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Viola J. Marachi

Masters Student, Jomo Kenyatta University of Agriculture and Technology, Kenya

Dr. Wario W. Guyo

Lecturer, Jomo Kenyatta University of Agriculture and Technology, Kenya



In Kenya, many organizations have not yet recognized the contribution of HRM practices on talent development and hence the employed HRM practices do not influence talent development amongst employees in many organizations. A survey by Ernst & Young (2010) showed that less than 15% of private enterprises practiced talent development while none of the public enterprises was found to have a talent development program. The main objective of the study was to investigate the effects of human resource management practices on talent development in organizations case study of KP. The study specifically; investigated the effect of training, succession planning; job rotation; teamwork and performance management on talent development in organizations. The study adopted a case study research design and the study population comprised of 224 staff working at the Kenya Power head quarter offices situated in Nairobi. The study adopted a stratified random sampling technique selecting a sample size of 67 respondents. Questionnaires were used as the main data collection instruments. Descriptive statistics and inferential statistics was used to analyze the gathered data using a statistical package for social scientists SPSS. The study found out that lack of regular employee training programs, absence of succession planning programs and lack of job rotation hindered promotion of employees’ talent development in the organization. It was recommended that management enhance implementation of effective employees’ training programs, succession planning programs, job rotation programs, creation of work teams and performance management systems.

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