Effect of Talent Management Practices on Employee Morale: A Case of Kenya Commercial Bank Limited

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dc.contributor.author Matata, Caroline Mutinda
dc.date.accessioned 2017-08-28T08:25:36Z
dc.date.available 2017-08-28T08:25:36Z
dc.date.issued 2017
dc.identifier.uri http://hdl.handle.net/11732/3333
dc.description A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA) en_US
dc.description.abstract The purpose of this study was to investigate the effect of talent management practices on the morale of employees at Kenya Commercial Bank. This research was guided by the three research questions; how does talent development affect employee morale in Kenya Commercial Bank? How does performance management affect employee morale in Kenya Commercial Bank? How do retention practices affect employee morale in Kenya Commercial Bank? This study used a descriptive design approach. The target population of this study was the 75 employees of Kenya Commercial Bank at the Nairobi KenCom branch. Census sampling was used whereby all 75 employees were involved in the study. A specifically designed structured questionnaire was the tool used to collect primary data for this study. The data, after collection, was analyzed using descriptive statistics including frequencies and percentages for easier interpretation. Pearson correlation and regression analysis were then used to show how the independent variables influence the dependent variables. The data was thereafter analyzed using the Statistical Package for Social Sciences (SPSS) software. Tables, figures and charts were finally used to present the findings. The findings of this study showed that talent development practices affected the level of morale of majority of the respondents. Many of the respondents indicated that their jobs were directly linked to the achievement of the company strategy. Most respondents also agreed that the bank uses both internal and external sources to effectively fill available vacancies. In addition, the respondents indicated that the bank conducts training and development programs which have increased their skills and competencies. This study has concluded that talent development practices do not significantly influence employee morale. However, the study established that training and development improves employee skills and competencies and enables employees to perform better. The use of performance appraisals and the Balanced Score Card makes performance management easier and accurate when based on clear and achievable Key Performance Indicators. Both financial and non-financial motivational practices increase employee retention. Unbiased compensation and reward management contributes to employee retention and employee morale. Findings derived from this study indicated that the organization’s performance management practices were not significantly related to the level of employee morale. However, most of the respondents indicated that the organization used performance appraisals to analyze the level of individual performance. In addition to the use of performance appraisals, most respondents also agreed that the salaries, rewards and promotions are tied to performance appraisal results. Majority of the respondents also agreed that the bank has achievable Key Performance Indicators and uses a balanced score card to determine performance standards. The research determined that talent retention practices significantly influence employee morale. Most respondents agreed that the financial ad non-financial motivation practices used by the organization increased their morale. Majority of respondents indicated that the organization offers a conducive work environment and work life balance which fosters morale. The respondents also agreed that in addition to fair and unbiased competition, the bank uses incentives to increase employee morale This study recommends training evaluation after each training exercise to establish the impact of training and the appropriateness of the training method used. The study also recommends fair and consistent metrics to evaluate performance and training for supervisors on how to conduct appraisals and give accurate and unbiased feedback. Finally, development of talent pools from which the organization can source talent to facilitate succession planning as vacancies become available is recommended. en_US
dc.language.iso en en_US
dc.publisher United States International University - Africa en_US
dc.subject Talent Management Practices en_US
dc.subject Employee Morale en_US
dc.subject Kenya Commercial Bank Limited en_US
dc.title Effect of Talent Management Practices on Employee Morale: A Case of Kenya Commercial Bank Limited en_US
dc.type Thesis en_US

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