Role of Human Capital Management Strategies on Employee Mobility in Kenya’s Public Universities: A Case Study of Jomo Kenyatta University of Agriculture and Technology (JKUAT)
Grace Mwamburi Odhiambo, Esther Waiganjo

Abstract
This paper examines the role of human capital management strategies on the mobility of employees, specifically, the influence of communication of corporate strategy, organizational alignment strategy, compensation strategy and transformational leadership strategy on employee mobility. It adopted a case study research and used a semistructured questionnaire to collect data that was analysed using Microsoft Excel and SPSS. The study’s findings revealed that JKUAT had communicated its corporate strategy well as over 90% of the respondents were aware of the vision and mission. Presence of transformational leadership was also established. Organizational alignment was found to be non-existent while compensation strategy emerged as the most prominent trigger for employee mobility. The research recommends that the university considers utilizing its ICT infrastructure and telephone as channels for disseminating strategy information; incorporating the HR function in the university management board and reviewing its compensation system for equity and alignment with responsibilities and qualifications.

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