Organizations, especially business organizations conduct job evaluation and analysis to establish and qualify differences in employee contribution across jobs. These differences provide a foundation for employee compensation decisions. In each case, evaluation is done to the job, not the employee who performs the job, and is influenced by what the business believes it has to pay to attract, retain and motivate people and this in turn will be influenced by market rates and increases in the cost of living. The purpose of the research was to examine the effect of management style on job evaluation in public corporations with reference to Jomo Kenyatta Foundation. The study adopted descriptive research design taking on a case study where data was collected from a population of Jomo Kenyatta Foundation management staff and other employees who were sampled through stratified random sampling technique. Primary data was collected using a self-administered questionnaire, while secondary data review was obtained from existing literature such as; journals and periodicals, books and internet sources in regard to human resource management. Quantitative data was analyzed using descriptive statistics where findings were presented in tables and pie charts with interpretation done using frequencies, percentages mean scores and standard deviation. The study found out that participative or democratic, transformational management styles are popularly being used in JKF and that management styles influence job evaluation at Jomo Kenyatta Foundation to a very great extent.
The study recommends that JKF management should find a method of determining equitable wage rate differentials guided by proper job evaluation.
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