The Adoption of Strategic Human Resource Management Practices in Commercial Banks: The Process and Challenges in Kenya
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Date
2011Author
Omondi, George O
Magutu, Peterson Obara
Onsongo, Cliff Ouko
Abong’o, Linda A
Type
ArticleLanguage
enMetadata
Show full item recordAbstract
Developing an effective human resource system that is compatible with organizational strategy
is critical for the functioning and success of an organization in the competitive business arena.
The main objectives of the study were to establish the extent of adoption of strategic human
resource management practices among commercial banks in Kenya; and to determine the
factors that influence adoption of strategic human resource management practices by
commercial banks in Kenya. The research questions were systematically generated from the
objectives. In the data analysis, descriptive statistics and factor analysis were used to help draw
comparisons and conclusions based on the results. It was assumed in the data analysis that the
results obtained were quite representative for the general population considering the sampled
size.
The conclusions of the study are based on the research questions leading to the main purpose
of the study. First, a number of human resource practices can be used as strategic weapons for
organization to remain competitive. The key strategic resources management practices can be
broken into two components. The first component is post-entry/ on-the-job strategic human
resources management practices, which include the implementation of chosen human
resources management strategy. The second component is pre-entry strategic human resources
management practices, which include the recognition of the individual roles of employees
before they are employed, keen selection and development. Secondly, the factors that have
discouraged the adoption of strategic human resource management practices by commercial
banks in Kenya can be broken into three components. The first component is poor
communication and decision making process, which include failure of union representatives
and managers to meet often to discuss concerns and cooperate in finding solutions to human
resources issues. The second component is poor planning on HR issues, which include the
failure to cover employees by a "non-traditional" incentive pay plan which applies across shifts
of workers. The third component is on poor job orientations which includes lack of extensive
efforts to set clear expectations about required work behaviors of the new workers.
URI
http://www.ibimapublishing.com/journals/JHRMR/2011/598896/598896.pdfhttp://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/37026
Citation
Journal of Human Resources Management Research,Vol. 2011 (2011), Article ID 598896, 20 pages DOI: 10.5171/2011.598896Publisher
University of Nairobi Department of Business Administration, School of Business, University of Nairobi Department of Management Science, School of Business, University of Nairobi School of Business, Jomo Kenyatta University of Science and Technology Central Bank of Kenya, Nairobi