Strategic Human Resource Planning and Sustainable Competitive Advantage in Kenya’s Aviation Companies

Abstract

This study examined the influence of Strategic Human Resource Planning (SHRP) on sustainable competitive advantage among aviation companies in Kenya. Grounded in the Resource-Based View and institutional theory, the study adopted an explanatory sequential mixed-methods research design. Quantitative data were collected through a census survey of 360 managers drawn from all 60 aviation companies licensed by the Kenya Civil Aviation Authority, complemented by in-depth interviews with senior managers involved in flight operations planning and operational safety oversight. Strategic Human Resource Planning was operationalised through training and development, workforce gap analysis, and supply and demand forecasting. Quantitative data were analysed using simple linear regression, while qualitative data were thematically analysed to provide explanatory insights. The findings indicate that Strategic Human Resource Planning has a strong and statistically significant influence on sustainable competitive advantage (β = 0.615, p < 0.001), explaining 37.4% of the variance in competitive outcomes (R² = 0.374). Qualitative results further reveal that strategically aligned training programs, systematic identification of skills gaps, proactive workforce forecasting, and regular human resource capability audits enhance workforce readiness, operational continuity, regulatory compliance, and organisational resilience. The study concludes that Strategic Human Resource Planning functions not merely as an administrative support activity, but as a strategic organisational capability that enables aviation firms to achieve and sustain competitive advantage in a highly regulated and skills-intensive environment, with important implications for aviation managers and policymakers.