a Cronbach’s Alpha coefficient of 0.83. Regression results indicated that both strategy implementation (β = 0.229, p < 0.01) and strategy evaluation (β = 0.263, p < 0.001) had positive and statistically significant effects on financial performance, jointly explaining 72.4% of the variation in performance (R² = 0.724). The study concludes that consistent implementation and continuous evaluation of strategies enhance profitability, liquidity, and growth. It recommends that SMEs institutionalize structured implementation frameworks with clear performance indicators and feedback mechanisms to ensure strategic alignment and long-term sustainability.

The study examined the relationship between strategic leadership and the performance of selected non-governmental organizations (NGOs) in Isiolo County, Kenya, focusing on four dimensions: balanced organizational controls, corporate strategic direction, strategic planning, and organizational culture. Addressing contextual and empirical gaps in existing literature, particularly the underrepresentation of arid and semi-arid land (ASAL) settings, the study provides actionable insights for NGO leaders, policymakers, and scholars. Grounded in adaptive leadership, configuration, and goal-setting theories, the study collected data from 203 staff members across seven WASH-focused NGOs, with a representative sample of 135 respondents selected through stratified and simple random sampling. Data were analysed using SPSS version 27, and ethical standards, including informed consent and confidentiality, were strictly observed. Findings revealed statistically significant positive relationships for three of the four strategic leadership dimensions with NGO performance. Balanced organizational controls had the strongest predictive coefficient (β = 0.479), followed by strategic planning (β = 0.428), corporate strategic direction (β = 0.367), and organizational culture (β = 0.135). The study established that NGOs that adopted transparent accountability systems, upheld missionaligned direction, institutionalised adaptive planning cycles, and nurtured ethical, learning-oriented cultures demonstrated stronger program effectiveness, stakeholder satisfaction, and operational resilience. The study recommends that NGOs in resourceconstrained environments embrace an integrated strategic leadership model that synchronizes controls, vision, planning, and culture to improve performance and sustainability.

The study was carried out to identify leadership gaps and inform strategies that enhance pension fund sustainability and align with Kenya’s broader public sector reform needs. The general objective of this study was to investigate the strategic leadership practices and organizational performance of public pension funds at the Local Authorities Provident Fund. The specific objective of the study was to examine the effect of strategic direction on organizational performance of public pension funds at Local Authorities Provident Fund. The study's target population comprised of 144 respondents who were based at public pension funds headquarters in Nairobi. The study selected 59 respondents who were working at the public pension funds headquarters in Nairobi. Strategic direction showed a strong positive correlation, and a significant regression coefficient, underscoring the importance of leadership in aligning vision and goals with organizational priorities. The study recommends that public pension funds; align longterm goals with actionable programs to enhance performance, clear leadership vision and consistent prioritization of organizational objectives.

This study explored the influence of leadership styles on decision-making in water conservation initiatives in Kenya, focusing on the Nairobi City Water and Sewerage Company (NCWSC). The main objective was to assess how transformational, situational, servant, and charismatic leadership styles affect decision-making effectiveness in water resource management, infrastructure development, and service delivery. Despite NCWSC’s critical role in sustainable water conservation, persistent challenges in strategic planning, policy implementation, and stakeholder engagement are often linked to leadership inefficiencies. Guided by Charismatic Leadership Theory, Situational Leadership Theory, and the Rational Decision-Making Model, the study targeted NCWSC executives, department heads, managers, and technical officers. A stratified random sample of 360 respondents was selected, and data were collected using semistructured interviews and questionnaires. Mixed methods were employed: thematic analysis for qualitative data and SPSS (version 29) for quantitative analysis. The findings revealed that situational leadership had the greatest influence on effective decisionmaking, followed by transformational, charismatic, and servant leadership. Weaknesses identified included limited innovation, inadequate staff empowerment, and lack of flexibility. The study recommends fostering innovation through regular brainstorming workshops, enhancing employee participation through feedback mechanisms, and integrating charismatic motivation with structured governance for long-term conservation success. Strengthening leadership adaptability and inclusivity is crucial for improving water conservation outcomes and achieving sustainable water governance at NCWSC.

The practice of managing employee relations in organizations has been observed to influence staff performance in one way or the other. For the practice to be more effective, leaders and managers are required to adopt effective respect, good channels of communication and build trust between individuals. The general objective of this study was to assess the effect of grievance handling procedures on employee performance of NCWSC Ltd. The Pluralist theory served as the primary theoretical framework for theoretical debate. 3239 middle and upper-level management staff members at NCWSC who were eligible for unionization made up the study's target population. Using a stratified selection strategy, 356 individuals were selected from the target population to serve as the sample, and data were gathered through the use of questionnaires as research instruments. A descriptive research design was employed in the study. a pilot study to confirm the reliability and validity of the research. The data were assessed using both descriptive and inferential statistics using SPSS version 22. Study findings were presented using graphs, tables and descriptive summaries. The study established that; Nairobi City Water and Sewerage Company's grievance resolution process is effective in settling disagreements, according to survey participants, who moderately agreed on an average mean score of 3.5266. With a correlation coefficient of r = 219 and a p-value of 008, grievance resolution demonstrated a modest but significant positive link, suggesting that there is a slight benefit to improving grievance resolution. Finally, a moderate regression effect (β =.187; p = 0.019) of grievance handling procedures on employee performance suggested that settling grievances has a beneficial impact on employee performance. The study concludes that grievance handling procedures have a positive influence on employee performance at Nairobi City Water and Sewerage company. The study found that poor co-ordination between part at NCWS in grievance resolutions. The study recommends fostering collaboration between key stakeholders, such as employees, management and labor unions, to create a transparent and structured grievance resolution process.

This paper investigated the influence of income levels on dairy farmers’ membership in cooperative societies, focusing on the Githunguri Dairy Farmers Cooperative Society in Kiambu County, Kenya. Cooperative societies are widely recognized for promoting economic stability, collective bargaining, and market access among smallholder farmers. While previous studies have shown that cooperative membership can enhance household income, there is limited empirical evidence on how pre-existing income levels determine farmers’ decisions to join and remain active in cooperatives. Using a descriptive research design, data were collected from 316 respondents comprising management and staff through structured questionnaires. Descriptive statistics summarized member perceptions of income stability, while inferential analyses—including Pearson’s correlation and simple linear regression—examined the relationship between income levels and membership. The findings indicate a positive and significant correlation (r = 0.523, p < 0.01), with regression analysis confirming that income levels significantly predict cooperative membership (β = 0.215, p < 0.01), explaining 27.3% of the variation in membership. Higher and more stable income enhances farmers’ ability to meet cooperative obligations, strengthens trust in management, and fosters long-term participation. These results support Rational Choice Theory by demonstrating that farmers’ economic incentives influence their cooperative engagement. Practically, the study recommends implementing stable pricing, timely bonuses, and transparent profitsharing mechanisms to enhance member loyalty, while policymakers should support initiatives that stabilize incomes and reduce barriers to participation. Future research could explore the impact of digital platforms and socio-cultural networks on membership decisions, complementing income-based analyses.