Effects of Competency Based Management Approaches on Employee Performance in UNHCR Kenya

A Research Project Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirements for the Degree of Executive Master of Science in Organizational Development (EMOD)The purpose of this study was to determine the effects of competency based management approaches on employee performance. The research questions were: To what extent does competency based recruitment and selection affect the performance of employees? To what extent does competency based training and development affect performance of employees? To what extent does competency based performance management affect performance of employees? The study adopted descriptive research design. The population of the study consisted of UNHCR employees from Nairobi, Kakuma, Dadaab, and Alinjugur duty stations. Stratified was used to determine the sample size of 330 employees from the total population. Data was collected using structured questionnaires based on the research questions. Descriptive statistics used to analyze data included frequencies and percentages distribution tables, and mean. For inferential statistics, correlation, linear regression and multiple regression were used to analyze data. The findings on the extent to which competency based recruitment and selection affect employee job performance revealed that there exists a significant positive relationship between recruitment and selection and employee performance, r (0.395); P ≤ 0.05. The findings on the extent to which competency based training and development affects employee job performance indicated that there exists a significant positive relationship between training and development and employee performance, where r = (0.443), P≤ 0.05. The findings on the extent to which competency based performance affects employee job performance revealed that there exists a strong positive relationship between competency based performance and employee where r = (0.592), P≤ 0.05. A multiple regression analysis indicated a strong significant relationship exists only with competency based performance with employee performance where r = (0.489), P ≤ 0.50. Equally, 35.5% of variation in employee performance was attributable to variations in competency based performance, recruitment and selection, and training and development. In conclusion, the relationship between competency based recruitment and selection and employee job performance is statistically significant. Job description, advertisements, interviews, and selection all constitute UNHCR recruitment as selection process that enhances employee job performance. Equally, the relationship between training and development and employee job performance is statistically significant. Job training designs, training itself, training evaluation and development opportunities all influence and enhance employee job performance. Finally, the relationship between competency based performance and employee job performance is statistically significant. Performance leadership, evaluation, and successive planning are all key components of competency based performance that enhances employee performance. Recommendations for improvement at UNHCR includes development of a concerted effort to align organizational objectives and values into the recruitment and selection process. Job descriptions should also be aligned with employee’s skills, abilities and knowledge. On training and development, UNHCR organizational assessment should be conducted to determine training needs, capacity needs, and organization skills gap. On competency based performance, the 360 feedback and behavioural performance matrix should be aligned to cater not only for organizational objectives, but also employee career development plan. Equally, UNHCR should enhance mechanisms that will ensure that General Service employees do receive adequate coaching and mentoring as a way of enhancing employee’s performance