Digitalization of Human Resource Management Practices and Employee Productivity in the Judiciary of Kenya
DOI:
https://doi.org/10.53819/81018102t5418Abstract
Employee productivity in Kenya's Judiciary remains critically low, with only 35.4% of public sector man-hours utilized productively and the institution operating at 68% of approved establishment despite recruiting 957 employees in 2024. The absence of comprehensive digital HRM systems prevents effective workforce coordination, transparent performance monitoring, systematic skill development, and equitable compensation administration, creating the digital HRM gap perpetuating low productivity. This study examined the effect of digitalization of human resource management practices on employee productivity in the Judiciary of Kenya, with organizational culture as moderating variable. The study adopted literature review to examine the relationship between digitalization of human resource management practices and employee productivity. Empirical studies were systematically identified, analyzed and synthesized to establish current knowledge and identify research gaps. The review focused on studies while incorporating theories where necessary. Inclusion criteria required peer-reviewed empirical studies examining at least one digital HRM dimension and performance-related outcomes. The study was anchored on technology acceptance model, supported by person-environment fit theory, theory of planned behavior, goal-setting theory, equity theory, organizational culture theory and job demands-resources theory. Literature review findings revealed that e-performance appraisal systems enhance productivity when designed with fairness and transparency, though inadequate infrastructure undermines effectiveness. E-recruitment improves hiring efficiency but requires eliminating political interference. E-training enhances productivity through indirect pathways when featuring quality content, though poorly designed programs show negligible effects. E-compensation improves productivity through enhanced transparency and fairness perceptions. Organizational culture consistently emerged as critical moderating factor, with supportive cultures amplifying positive effects while resistant cultures attenuate benefits. The study concludes that achieving productivity improvements requires not only sophisticated e-HRM systems but also comprehensive cultural transformation through readiness building, innovation promotion, and leadership commitment. The study recommends that Kenya's Judiciary implement integrated digital HRM strategies supported by infrastructure investment, capacity building, change management initiatives, and cultivation of innovation-oriented organizational culture to realize productivity gains essential for delivering efficient and accessible justice services.
Keywords: Digitalization, human resource management practices, employee productivity Judiciary of Kenya
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