E-performance management practices, corporate culture and organization performance in mobile telecommunication companies in Kenya

Abstract

In the advent of the Information Technology (IT) revolution and changes in aspects of human resource management, one of the most important features is to effectively utilize technology. The world has become more sophisticated, dynamic, and uncertain in the era of globalization due to technology. This study explored how Electronic Human Resource Management (e-HRM) practices, particularly e-performance management, have been leveraged to drive sustainable development and enhance organizational performance within Kenya’s telecommunication companies. In an industry marked by rapid digital transformation and growing sustainability demands, the research sought to address a critical question: How can e-performance management tools be aligned with environmental and social impact indicators? Using a qualitative framework, the study investigated how virtual HR platforms reduce resource usage, foster ethical governance, and support inclusive talent development. In that context, the telecommunication sector in Kenya, being the lead internet services provider, has been vastly affected by the global changes in service delivery, forcing the sector to take advantage of the latest web application technology to deliver online real-time HRM solutions. The study used the Technology Acceptance Model (TAM), contingency theory, and organizational culture theories to guide the process. This research study adopted descriptive survey and explanatory approaches to explore the relationship between the variables. A pilot test was done at Equitel. The target population was 10,395 employees of Safaricom and Airtel Telecommunication Companies, Kenya. From this population, a sample of 385 was picked. Since the population was stratified, purposive sampling methods were used. Primary data was collected using electronic questionnaires and a telephone interview schedule. Data was analyzed using both descriptive and inferential statistics. Multiple regression and correlation analysis were used to determine the effect of e-HRM practices on organizational performance. Analyses were then conducted from which important relations and inferences were deduced, and the findings were summarized in tables. The study found out that e-performance management had a greater effect on organization performance at r = 0.823 than on organization performance. The findings suggest that integrating sustainability-focused metrics into e-HRM processes can significantly improve operational agility, employee productivity, and corporate responsibility outcomes in the telecom sector. The paper provided actionable insights for HR strategists, sustainability officers, and executives seeking to harmonize digital HR innovation with the global sustainability agenda. The study recommends that e-performance management should be enhanced in all telecommunication companies to improve organizational performance.