Abstract:
ABSTRACT
The non-teaching staff is an essential cadre of staff in the attainment of quality secondary education. There is a concern on the low level of job satisfaction related to poor attitudes towards work and working environment. The purpose of the study was to assess the effects of human resource practices in the school working environment on job satisfaction among the non-teaching staff in public secondary schools in Keiyo South Sub-County. The study specifically set to determine the effect of remuneration, promotion, training and development, leadership style, and communication on Job satisfaction among non-teaching staff in secondary schools. The theoretical framework was based on Hertzberg’s Two Factor Theory and McGregor Theory X and Theory Y on motivational theories. The researcher adopted an explanatory research design. The targeted population comprised of 408 non-teaching staff in public secondary schools in Keiyo South Sub-County, Elgeyo Marakwet County. Stratified random sampling technique was used to select 202 non-teaching staff drawn from 35 secondary schools. Data was collected using questionnaires. Multiple regressions were used to test hypotheses. Quantitative data gathered in the study was analyzed using descriptive and inferential statistical techniques which were frequencies, means, percentages and standard deviations. The findings from the study indicated remuneration, leadership style and communication had significant and positive effect on job satisfaction, while promotions, training and development had an insignificant impact on job satisfaction. Thus, the study concluded that remuneration, leadership style, and communication were important determinants of non-teaching staff job satisfaction in secondary schools. There is, therefore, need to ensure that employees are fairly remunerated and paid by the national government like other civil servants. Employees’ qualifications together with experience need to be commensurate to their pay at all levels of the organization to enhance job satisfaction. It would be therefore important for education leaders to nurture employees’ skills and talents and give employees an opportunity for career advancement and provide a precise scheme of service. There is also need for a good communication policy and appropriate communication channels. Furthermore, the educational administrators need to communicate adequately to all staff both teaching and non-teaching to realize the attainment of school vision, mission and educational goals.
