Relationship Between Human Resource Development Practices and Employee Performance at Barclays Bank (K) Limited

Abstract

Human resource development practices are important for organization success. Effective formulation and implementation of human resource development practices are known to enhance employment relationship where employees feel valued by the employer and hence willing to support organizations goal achievements. These practices are important in that they not only act as motivational factors but also support in building employees capacity by equipping them with necessary skills, knowledge and competencies that are critical for improving their performance. The extent to which an organization develops and implement human resource development practices can greatly support the achievement of organizational objectives, goals, mission and vision. This study adopted a descriptive research design in which the population of study was drawn from Barclays Bank of Kenya. Besides the descriptive research design, the study adopted a case study design. Stratified sampling technique was used to pick a sample of study from the population. Data was then collected using structured self-administered questionnaires; the data was then analyzed using descriptive statistics such as mean, standard deviation, frequency and percentages. The study showed that majority of respondents understood organization’s training policies, skills audit, availability of development opportunities, coaching & mentorship, team work, customer service excellence and policies on community activities. The study also established that Barclays bank of Kenya has implemented a number of human resource development Further, it was concluded that team work plays an important role in enhancing employee performance. The study recommended a design and development of policies and procedures subsequent to skill audits to ensure the policies and procedure designed and implemented enhance employee performance. Since the study was undertaken at Barclays which is a multinational company with most policies formulated at headquarters and only implemented locally, the researcher suggested that further studies could be undertaken to corroborate the extent to which local companies have implemented the concept of increasing employee’s performance through enhancement of human resource development practices