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INFLUENCE OF SUCCESSION PLANNING PRACTICES ON PERFORMANCE OF COMMERCIAL BANKS IN KENYA

 

Lydia Kerubo Machuki

College of Human Resource and Development,

Jomo Kenyatta University of Agriculture and Technology

P. O. Box 62000, 00200 Nairobi, Kenya

Corresponding Author email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

 

Dr. Mary Kamara

College of Human Resource and Development,

Jomo Kenyatta University of Agriculture and Technology

P. O. Box 62000, 00200 Nairobi, Kenya.

 

CITATION: Machuki, L., K. & Kamara, M. (2017). Influence Of Succession Planning Practices On Performance Of Commercial Banks In Kenya. International Journal of Human Resources and Procurement. Vol. 6(5) pp 528 - 544

ABSTRACT

 

Commercial banks in Kenya today are constantly filling up management and top leadership positions. The succession process is probably the most crucial and critical phase in the lifecycle of an organization. When long term employees leave, they take with them a wealth of knowledge that cannot be learned simply by reading a manual. The transfer of knowledge and experience needs to happen before they leave. The purpose of this study therefore was to establish the influence of succession planning practices on performance of commercial banks in Kenya. The objectives of the study was to determine the extent to which human resource planning practices , career development practices , talent management and employee performance appraisal on organizational performance of Commercial banks in Kenya. The research design employed in this study was descriptive research design inform of a survey. The population of interest of this study was 44 Commercial Banks in Kenya. The study employed a purposive sampling to select the respondents (CEO’s, Human Resource Manager, and Operational Manager). The study sampled 120 representing one participant in each category respondents who will be the respondent for this study. From the results obtained in this study, it can be explained that most commercial banks have not put adequate measures to promote succession planning in their organizations. The findings have shown that most of the respondents despite being in leadership positions did not feel as if their organizations were practicing proper succession planning. Moreover, the findings of the study have also shown that respondents did not perceive their respective commercial banks being on the right path of performance. Generally, respondents opined that performance was as they would want it to be.The findings of the regression model have however, shown that career development and employee appraisal were the only significant predictors of performance among the commercial banks.

Key words: Human resource planning, Career development, Talent Management, Employee performance appraisal, Performance of commercial banks in Kenya

 

 

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