Abstract

ABSTRACT In this study, effect of features of HRM processes on commitment of staff of commercial banks in Kiambu County in Kenya was examined. HRM processes that were considered were performance appraisal process, training process and performance-related pay. The features of HRM processes examined were visibility, consistency and organizational justice. Theories underpinning this study were attribution theory, theory of strength of HRM processes and social capital theory. Ten banks were conveniently sampled in order to have a blend of both locally owned and foreign banks. Two thousand non-managerial middle level employees constituted the target population under study. The target population consisted of 2000 employees. The sample consisted of 250 respondents selected through stratified random sampling technique. Data were collected using questionnaires having five-point Likert scale of measurement. Arithmetic mean and standard deviation of the data were computed. In addition, correlation analysis was employed to determine the extent to which the variables under study were inter-related. Simple and multiple regression analysis were used to test the three independent variables against the dependent variable. The study revealed fairly high positive effect of features of HRM processes on employee commitment. Consistency of HRM processes had the highest correlation with employee commitment. Results indicated higher explained variance in employee commitment for the additive model than in the direct model. The study recommended more enhanced clarity of HRM messages, increased internal consistency of HRM processes and improved delivery of procedural and distributive justice in commercial banks.