Personal Information

Areas Of Specialization

Human Resource Management, Organizational Behaviour, Labour Relations

Research Interests

Human Resources Management Practices, Organizational Behavior, Labour Relations Practices

Work Experience

Position Held                                                   Date


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Updated full CV 2015



Kamau, RN, Nzuve SNM.  2015.  Strategies Adopted to Manage Work-Related Stress Among Employees- a Case of Kenya Power. Social Science Research Network. AbstractSSRN

Williams and Huber (1986) defined stress as, “a psychological and physical reaction to
prolonged internal and/or environmental conditions in which individual’s adaptive capabilities
are over extended. They argue that stress is an adaptive response to conscious or unconscious
threat and can affect an individual emotional, physical, and social well being as well as pose a
threat to one’s health if not dealt with or managed well. In most organizations, employees
undergo stress due to factors within and without the work place, which affects their well being
and in turn affects their productivity and performance at the work place. Thus, each organization
should be keen on implementing stress management strategies to solve work-related stress.
The objective of the study was to determine the strategies for managing work-related stress
among the employees of Kenya Power. Kenya Power is a public limited liability company that
transmits, distributes and retails electricity to customers throughout Kenya. The study adopted
descriptive research design with the population of the study being 6,500 employees of Kenya
Power. The study used Krejcie and Morgan (1970) Table to determine a sample size of 361 employees. Primary data was collected using self-administered questionnaires. Data was then
analyzed using statistical package for social sciences and the findings presented in tables, pie
charts, percentages, mean and standard deviations.
The study found that stress management strategies employed at Kenya Power were at three levels
mainly; primary, secondary and tertiary. Primary stress management strategies used the ones
were provision of office space that ensured adequate air circulation and lighting and ensuring
that all the employees clearly understood their job descriptions. Secondary stress management
strategies were encouraging eating healthy diet and engaging in physical activities which are a
great protection against stress. Tertiary stress management strategies were found to be
development of wellness and fitness programmes, employee involvement in stress management
programmes, receiving supportive feedback and having opportunity to discuss issues affecting
their performance with the line managers.
The study recommended that the company further pursues stress management strategies that will
ensure that the employees work environment is conducive in order to ensure delivery on the
expected work outcomes


Nzuve, SNM, K. SC.  2014.  Attitudes of Shop Floor Employees Toward Women Managers In Fuel Depots: A Case Of The Fuel Depots In Lubumbashi, Democratic Republic Of The Congo. Problems of Management in the 21st Century [PMC]. . 9(3):206-212. Abstract

The International Labour Organization and all organizations of human rights advocate against any form of negative attitude in employment based on gender, its terms, promotion and relations. Shop floor employees play a very important role in the daily advancement and profitability of an organisation. The purpose of this study was to establish the attitude of shop floor employees toward women managers in fuel depots in Lubumbashi, Democratic Republic of the Congo. The study adopted a descriptive survey design with the population consisting of one hundred and ninety three (193) shop floor employees. A semi structured questionnaire was used to collect primary data. In total one hundred and twenty one (121) shop floor employees responded yielding a response rate of sixty three percent (63%). The findings of this study indicate that a negative attitude toward woman managers is prevalent in the Fuel Depots of Lubumbashi, Democratic Republic of the Congo. At the fuel depots, the number of women working was less than a third of the males. In spite of this, women managers are rated higher in management qualities and are considered to be more honest, diligent, compassionate, creative and intelligent when compared to their male counterparts. The study recommends a culture change among employees in fuel depots in Lubumbashi in order to enable them perceive women as equal partners at the work place.

Nzuve, SNM, C NE.  2014.  Perceived Effects of HIV/Aids on Performance in the Tea Factories of Bomet County-Kenya. International Journal of Business, Humanities and Technology. 4(4):45-50.


NZUVE, SNM, LM.KIILU.  2013.  Causes Of Industrial Dispute: A Case Of The Garment Factories At The Athi-River Export Processing Zones In Kenya. Problems of Management in the 21st Century. 6:48-59. AbstractWebsite

An industrial dispute may be defined as a conflict or difference of opinion between management and Workers on the terms of employment (Kornhauser, Dubin and Ross, 1954). In today`s business world, competition is the order of the day. Production, quality, profits and corporate social responsibility are critical areas where companies can improve competitive edge. To attain competitive edge, companies must first ensure cooperation and harmonious relationship between all stakeholders.
The general aim of the study was to investigate the causes of industrial disputes in the garment factories in the Export Processing Zone (EPZ) Athi-River, Kenya. The study employed a descriptive research design to determine what caused the disputes and what the possible solutions were. The study population consisted of the shop stewards and human resource managers working at the four garment factories that were in operation at the time of the study. The research instrument used was a questionnaire administered to the respondents.
It was established that working conditions, pay rates, terms of employment and employee relations were the main causes of the disputes. Weak trade union movement, inefficient and inadequate social security, lack of employment benefits, opportunities for training, promotion, trained personnel at the health service, short contract and low pay are the main problems encountered by those working at the EPZ.
The study recommended that employee’s welfare and working conditions are important factors to be considered by any employer. Both supervisors and workers should work on their relationship and change attitude towards each other. The terms of employment should be looked into as many employees are unhappy with the terms of employment especially the short contracts and majority feel they are not recognized or awarded for their contribution to the organization.
On the other hand, employees need to understand clearly the company policies, rules, regulations and procedures in place. This can be initiated by management providing employee with manuals or handbooks. There should also be clear channels of communication in the organization to enhance smooth operation, understanding and enhance healthy industrial relationships.

Keywords:export processing zone, industrial disputes, industrial relations

NZUVE, SNM, Mwarey CD.  2013.  Human Resource Planning In faith Based Hospitals in Kenya. Social Science Research Network. ssrn-id2144691.pdf


NZUVE, SNM, Ayub BL.  2012.  The Extent of Compliance with Occupational Safety and Health Regulations at Registered Workplaces in Nairobi. International Journal of Business, Humanities and Technology . Abstractthe_extent_of_compliance_with_occupational_safety_and_health_regulatins_at_registered_workplaces_in_nairobi.pdf

The objective of the study was to determine the extent of implementation of the occupational safety and health regulations at workplaces. The study also determined the measures instituted by organizations to comply with the said regulations at workplaces. To meet this objective, the study collected primary data using questionnaires. A sample of 112 was picked out of 2,169 registered workplaces in Nairobi. Data was analyzed using descriptive, factor and regression analysis. The elements used to determine the extent of compliance with occupational safety and health regulations at workplaces were categorized into five factors (independent variables) namely: safety, hygiene, and emergency fire protection and health regulations. All the independent variables were linearly related with the dependent variable using a model of five predictor variables to rate compliance with occupational safety and health regulations at workplaces. The study found out that 90% of the respondents were generally aware of the existence of the Occupational Safety and Health (OSH) Act, 2007. Over 80% of the respondents were of the view that administration and enforcement of the OSH Act, 2007 was adequate and also provided for the safety and health of employees at the workplace. However, inspection and examination of workplaces by occupational safety and health officers was at 52.2%, which is low and could perhaps be one of the factors responsible for lack of full compliance with the OSH Act, 2007. Overall, the extent of compliance with the Act at workplace stood at 64.49%. Organizations still have an abysmal 35.5% level of non-compliance that should be addressed to minimize the dire consequences of non-compliance.

NZUVE, SNM, Musyoka A.  2012.  Human Capital Management Practices Adopted By The National Social Security Fund. Abstracthuman__capital_management_practices_adopted_by_the_nssf.pdf

The objective of the study was to determine the extent to which the Kenyan National Social Security Fund (NSSF) had adopted the Human Capital Management (HCM) practices. The HCM practices that were explored include: resourcing, retention and flexibility strategies, talent management, learning and development, management succession planning, performance and reward management strategies.
The study used the case study design that was based on a target population of 98 management
staff in the human resource and administration department. A sample of forty eight (48) officers
was selected. The sample included eight senior officers who were selected on the basis of their
status and position in the said department, while the rest were selected through the stratified
sampling technique. Data collection instruments used by the study were an interview guide and a
questionnaire. However, a substantial amount of data was collected through documentary
analysis. A response rate of 82.5% was achieved by the questionnaire technique, while six of the
eight senior officers sampled were interviewed. Both content and quantitative analysis were used
to analyze data which was then presented in frequency tables, bar graphs, percentages, rank
ordering, and mean scores and standard deviation.
Overall, the findings of the study indicate that the organization has implemented HCM practices,
but to a negligible extent. Some of the HCM practices adopted by the organization include:
enhancing the organization’s capacity through staff training and development; setting of clear
performance standards; explaining its mission, vision, and values to employees; outsourcing of
non- core activities; and flexibility of staff mortgage and car loan schemes. However, the rest of
the practices have either not been adopted or are adopted to a negligible extent.
The study suggests that there is need for further research particularly in the area of human capital
measurement owing to the fact that, there is hardly any literature available on it.
Key Words- Human capital management, competitive advantage, digital technology, digital
economy, human capital advantage, intangible assets and human capital planning.

NZUVE, SNM, Bundi EG.  2012.  Human Capital Management Practices And Firms Performance: A Survey Of Commercial Banks In Kenya. Abstracthuman__capital_management_practices_and_firms_performance__a_survey_of_commercial_banks_in_kenya.pdf

The objective of the study was to determine the relationship between human capital management (HCM) practices and performance of commercial banks in Kenya. It was carried out using a cross sectional survey design as well as a correlation research. The study population and sample was 45 commercial banks. A total of 23 banks took part in the final survey. The primary data was generated through questionnaires whose respondents were head of human resource departments in banks while secondary data was sought from the financial statements of banks by means of content analysis. In order to test for the relationship between HCM practices and firm performance, the ordinary least squares (OLS) method was used to perform a regression analysis.
The investigation established that the most used human capital management practices were in
recruitment excellence, collegial and flexible work place and rewards and accountability. The least used practice was communications integrity. The study also noted that with the exception of communication, other human capital management practices had a positive influence on turnover growth. It is concluded that most commercial banks adopt human capital management practices to an average degree. The study further concludes that human capital management practices generally have a positive influence on performance as measured by both turnover growth and return on assets. The study recommends that there is need for commercial banks in Kenya to enhance the human capital management practices.
Key Words- Human capital management, competitive advantage, technological change, human
capital advantage, intangible assets, organizational performance and human capital

NZUVE, SNM.  2012.  The impact of the Enactment of the Sarbanes Oxley Act in the United States, 2002 on the Improvement of Corporate Finance and Good Governance Behavior. Abstractthe_impact_of_the_enactment_of_the_sarbanes_oxley_act_in_the_united_states.pdf

The massive corporate failure in the United States of America (U.S.) in the 1990s and early 2000s as epitomized by the fall of Enron, Worldcom among others resulted in myriad lawsuits and erosion of shareholders wealth. The governance of public companies was brought to question. The politicians were under pressure to provide leadership to the mess that is corporate failure. The house and U.S. senate passed into law new legislation that set the pace for corporate governance in the U.S. The Sarbanes–Oxley Act of 2002 (Pub.L. 107-204, 116 Stat. 745, enacted July 30, 2002), also known as the 'Public Company Accounting Reform and Investor Protection Act' (in the Senate) and 'Corporate and Auditing Accountability and
Responsibility Act' (in the House), or by ‘SOX’ generally, established new requirements for public company corporate boards, officers, and auditors. This Act included criminal penalties and directed the Securities and Exchange Commission (SEC) to oversee its implementation. John Nugent (n.d) observes: “Subsequent to the enactment of SOX, we have witnessed the financial implosion of the 2007 to 2010 period where firms such as Lehman Brothers, Bear Sterns, AIG and others have been involved in one way or another in the collapse of the mortgage markets through acts deemed improper and/or imprudent. So the mere passage of a statute does not appear to serve as a remedy for bad human behavior.”
This observation brings to fore an important question: Did the enactment of the Sarbanes Oxley
Act in the Unites States in 2002 improve corporate finance or good governance behavior? In an
attempt to answer this question, the paper reviews literature and empirical evidence on this
subject matter.
A section of the literature faults the enactment of SOX for not improving good governance behavior. We have witnessed in the post SOX era, the collapse of financial institutions such as Lehman Brothers and others through acts that are considered improper. Romano (2004) criticizes the process of enacting SOX. She believes it was done in haste without backing of empirical research. She also questions the requirement by SOX calling for a completely independent audit committee; she reckons that this should optional since it is sub-optimal. Cohen et al. believe that because of the liability requirements associated with Section 304 of SOX, executives now bear risk formerly born by investors. This may impact negatively on the value of the company since the executives will act risk averse and as such unable to invest.
On the other hand, there was some evidence supporting SOX in its quest to improve governance
behavior. Agrawal and Chadha (2005) findings support one of the principal requirements of
SOX, which is the inclusion of an independent financial expert on public company audit
committees. Increasingly, companies are taking congnisance of the governance rating and are
striving to achieve high scores. Uzen et al. (2004) find that enhanced corporate governance,
increased board independence, and independent financial expertise on the board increases the
effectiveness of board monitoring as reflected by fewer shocks; accounting restatements and
instances of fraud. The evidence from literature is inconclusive and therefore further research
should be done in order to gain sufficient evidence to answer the question whether SOX has led

NZUVE, SNM, MBUGUA SM.  2012.  A Survey of Competitiveness in the Passenger Road Transport Sector in Nairobi-Kenya. Problems of Management in the 21st Century. : Social Science Research Network (SSRN) Abstracta_survey_of_competitiveness_in_the__passanger_road_transport_sector_in_nairobi_kenya.pdfWebsite

The purpose of the study was to identify the key competitive dimensions employed by players in the low cost, mass market commuter road transport sector in Nairobi, Kenya. The theoretical framework for this study was Michael Porter’s Industry Analysis model. This model assumes five competitive forces, which determine the attractiveness of a given industry. These forces are: the barriers of entry into the industry, threat of substitute products,
bargaining power of buyers, bargaining power of suppliers and industry rivalry. The Porter’s Five Forces Industry Analysis model is a strategy tool that is used to make an analysis of the ttractiveness (value) of an industry structure.
The study used a survey design. The population of the study consisted of all public service vehicle owners operating in Nairobi and registered under the Public Service Vehicle Owners Welfare Association of Kenya; the City buses namely, Citi Hoppa, Express Connections, KBS, and other formal and informal public commuter transport providers. The sample of the study was restricted only to the motorized providers of low unit cost mass-market public passenger road transportation. These include public service vehicle owners registered under the Public Service Vehicle Owners Welfare Association of Kenya and city buses. Data was collected by means of a questionnaire. Data analysis was conducted using descriptive statistics.
The key finding of the study was that there was a lot of activity in the PSV sector that has influenced the industry’s competitiveness. The threat from other competing means of transportation had the lowest levels of activity and it was determined from the low mean
values on all the parameters used as proxies to the threat. The sector was also seen to be very active in employing marketing strategies to enhance competitiveness. The study recommended that the passenger transport sector increase innovative use of alternative means of transport.
Key words: Matatu, the term Matatu is derived from a local Kikuyu vernacular word mang’otore Matatu, which literally means “thirty cents’ that was the standard charge for every trip made in the 1970’s.

NZUVE, SNM, Omolo E.  2012.  A Study Of The Practice Of The Learning Organization And Its Relationship To Performance Among Kenyan Commercial Banks. Problems of Management in the 21st Century. : Scientific Methodical Center (SMC), Scientia Educologica, Lithuania, 2012


NZUVE, SNM.  2010.  Management of Human Resources: A Kenyan Perspective, Revised Edition. , Nairobi: Basic Modern Management Consultants


NZUVE, SNM.  2009.  Industrial Relations Management. , Nairobi: University of Nairobi press


NZUVE, SNM.  2008.  Reviewed Organization Theory, Study manual for Bachelor of Commerce distance learning. , Nairobi: University of Nairobi press


NZUVE, SNM.  2007.  Reviewed Introduction to Business, Study Manual for Bachelor of Commerce distance learning.. , Nairobi: University of Nairobi press
NZUVE, SNM.  2007.   Elements of Organizational Behaviour; Revised edition. , Nairobi: University of Nairobi press




NZUVE, SNM.  1992.  Business Policy and Strategic Management. , Nairobi: University of Nairobi press
NZUVE, SNM.  1992.   Introduction to Manpower Management. , New Dheli: Veena Publishers India


NZUVE, SNM.  1990.  Labour Relations, with a 60 minutes cassete. , Nairobi: University of Nairobi press
NZUVE, SNM.  1990.  Organizational Behaviour with a 60 minutes cassette. , Nairobi: University of Nairobi press


NZUVE, SNM.  1988.  Personnel Management I, with a 60 minutes cassette. , Nairobi: University of Nairobi press


NZUVE, SNM.  1987.   The Supervisory Function in Transition and its Dilemmas. , Nairobi: University of Nairobi press
NZUVE, SNM.  1987.   Job Satisfication: Should Managers Worry About How Satisfied Their Stfaff Are? , Nairobi: University of Nairobi press
NZUVE, SNM.  1987.  Addition, Alcohol and Drug Use - A Management problems. , Nairobi: University of Nairobi press
NZUVE, SNM.  1987.  Managing Employee Resistance to Technology Change. , Nairobi: University of Nairobi press


NZUVE, SNM.  1985.  Management Decision - Making: The Debate About Workers Participation. , Nairobi: University of Nairobi press
NZUVE, SNM.  1985.  Recruitment - Organization and Individuals Attracting and Rettaining Each Other. , Nairobi: University of Nairobi press

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