Strategic human resource management practices among commercial banks in kenya
The study looks at the extent of adoption of strategic human resource management practices (role and structure of HR department, recruitment, training and development, compensation) among the commercial banks in Kenya and further seeks to determine factors influencing their adoption(poor communication and decision making process, poor planning of HR issues, poor job orientations). The study conducted a survey on 43 commercial banks and analyses were carried out by statistical means. Descriptive statistics and factor analysis were used to draw comparisons and make conclusions. The responses yielded a variety of human resources management variables relating to role and structure of the HRM department, recruitment, resultsoriented appraisals, participation, compensation, training and development and internal career opportunities. The study, thus has both academic and practical implications for HR management. From an academic standpoint, this work contributes to the SHRM literature. While traditionally, the costs associated with the development of SHRM have been regarded as a cost, these costs would be better considered as an investment in capital assets. From the practitioner point of view, this study is of importance to line managers, Human Resources Managers, and top management of commercial banks in Kenya.