Digital Human Resource Management Practices and Performance of Justice Sector Institutions in Nairobi City County, Kenya

The constant inefficiencies in human resource management and payroll systems in the justice sector among the Semi-Autonomous Government Agencies (SAGAs) and bodies under the Office of the Attorney General in Kenya continue to affect employee morale, accountability and service delivery. Recent audits and reports indicate rampant payroll fraud such as discrepancies in the employee records, payments to dismissed staff, manual payments or disbursements despite the availability of digital systems such as GHRIS and IFMIS, etc., further compounding losses in the national exchequer and undermining the public confidence in legal institutions that are most vital for the rule of law and governance. This study examined digital human resource management (HRM) practices on the performance of employees in selected SAGAs under the Attorney General's Office operating in Nairobi City County. The specific objectives sought to determine the effect of e-recruitment on human resource performance in the justice sector institutions in Kenya. This study was anchored on the Technology Acceptance Model, Equity Theory, Reinforcement Theory and Social Exchange Theory. The study design was survey with quantitative approach. The target population were approximately 10,000 employees across these entities. A stratified random sampling technique was used to select 384 respondents using Yamane's formula. Data was collected using structured self-administered questionnaires and analysed using descriptive (frequencies, means, standard deviations) and inferential statistical techniques (Pearson correlation, multiple linear regression) in the statistical analysis package (SPSS version 27). The study found that the only statistically significant predictor of human resource performance was e-recruitment (β =.258, p =.001) and 75.6% of the respondents confirmed this fact. There was a notable positive relationship between e-recruitment and performance (r =.253, p < .01), meaning that it has a significant impact on employee efficiency, compliance, and productivity. On balance, the regression model accounted 6.5 percent of performance variation (R2 =.065, p<.001), indicating that the e-recruitment is the main performance-enhancing digital practice whereas the payroll, biometric and communication systems serve as the hygiene factors that do not drive performance outcomes but ensure that operations remain stable in the justice sector institutions. Conclusion: E-recruitment plays a crucial role in the functioning of human resource performance, Recommendation: Justice sector institutions are advised to focus on e-recruitment investments as a key driver of performance. Keywords: human resource management, justice sector, Semi-Autonomous Government Agencies (SAGAs), digital systems. Title: DIGITAL HUMAN RESOURCE MANAGEMENT PRACTICES AND PERFORMANCE OF JUSTICE SECTOR INSTITUTIONS IN NAIROBI CITY COUNTY, KENYA Author: Victor Omondi Oketch, Dr. Gor Kenneth, Dr. Clive Mukanzi International Journal of Recent Research in Commerce Economics and Management (IJRRCEM) ISSN 2349-7807 Vol. 13, Issue 2, April 2026 - June 2026 Page No: 85-95 Paper Publications Website: www.paperpublications.org Published Date: 09-May-2026 DOI: https://doi.org/10.5281/zenodo.20095595 Paper Download Link (Source) https://www.paperpublications.org/upload/book/DIGITAL%20HUMAN%20RESOURCE%20MANAGEMENT-09052026-3.pdf