EFFECT OF DEVOLUTION PRACTICES ON STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE MINISTRY OF INTERIOR AND NATIONAL ADMINISTRATION IN KENYA
EFFECT OF DEVOLUTION PRACTICES ON STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE MINISTRY OF INTERIOR AND NATIONAL ADMINISTRATION IN KENYA
Dr. Charity Wangui Maina - Administrator County Government of Kiambu, Strategist, Lecturer at St Paul's University, Kenya
ABSTRACT
This study investigates the effect of devolution practices on strategic human resource management (SHRM) within Kenya’s Ministry of Interior and National Administration (MINA). Grounded in contingency theory and complemented by institutional theory and the resource-based View, the study examines three dimensions of devolution, administrative decentralization, intergovernmental coordination, and human resource autonomy, and their influence on SHRM outcomes. A descriptive research design was employed, targeting a population of 2,387 ministry staff. Using stratified sampling, 343 respondents were selected from Deputy County Commissioners, Sub-County Administrators, HR Officers, and Departmental Heads. Data were collected via structured questionnaires and analyzed using SPSS (version 24), applying descriptive statistics, correlation, and multiple regression. Findings revealed that administrative decentralization had the strongest positive effect on SHRM (r = 0.721, β = 0.487, p < 0.01), followed by intergovernmental coordination (r = 0.658, β = 0.263, p < 0.01), and human resource autonomy (r = 0.594, β = 0.198, p < 0.05). The regression model explained 61.1% of the variance in SHRM, confirming the statistical significance of the predictors. These results align with existing literature, affirming that strategic HRM in devolved governance requires adaptive structures, collaborative mechanisms, and empowered HR units. The study concludes that aligning devolution practices with strategic HRM frameworks enhances institutional efficiency, accountability, and service delivery. It recommends policy reforms to deepen decentralization, institutionalize coordination platforms, and expand HR autonomy. The findings offer practical insights for public sector reform and contribute to theoretical discourse on governance and strategic HRM. Future research should explore longitudinal impacts and comparative analyses across other ministries operating under devolved mandates.
