Browsing by Author "Dimba, Beatrice"
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- ItemAn assessment of the moderating role of employees’ cultural orientations amongst foreign manufacturing multinational companies in Kenya(AOSIS OpenJournals, ) Dimba, Beatrice; Rugimbana, RobertOver the last ten years or so, significant differences of opinion have emerged ar ound two related issues. How to adequately implement strategic human resources strategies to improve firm performance and, whether or not a ‘ bundle of HR best practices ’ exists that can be applied in all contexts with predictable outcomes. In regards to the first issue, the question of whether a direct link between strategic human resources management (SHRM) practices and firm performance exists, the arguments are equivocal. Some studies have demonstrated the existence of direct links between SHRM practices and firm performance (Edwards & Wright, 2001). Other studies (Dimba, 2010; Katou & Budhwar, 2006) have shown that SHRM practices do not lead directly to business performance but rather they influence employee motivation. In other words, it is employee outcomes that ultimately influence performance.
- ItemInfluence of culture on strategic human resource management (SHRM) practices in multinational companies (MNC) in Kenya: a critical literature reviewDimba, Beatrice; Obonyo, Peter K.Extant theories of strategic human resource management (SHRM) practices and cultures have generally adopted on the one hand the assumption that organizations develop a culture of their own that is distinct from the national and industry contexts in which the organization is embedded, thus ignoring the potential impact of external environmental factors on organizational culture. On the other hand, some researchers and scholars have questioned the validity and reliability of national culture-SHRM practices research. The current paper explores the employee cultural values in the Kenyan multinational companies (MNCs) and the influence of culture on SHRM practices. Hofstede’s cultural dimensions of collectivism, power distance, uncertainty avoidance, and femininity are applied. These value dimensions reflect human thinking, and feelings of people, which pose basic problems that any society has to cope with but for which solutions differ.
- ItemMonitoring compliance to determine the effectiveness of the Kenya Association of Stockbrokers code of ethics by members firmsKimeu, Abraham Mwose; Dimba, BeatriceThis study monitored the effectiveness of the Kenya Association of Stockbrokers (Kasib) code of ethics by looking at whether members complied with factors known to make for effective codes such as leadership and method of code implementation, and the role of the Capital Markets Authority (CMA) of Kenya when it came to codes. The study was descriptive and used questionnaires to collect data from stockbrokers while secondary data was used in gathering information about the CMA. Results were mixed showing that while some Kenyan stockbrokers do have codes of ethics which detail sanctions for violations and offer some form of ethics training, others do not. The piecemeal implementation suggests that Kasib seems to lack teeth to enforce these compliance factors necessary for code effectiveness. While the CMA encourages codes of ethics it does not actively monitor their implementation as its main concern is with fraud. As such, it regulates the stockmarket through market surveillance, on and off site inspections of stockbrokers and has recently moved to risk profiling. This suggests that the haphazard implementation of codes of ethics may be due to the lack of enforcement of codes by the CMA This study recommends engagement between stockbrokers and the CMA on code of ethics issues so that codes of ethic can be adopted and implemented successfully by stockbrokers. Kasib also needs to enforce its code of ethics by punishing members that do not adhere to the code.