Human Resource Management Practices
The analysis sought to determine whether the respondents were aware of the Human
Resource Management practices that the bank uses. The results indicated that all the
respondents were aware and this is equivalent to 100%.
This section highlights the employees’ views on Human Resource Management Practices
that were analyzed and presented in subsequent tables using the Likert scale of (1) –
Strongly Disagree, (2) – Disagree, (3) – Neutral/Neither Agree nor Disagree, (4) – Agree
and (5) – Strongly Agree. The HRM practices that were analyzed in five key areas
namely; recruitment and selection, learning and development, reward and motivation,
succession planning, working life-balance and performance management. Table 4.5
shows how the organization was rated by the respondents in regard to Human Resource
Management Practices. The results were shown as follows;
Recruitment and Selection Table
Recruitment and Selection
Statement Mean Std. Deviation
I am content with the way interviews were conducted 4.01 1.006
I am confident that the recruitment and selection process was
free and fair for all participants
3.78 1.210
The job description for the position applied for highlighted all
the requirements of the job responsibilities
3.66 1.046
The induction process at Consolidated Bank was satisfactory 3.60 1.091
The bank recruits from within before getting candidates
externally
3.79 1.139
Composite mean and standard deviation 3.77 1.098
Source: Study Data (2020)
Table 4.9 shows that overall the respondents are satisfied with the way recruitment and
selection was done (Mean=3.77 SD=1.098). The respondents were also content with the
conduct of the interviews (Mean=4.01 SD=1.006). Employees agree that the bank first
recruits from within before searching externally (Mean=3.79 SD=1.139). The analysis
indicates that the respondents agreed with the process of recruitment and selection being
free and fair (Mean=3.78 SD=1.210). All the responsibilities were highlighted in the job
description (Mean=3.66 SD=1.046). The respondents are satisfied with the induction
process at CBKL Mean=3.60 SD=1.091).
The analysis above implies that millennial employees at Consolidated Bank of Kenya
Limited have no problem with the way recruitment and selection is done. The millennials
are content with their experiences with the interview process and they feel it was free and
fair. The bank provided adequate job descriptions and proper induction after recruitment.
Learning and Development
Table Learning and Development
Statement Mean Std. Deviation
I am satisfied with the number of trainings conducted in a
year
2.43 1.152
The trainings are conducted in line with the position being
held by an employee
2.88 1.147
It is through learning that the bank is able to develop the
employees
3.61 1.160
Learning and development at CBKL has helped build the
value based culture in the organization
3.18 1.211
As an employee, I am responsible for my personal and
professional growth
3.97 .986
Composite mean and standard deviation 3.21 1.13
Source: Study Data (2020)
The respondents were requested to portray how they agreed with different statements
relating to Learning and Development.
The study findings indicate that overall the respondents agree with the measures that have
been put in place with regard to learning and development at CBKL (Mean=3.21
SD=1.13). The analysis indicates that the employees are aware that they are responsible
for their own personal and professional growth (Mean=3.97 SD=.986). The respondents
agree that it that bank can only develop its employees through learning (Mean=3.61
SD=1.160). It is through learning and development that the culture of CBKL has been
built (Mean=3.18 SD=1.211). Respondents were neutral concerning trainings being done
in connection to position being held (mean=2.88 SD=1.147). The respondents were also
neutral on the number of trainings conducted in a year (Mean=2.43 SD=1.152).
The analysis above shows that millennial employees at CBKL are generally not satisfied
with training and development function. Though the millennials agree that training and
development can be used to develop them and they are responsible for their own personal
development, there is a view that CBKL’s learning and development has not really build
the value based culture in the organization. There is also a feeling that CBKL does not
always conduct training aligned to position. According to millennials at CBKL, the
number of trainings per year is inadequate.
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