STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE RETENTION IN COMMERCIAL BANKS IN NAIROBI CITY COUNTY, KENYA

William Raboso Nyaema () and Dr. Phillip Wambua ()

Journal of Human Resource and Leadership, 2019, vol. 4, issue 2, 73 - 89

Abstract: Purpose: The purpose of this study was to establish the influence of strategic human resource management practices on employee retention among commercial banks in Nairobi City County, Kenya. Methodology: This study adopted a descriptive survey design. The target population was all the 42 commercial banks licensed and regulated by the Central Bank of Kenya with head offices inNairobi City County. It consisted of staff members working in the human resources department who include 42 top level managers one from each bank, 84 middle level managers two from each bank and 210 low level managers totalling to 336 respondents. The sample size was100. Data was collected using semi-structured questionnaires. The data was analyzed using both descriptive and inferential statistics and presented using graphs, pie-charts and tables. Findings: The banks were found to select the best employees but do not retain them due to poor reward structure, irrelevant job design with most employees not comfortable with their job and some not understanding their roles. The banks however were thorough in implementation of performance management and appraisal among their staff all aimed at ensuring their performance, this however neglected the welfare of the employees. Unique contribution to theory, practice and policy: It was recommended that in order to for the commercial banks to improve employee retention there is need to improve their reward criteria to be in tandem with employee performance, skills and qualifications. The banks should ensure that employees are rewarded for good performance and grow in scale or job group. The study recommends that the banks should involve their staff in performance management strategies to improve their acceptability and convenience among them. The study recommends that further studies be done on the influence of reward criteria on employee performance, the analysis of the effect of performance management on employee output in Kenya and a comparative study on employee retention determinants among firms in Kenya.

Keywords: Human Resource Management Practices; Employee Selection; Reward System; Job Design; Performance Appraisal (search for similar items in EconPapers)
Date: 2019
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