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Critical Human Resource Metrics Which Support Organizational Agility to Emerging Challenges, To Sustain Industry Competitiveness: A Case Study of Kenya Airways PLC

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dc.contributor.author Imbuga, Bridgette Opwaka
dc.date.accessioned 2018-11-08T08:55:55Z
dc.date.available 2018-11-08T08:55:55Z
dc.date.issued 2018
dc.identifier.uri http://erepo.usiu.ac.ke/11732/4096
dc.description A Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Global Executive Masters in Business Administration (GEMBA) en_US
dc.description.abstract In today’s volatile, uncertain, complex and ambiguous world, it is critical for firms to be aware of the supply and demand fluctuations and consequently be able to rebrand, reinvent or redefine themselves in order to remain relevant in their respective markets or industries. Their ability to respond or adapt to these frequent changes i.e. being agile, is therefore vital for their survival. Agile firms tend to be more resilient to shocks and upheavals and as such, these firms remain unaffected in terms of reliability, production cycle time and inventory turn. Human Resource Metrics that support organizational agility dictates an organization’s capacity to adjust its emerging challenges in response to changes in the environment. The general objective of this is study was therefore to investigate the critical Human Resource Metrics that would support organizational agility to emerging challenges to sustain industry competitiveness at Kenya Airways PLC (KQ). The specific objectives were; to determine which impact metrics affects HR strategy and organizational agility at KQ, to identify which efficiency metrics would influence the HR Practices and affect Organizational Agility and to establish the effect of effectiveness metrics on Organizational Agility at KQ. The study adopted descriptive research design and the target population were senior managers at KQ. The census sampling technique was applied as the targeted sample size was already known to be the leadership team at KQ. Data was collected through the use of structured questionnaires. The quantitative data was analyzed by descriptive statistical technique and regression analysis using Statistical Package for Social Sciences (SPPS) while qualitative data was analyzed using content analysis. The data was then presented using tables as well as figures. In terms of impact metrics that affect HR Strategy and Organizational Agility at Kenya Airways, the research established that the most important impact metrics to be implemented and monitored in the organization should be those help the organization in communication, decision making, turnover, and recruitment and ensuring that there was good management and impact of each of these at functional level. Any initiatives towards these metrics should therefore be discussed, implemented and constantly evaluated. On the issue of efficiency metrics that would influence the HR Practices and affect Organizational Agility at Kenya Airways, the study established that these would metrics covering training, absenteeism per category, overtime, dispute resolution, and the response time to requests. These metrics were viewed to be the best metrics by the Managers that would enable HR constantly to assess its efficiency in the areas of staff productivity and cost management and in so doing would keep them abreast with their and the business’ performance. Regarding the effect of effectiveness metrics on Organizational Agility at Kenya Airways, it was determined that the HR department could improve its efficiency in the provision of quality HR services to employees, improve its ability to identify and develop internal talent and provide opportunities to retain staff whilst at the same time ensuring that its costs remain sustainable in relation to the organizational costs through the use of HR dashboards. These should there be introduced to provide a good snapshot for the managers and in so doing would enable them to make critical decisions that would impact the success of the business. The study concluded that the use of HR metrics would be beneficial to the HR department and to management in general in their pursuit to ensure that the organization remains agile and competitive. In particular, it recommended the use of metrics that deal with decision making, turnover, recruitment, absenteeism, dispute resolution, provision of quality HR services and talent management as key towards achieving organizational agility. The study recommended that Kenya Airways should invest in the development of metrics that would help the enhancement of communication and employee relations in the business, metrics that would measure efficiency in the areas of staff productivity and cost management and lastly the implementation of HR dashboards that would present the metrices in a manner that the leadership team would understand and apply them. Further research should be undertaken into the metrics that can be implemented across other departments within the Kenya Airways organization in order to improve their collaboration and agility within the organization. This would help in the better understanding of the role of metrics to the entire organization and how they would all together improve the agility of KQ. Alternatively, more research can also be undertaken into the role of senior management at KQ and their influence on organization agility as they remain the primary custodians of the culture and strategy for the organization. Lastly, the use of HR Metrics can be researched across other organizations in Kenya to establish commonality of any metrics that would be critical to measure to remain competitive in the various industries. en_US
dc.language.iso en en_US
dc.publisher United States International University - Africa en_US
dc.subject Human Resource Metrics en_US
dc.subject Organizational Agility en_US
dc.subject Emerging Challenges en_US
dc.subject Industry Competitiveness en_US
dc.subject Kenya Airways PLC en_US
dc.title Critical Human Resource Metrics Which Support Organizational Agility to Emerging Challenges, To Sustain Industry Competitiveness: A Case Study of Kenya Airways PLC en_US
dc.type Thesis en_US


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