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European Journal of Economic and Financial Research ISSN: 2501-9430 ISSN-L: 2501-9430 Available on-line at: http://www.oapub.org/soc doi: 10.5281/zenodo.887978 Volume 2 │ Issue 3 │ 2017 RELATIONSHIP BETWEEN HUMAN RESOURCE AND SUSTAINABILITY OF FREE DAY SECONDARY EDUCATION; A SURVEY OF IMENTI NORTH SUB-COUNTY, KENYA Gilbert Mbae Kiarai, Rose Muriiki, Florence Kagwiria School of Business and Economics, Kenya Methodist University, Kenya Abstract: This study aimed at establishing the relationship between Human resource and sustainability of public day secondary schools in Imenti North Sub-County, Meru County. The study had the following objectives; the influence of salary, management leadership, incentives, training and development and their relationship with sustainability of public day secondary schools in Kenya. This study sought to test the hypothesis that; salary, management leadership, incentives, training and development affect sustainability of free day secondary schools. The study adopted descriptive and explorative research design since its main aim is to explain human resource variables that affect sustainability of public day secondary schools in Kenya. The target population was 29 public day secondary schools in Imenti North sub-County. The respondents were selected using stratified random sampling to identify sample schools and simple random sampling to select respondents from the identified strata. The sample respondents comprised of 12 principals, 61 HODs and 136 teachers totaling 173 respondents. Data was collected using structured open ended, closed ended and unstructured questionnaire. Reliability was tested by test–retest method using Cronbach's alpha correlation coefficient which was used to test the correlations between the items. Correlation coefficient of above 0.7 was obtained and was deemed acceptable for the study. Data was analyzed by use of descriptive statistics and logistic regression. Descriptive statistics and multiple logistic regression was used to test the cause and effect relationship between the dependent and independent variables under the study. Copyright © The Author(s). All Rights Reserved. © 2015 – 2017 Open Access Publishing Group 153 Gilbert Mbae Kiara, Rose Muriiki, Florence Kagwiria RELATIONSHIP BETWEEN HUMAN RESOURCE AND SUSTAINABILITY OF FREE DAY SECONDARY EDUCATION; A SURVEY OF IMENTI NORTH SUB-COUNTY, KENYA All the hypothesis was tested at 5% level of significance or 95% confidence level. The analyzed data is presented in frequency tables, pie charts and bar graphs. It is expected that the results of the study will assist education stakeholders and the Ministry of education to address human resource challenges that affect sustainability of public day secondary schools in Kenya. JEL: J24, O15, H75, I25 Keywords: relationship, human resource, free day secondary education 1. Introduction It is acknowledged worldwide that the most important resource for social economic development of any nation is its human resource (Gary, 2005). This is the main reason why individuals, organizations and nations invest heavily in human resource development (Scott, 2007). Human resource is the most important asset a company has and good human resource delivers in terms of organizational performance (Boxall and Parcell, 2003). HRM is not only critical in Organization performance but is also much more important than an emphasis on quality, competitive strategy, quality, research and design (R&D) in terms of influence of the bottom line (Stredwick, 2005). Human capital (Resource) can be defined as people and the time, personnel skills, capabilities, experiences and knowledge they bring to their work. Human capital is obtained through a variety of means which includes formal education, job training, on the job learning and life experiences (Derrick, 2005). Globally HR managers are faced with the dilemma of how to manage their employees from global perspective. International trade is at an all new level, resulting in a highly globalized business (Gordad, 2004). Hence, constant changes in how organizations employ and manage human talent require practices and systems that are well conceived and effectively implemented to ensure high performance and continuous success. The need to develop a global perspective on human resource management (HRM) has been part of the managerial landscape for a while now (Lewin, 2007). For downloading the full article, please access the following link: https://oapub.org/soc/index.php/EJEFR/article/view/188 European Journal of Economic and Financial Research - Volume 2 │ Issue 3 │ 2017 154