| dc.description.abstract | The aim of this study was to get an insight into of the relationship between strategic human resource practices and performance of commercial banks in Kenya. Strategic Human Resource (SHR) is an area that continues to evoke a lot of debate as to what it actually embraces and the extent to which it can be applied. It is a concept that integrates traditional human resource management activities within a firm's overall strategic planning and implementation. Chapter one presents the background of the study, statement of the problem, objectives of the study and the importance of the study. Both contextual and conceptual issues relating to the study are discussed in this chapter.
Chapter two provides literature review on the concept of strategy, strategic human resource practices and organizational performance. Different authors have been reviewed in order to determine the knowledge gap. The study is anchored on The Resource-Based View (RBV) theory which is defines as a business management tool used to determine the strategic resources available to a company. Commercial banks employ different strategic human resource practices in order to improve performance and obtain competitive advantage.
Chapter three comprises the research design, the population of interest, the sample design, data collection, and the data analysis that will be used to establish the strategic human resource practices of commercial banks in Nairobi, Kenya. The study employed a cross sectional survey design in which 47 commercial banks in Nairobi, Kenya were. Both primary and secondary data were analyses using descriptive statistics. Pearson's product of the moment correlation technique was also used to establish the strength and significance of the relationship between strategic human.
Chapter four presents analysis and findings of the study as set out in the research in the methodology. The study was designed with the aim of achieving the objective of the relationship between strategic human resource practices and Performance of commercial banks in Kenya. Some banks had written guidelines on performance management while others did not. It demonstrably appears that there is no integration of organizational objectives in the guidelines of the banks. From the study it can be concluded that the more daunting challenge of safeguarding quality while at the same time responding to growing social demand for banking services the more the need for reviewing organizational policies, procedures an practices are required for consistency in day-to-day operational activities of the banks in order to obtain competitive advantage. | en_US |
