The Effect of Employee Development Practices on Human Resource-Related Organizational Performance of Tea Factories in Kericho County, Kenya

Abstract

Abstract In an increasingly dynamic and competitive business environment, organizations are turning to employee development practices as a strategic approach to enhance Human Resource-related aspects of organizational performance. These practices include training programs, mentorship and coaching, performance management, career development plans, leadership development, soft skills development, workshops and seminars, online learning platforms, employee engagement, and on-the-job training. Tea factories in Kericho County, Kenya, play a crucial role in the local economy and global trade networks, underscoring the importance of effective employee development practices. This study examined the effect of employee development practices on HR-related organizational performance of tea factories in Kericho County, Kenya. Specifically, it assessed the effect of employee training programs, employee counseling programs, career development initiatives, and management development practices on HR- related organizational performance of tea factories in Kericho County, Kenya. The study was guided by the Social Exchange Theory and Herzberg's Two-Factor Theory. HR-related organizational performance was assessed using employee performance indicators, including task completion, attendance, safety, and teamwork, to provide a comprehensive understanding of workforce effectiveness. A descriptive research design was employed, targeting a population of 133 employees from various management levels and human resource staff. It targeted 14 tea factories in Kericho County. Stratified sampling was used to select a sample size of 100 from different management levels to ensure representation. Data collection utilized structured questionnaires. A pilot study involving 10 participants at Chebut Tea Factory in Nandi County was used to refine the instrument. Reliability tested via Cronbach's alpha exceeded the acceptable threshold of 0.70. Data were analyzed using the Statistical Package for the Social Sciences (SPSS version 26) and Excel, with results presented in tables, pie charts, and graphs. Regression analysis revealed that employee training programs had the most significant and positive effect on HR-related organizational performance of tea factories in Kericho county (β = 0.829, p = 0.000). Employee counseling programs also had a significant positive effect (β = 0.205, p = 0.003). However, the effects of career development initiatives (β = -0.130, p = 0.131) and management development practices (β = -0.085, p = 0.304) were not statistically significant. These results suggest that training and counselling programs are the key drivers of HR- related organizational performance among tea factories in Kericho county. Based on the findings, the study further recommends that organizations prioritize structured employee training programs and counselling programs as core components of their employee development practices. These practices are key drivers of improved performance outcomes and overall organizational effectiveness.