EMPLOYEE DEVELOPMENT PRACTICES AND EMPLOYEE EFFECTIVENESS IN COMMERCIAL BANKS IN GARISSA COUNTY, KENYA

Cette étude a examiné l'influence des pratiques de développement des employés sur l'efficacité des employés dans les banques commerciales dans le comté de Garissa, au Kenya. The specific objectives were to examine the effect of training, promotion, job enrichment, and job rotation on the effectiveness of employees in commercial banks in Garissa County, Kenya. Team effectiveness model and human capital theory served as the study' s guiding principles. The research design for this study was descriptive survey. Huit branches de banques commerciales situées dans le comté de Garissa ont fait l'objet de l'analyse, et les 55 travailleurs de la branche ont fait l'objet de l'observation. Dans cette étude, la population cible comprenait 241 employés de la haute direction, de la gestion de niveau intermédiaire et du personnel de soutien. Krejcie and Morgan (9170) method was used to determine a sample size of 148 respondents. La technique d'échantillonnage proportionnel stratifié a été utilisée dans cette étude. Les données primaires ont été collectées à l'aide de questionnaires structurés. La validité du visage a été déterminée à l'aide de l'avis d'un expert, alors que la fiabilité de l'instrument a été déterminée à l'aide du coefficient alpha de cronbach, où le coefficient alpha a été déterminé à 0,8, qui a été considéré comme étant fiable. Les données ont été collectées de manière quantitative et analysées par des statistiques descriptives et inférentielles. Des descriptive statistics used was mean and standard deviation while inferential statistics was done using a multiple regression analysis. Les résultats sont présentés sous forme de tables. The findings of this study were that human development practices of training, promotion and job enrichment have a positive and significative effect on the effectiveness of employees, while job rotation has a moderate effect on employee effectiveness. The conclusion of the study was that human resource management of commercial banks should ensure that employees are developed in relation to the work, tasks that employees are given and that job rotation to be effective it has to be inter-branch rotations and not rotation within the branch. The recommendation was that first, commercial banks should develop training modules specific to the branches for them to be effective. Secondly, training to include job rotation policy. Key Words : Training, Promotion, Job Enrichment, Job Rotation CITATION : Maow, R. M., & Muli, J. (2023). Employee development practices and employee effectiveness in commercial banks in Garissa County, Kenya. The Strategic Journal of Business & Change Management, 10 (4), 1272 – 1289. http://dx.doi.org/10.61426/sjbcm.v10i4.2823
This study investigated the influence of employee development practices on employee effectiveness in commercial banks in Garissa County, Kenya. The specific objectives were to examine the effect of training, promotion, job enrichment, and job rotation on the effectiveness of employees in commercial banks in Garissa County, Kenya. Team effectiveness model and human capital theory served as the study 's guiding principles. The research design for this study was descriptive survey. Eight branches of Commercial banks located in Garissa County were the subject of the analysis, and the 55 branch workers were the subject of observation. In this study, the target population was 241 employees comprising of the top management, middle level management and support staff. Krejcie and Morgan (9170) method was used to determine a sample size of 148 respondents. La técnica de muestreo de proporción estratificada fue utilizada en este estudio. Primary data was collected using structured questionnaires. Face validity was determined using expert opinion while the reliability of the instrument was determined using cronbach 's alpha coefficient whereby alpha coefficient obtained was of 0.8 which was considered to be reliable. Data collected was quantitative and was analyzed by both descriptive statistics and inferential statistics. Descriptive statistics used was mean and standard deviation while inferential statistics was done using a multiple regression analysis. Los resultados están presentes en forma de tablas. The findings of this study were that human development practices of training, promotion and job enrichment have a positive and significant effect on the effectiveness of employees, while job rotation has a moderate effect on employee effectiveness. The conclusion of the study was that human resource management of commercial banks should ensure that employees are developed in relation to the work, tasks that employees are given and that job rotation to be effective it has to be inter-branch rotations and not rotation within the branch. The recommendation was that first, commercial banks should develop training modules specific to the branches for them to be effective. Secondly, training to include job rotation policy. Palabras clave: capacitación, doctorado, enriquecimiento laboral, CITA de rotación de trabajos: Maow, R. M., & Muli, J. (2023). Employee development practices and employee effectiveness in commercial banks in Garissa County, Kenya. The Strategic Journal of Business & Change Management, 10 (4), 1272 – 1289. http://dx.doi.org/10.61426/sjbcm.v10i4.2823
This study investigated the influence of employee development practices on employee effectiveness in commercial banks in Garissa County, Kenya. The specific objectives were to examine the effect of training, promotion, job enrichment, and job rotation on the effectiveness of employees in commercial banks in Garissa County, Kenya. Team effectiveness model and human capital theory served as the study's guiding principles. The research design for this study was descriptive survey. Eight branches of Commercial banks located in Garissa County were the subject of the analysis, and the 55 branch workers were the subject of observation. In this study, the target population was 241 employees comprising the top management, middle level management and support staff. Krejcie and Morgan (9170) method was used to determine a sample size of 148 respondents. Stratified proportion sampling technique was therefore used in this study. Primary data was collected using structured questionnaires. Face validity was determined using expert opinion while the reliability of the instrument was determined using cronbach's alpha coefficient whereby alpha coefficient was obtained of 0.8 which was considered to be reliable. Data collected was quantitative and was analyzed by both descriptive statistics and inferential statistics. Descriptive statistics used was mean and standard deviation while inferential statistics was done using a multiple regression analysis. The results are presented in the form of tables. The findings of this study were that human development practices of training, promotion and job enrichment have a positive and significant effect on the effectiveness of employees, while job rotation has a moderate effect on employee effectiveness. The conclusion of the study was that human resource management of commercial banks should ensure that employees are developed in relation to the work, tasks that employees are given and that job rotation to be effective it has to be inter-branch rotations and not rotation within the branch. The recommendation was that first, commercial banks should develop training modules specific to the branches for them to be effective. Secondly, training to include job rotation policy. Key Words: Training, Promotion, Job Enrichment, Job Rotation CITATION : Maow, R. M., & Muli, J. (2023). Employee development practices and employee effectiveness in commercial banks in Garissa County, Kenya. The Strategic Journal of Business & Change Management, 10 (4), 1272 – 1289. http://dx.doi.org/10.61426/sjbcm.v10i4.2823
This study investigated the influence of employee development practices on employee effectiveness in commercial banks in Garissa County, Kenya. The specific objectives were to examine the effect of training, promotion, job enrichment, and job rotation on the effectiveness of employees in commercial banks in Garissa County, Kenya. Team effectiveness model and human capital theory served as the study's guiding principles. The research design for this study was descriptive survey. Eight branches of Commercial banks located in Garissa County were the subject of the analysis, and the 55 branch workers were the subject of observation. In this study, the target population was 241 employees comprising of the top management, middle level management and support staff. Krejcie and Morgan (9170) method was used to determine a sample size of 148 respondents. Stratified proportion sampling technique was hence used in this study. Primary data was collected using structured questionnaires. Face validity was determined using expert opinion while the reliability of the instrument was determined using cronbach's alpha coefficient whereby alpha coefficient obtained was of 0.8 which was considered to be reliable. Data collected was quantitative and was analyzed by both descriptive statistics and inferential statistics. Descriptive statistics used was mean and standard deviation while inferential statistics was done using a multiple regression analysis. The results are presented in form of tables. The findings of this study were that human development practices of training, promotion and job enrichment have a positive and significant effect on the effectiveness of employees, while job rotation has a moderate effect on employee effectiveness. The conclusion of the study was that human resource management of commercial banks should ensure that employees are developed in relation to the work, tasks that employees are given and that job rotation to be effective it has to be inter-branch rotations and not rotation within the branch. The recommendation was that first, commercial banks should develop training modules specific to the branches for them to be effective. Secondly, training to include job rotation policy. Key Words: Training, Promotion, Job Enrichment, Job Rotation CITATION : Maow, R. M., & Muli, J. (2023). Employee development practices and employee effectiveness in commercial banks in Garissa County, Kenya. The Strategic Journal of Business & Change Management, 10 (4), 1272 – 1289. http://dx.doi.org/10.61426/sjbcm.v10i4.2823
حققت هذه الدراسة في تأثير ممارسات تطوير الموظفين على فعالية الموظفين في البنوك التجارية في مقاطعة غاريسا، كينيا. كانت الأهداف المحددة هي دراسة تأثير التدريب والترقية وإثراء الوظيفة والتناوب الوظيفي على فعالية الموظفين في البنوك التجارية في مقاطعة غاريسا بكينيا. كان نموذج فعالية الفريق ونظرية رأس المال البشري بمثابة المبادئ التوجيهية للدراسة. كان تصميم البحث لهذه الدراسة هو المسح الوصفي. كانت ثمانية فروع للبنوك التجارية الموجودة في مقاطعة غاريسا موضوع التحليل، وكان عمال الفرع الـ 55 موضوع الملاحظة. في هذه الدراسة، كان السكان المستهدفون 241 موظفًا يتألفون من الإدارة العليا والإدارة المتوسطة وموظفي الدعم. تم استخدام طريقة كريجي ومورغان (9170) لتحديد حجم عينة من 148 مستجيبًا. لذلك تم استخدام تقنية أخذ العينات الطبقية في هذه الدراسة. تم جمع البيانات الأولية باستخدام استبيانات منظمة. تم تحديد صحة الوجه باستخدام رأي الخبراء بينما تم تحديد موثوقية الأداة باستخدام معامل ألفا كرونباخ حيث تم الحصول على معامل ألفا 0.8 والذي اعتبر موثوقًا به. كانت البيانات التي تم جمعها كمية وتم تحليلها من خلال كل من الإحصاءات الوصفية والإحصاءات الاستدلالية. كانت الإحصائيات الوصفية المستخدمة هي المتوسط والانحراف المعياري بينما تم إجراء الإحصائيات الاستدلالية باستخدام تحليل انحدار متعدد. يتم عرض النتائج في شكل جداول. كانت نتائج هذه الدراسة أن ممارسات التنمية البشرية المتمثلة في التدريب والترقية وإثراء الوظائف لها تأثير إيجابي وكبير على فعالية الموظفين، في حين أن التناوب الوظيفي له تأثير معتدل على فعالية الموظفين. كان استنتاج الدراسة هو أن إدارة الموارد البشرية للبنوك التجارية يجب أن تضمن تطوير الموظفين فيما يتعلق بالعمل والمهام التي يتم تكليف الموظفين بها وأن التناوب الوظيفي لكي يكون فعالاً يجب أن يكون تناوبًا بين الفروع وليس تناوبًا داخل الفرع. كانت التوصية هي أنه أولاً، يجب على البنوك التجارية تطوير وحدات تدريبية خاصة بالفروع حتى تكون فعالة. ثانيًا، التدريب ليشمل سياسة التناوب الوظيفي. الكلمات المفتاحية: التدريب، والترقية، وإثراء الوظيفة، والتناوب الوظيفي الاقتباس : Maow، RM، & Muli، J. (2023). ممارسات تطوير الموظفين وفعالية الموظفين في البنوك التجارية في مقاطعة غاريسا، كينيا. المجلة الاستراتيجية لإدارة الأعمال والتغيير، 10 (4)، 1272 – 1289. http://dx.doi.org/10.61426/sjbcm.v10i4.2823